Title: The Analysis of BP and the Deepwater Horizon Devastation of 2010 Due Date: 5/5/13 Word Allocation: 2193 eliminating executive overview, headings, dining tables, references and appendices Executive Summary This kind of report provides an examination in British Petroleum (BP) plus the Deepwater Ecart disaster of 2010. It appears to be specifically in the functional part of organizing coming from POLC plus the framework by how interaction and interaction networks impacted the decision production process on the oilrig.

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The evaluation starts by providing a history of BP and what major decisions throughout period contributed to the organizational composition when the tragedy occurred. Conclusions show that the asset federation model adopted in 1995 took away responsibility from BP’s regional businesses and subsequently rewarded every person site due to the performance. This meant the managerial making decisions process for every single site was geared to time and cost efficiencies rather than those of safety.

The establishing of the wheel connection network on Deepwater meant that any proposals put intended for from series staff, with safety as being a priority, ended uphad been overwritten by senior group leader because they were given to. After the tragedy occurred, BP established a security and Risk division and instilled staff members on each of its rigs to ensure that the protection message was reinforced in its sites. Table of Contents 1 . Introduction Managers are responsible intended for arranging and structuring function to assist in achieving organizational goals (Robins et al. 2012, l. 14).

It can be determining what tasks should be completed, that is responsible for all of them, how the tasks are to be grouped, who reviews to whom with which level decisions should be decided (Robins et ing. 2012, l. 14). This report analyzes the area of communication and communication networks, from that from the organizing function in POLC (Robins et al. 2012, p. 13), within English Petroleum (BP) and specifically the Deepwater Horizon disaster.

It looks with the communication in safety techniques from elderly BP officials down to BP sites, the kind of communication on key decisions that ultimately led to the sinking from the oilrig and what control measures were put in place to guarantee the sustainability in the company. installment payments on your History of BP and the Deepwater Horizon In 2010, BP was one of the Combined Kingdoms largest corporations and a world innovator in the production of strength (Andrew 2010, p. 7). They delivered consumers with fuel pertaining to heat, lumination, transport, petrochemical production and even more (Andrew 2010, p. 7). However in the early years, achievement and profitability proved very difficult to obtain (Ingersoll 2012, p. 2).

The corporation that would sooner or later turn into BP was established in 1909 while the Anglo-Persian Oil Organization (APOC) after William Knox Darcy found oil in Iran following an pointed search (Ingersoll 2012, s. 2). After that in 1914, the Uk Government sensed they needed a dedicated olive oil supply and purchased 51% stake in the borderline broke corporation (Ingersoll 2012, l. 2). They held onto the 51% discuss until the Thatcher government length of prioritization took place between 80 and 1990 and this resulted in the final stake being sold in 1987 (Andrew 2010, s. 7).

At this moment, performance was still declining and 1992, after a loss of $811 million, the organization decided to consider severe cost saving measures (Ingersoll 2012, p. 3). Focusing on a streamlined labor force and collection of activities, BP’s status started to transform significantly inside the mid-1990’s (Ingersoll 2012, l. 3). 98 bought the merger with Amoco and 2000, the acquisition of Meta (Atlantic Richfield CO. ) and Burmah Castrol plc highlighted a great aggressive development strategy (Andrew 2010, g. 9). While using renewed give attention to growth, BP also started out repositioning alone as a even more environmentally friendly organization and this bring about a new tagline Beyond Petroleum and the name change to BP (Ingersoll 2012, g. 3).

This lead to the launch of an Alternative Energy division and between june 2006 and 2009, BP put in $4 billion into this area with a total company investment of $982 billion (Ingersoll 2012, p. 3). In May 2007, Tony a2z Hayward was appointed Ceo (CEO) wonderful focus was going to stem the organization growth and minimize production goals (Ingersoll 2012, p. 3). Between 06\ and 2009, BP’s labor force fell by 97, 500 to eighty, 300 and 4 levels of supervision were minimize as Hayward felt many folks were making too many decisions leading to intense cautiousness (Ingersoll 2012, p. 3).

Nevertheless , BP has had a colorful record when it comes to security within the structures (Andrew 2010, s. 14). In 2005, 15 people were wiped out and an additional 180 wounded when the BP Texas Town refinery erupted (Andrew 2010, p. 14). Then in 2006-2007, BP had to close its operations in Prudhoe Bay, Alaska due to over the million l of olive oil spilling into the North Ski slopes via rusty pipelines (Andrew 2010, g. 14).

Alaskan state regulators had been warning BP as 2001 that management protocol was away of synchronize with express regulations and that critical gear needed to be better sustained (Andrew 2010, l. 15). Within the 20th April 2010, a floating semi-submersible Drilling Product named the Deepwater Horizon, exploded and sunk off the Gulf of Mexico eradicating 11 people and wounding another 18 (Andrew 2010, p. 16-17). BP got leased the Deepwater Distance rig by Transocean, an oil based market support company that specialized in deep water drilling (Ingersoll 2012, l. 1). The rig was hired to complete focus on the Macondo well, which BP owned or operated the rights too (Ingersoll 2012, l. 1).

With the 126 aboard, 79 had been from Transocean, seven from BP as well as the rest from the other firms (Ingersoll 2012, s. 1). As of 2010, the Deepwater Ecart disaster was the biggest marine oil drip to appear in Us waters with nearly five million barrels of essential oil leaking in to the Gulf of Mexico (Ingersoll 2012, p. 2). Decisions made around the type of very well casing, the number of centralizers applied and the decision to not perform a cement connect log may possibly have written for the well blowing out (Ingersoll 2012, p. 1).

However , regardless of the ultimate causes, it is well worth examining the communication sites within to acquire exactly where the caution more than cost message broke down. several. Managers and Communication Networks Theory Effective internal and external interaction is seen as a requirement for company success (Ruck & Welsh 2012, l. 1). Companies need to constantly assess and enhance conversation especially in more and more difficult monetary times (Ruck & Welsh 2012, p. 1). Conversation can be divided into two different areas; formal or simple (Robins ain al. 2012, p. 405).

Formal communication follows a chain of command word that typically takes place within the organizational function arrangements (Robins et al. 2012, l. 405). Simple communication does not take place inside the organization hierarchy and commonly allows employees to satisfy their particular social connection needs along with creating an alternative route to connect (Robins ain al. 2012, p. 405).

However these details can flow in a number of different ways. Communication within the organization can move by following means; downward, way up, lateral and diagonal (Robins et al. 2012, s. 406-07). Table 1 points out how each kind and its definition; Table one particular: Types of information flow (Adapted from: Robins et ‘s. 2012, p. 406-07) Support of information circulation encourages staff to speak away and adopt a participative approach (Ahmed 2010, g. 122).

Mutual dialogue within an organization plays a part in the foundations of distributed value and trust (Ahmed 2010, g. 122). The two vertical and horizontal communication flows within the organization may be combined in a number of different habits labeled conversation networks (Robins et ‘s. 2012, p. 407).

Analysts have recognized that fundamental networks of communication can be classified in to different types of conversation (Eunson 2012, p. 116) like these shown in table 2 and three or more below Physique 1: Eunson Types of Connection Networks (Source: Eunson 2012, p. 117) Figure a couple of: Robins Three Prevalent Organizational Conversation Networks (Source: Robins ou al. 2012, p. 407) When analyzing the theory outlined within this conventional paper compared to the types of communication, flow and communication network structures inside BP, we are able to greater appreciate exactly what bring about the sinking of the Deepwater vessel.

4. Analysis of Communication Systems between BP and Deepwater BP Senior Management Back in the 1980s, BP had several layers of management that fell within a matrix structure that achieved it problematic for anybody wanting to decide quickly (Ingersoll 2012, s. 4). Since business and overall performance by BP was floundering, Robert Horton decided to cut $750 million type BP’s annual expenses (Ingersoll 2012, p. 4). Horton, who had been appointed BP’s CEO in 1989, removed several bureaucratic layers while using intent of speeding up the decision making process and the pace of business (Ingersoll 2012, s. 4).

The organization was become smaller, way more versatile teams together with the vision of maintaining available streams of communication (Ingersoll 2012, l. 4). Horton transferred decision-making authority for the upstream and downstream organization divisions and employees whatsoever levels had been encouraged to take responsibility and exercise business initiative (Ingersoll 2012, p. 4). Throughout the 1990s, Ruben Browne was heading up BP’s Exploration and Creation division, BPX (Ingersoll 2012, p. 4). He wished to create a soul of entrepreneurship amongst his employees and extended the decision-making tasks to further amounts within the corporation (Ingersoll 2012, p. 4).

Decision making power and responsibility was no longer held with BP’s local operating companies and was now accomplished by the web page managers (Ingersoll 2012, l. 4). The model was known as Property Federation and was applied company vast when Browne took over as BP CEO in 1995(Ingersoll 2012, p. 4). The asset federation version compensated personnel for the performance of their individual web page so there is little incentive to talk about best practices upon risk management among various other BP exploration sites (Ingersoll 2012, p. 4).

Deepwater Conversation The benefits of the channel network or matrix structure will be that the leaderless group has constant data flow among all associates within the work team (Robins et al. 2012, s. 407). The opportunity of brainstorming and exchange details is great within this type of style (Eunson 2012, p. 118). However info overload and irreconcilable dissimilarities due to no emergence of your leader can be quite a downside (Eunson 2012, l. 118) Number 3: Deepwater Chain of Command (Source: Ingersoll 2012, p. 20) However , when viewing the cycle of command on the Deepwater Horizon (see table 4), it could be noticed to form a tyre network instead of that of a matrix structure (see table 3).

Typically, tyre communication moves form an identifiable head at the top of the wheel (Eunson 2012, l. 117). The best choice serves as the hub plus the flow info is typically one of the ways but may be two method, dependent on the leaders motivation to accept information (Eunson 2012, p. 117). This can trigger the satisfaction of team members to be low compared to that of chain, ring and funnel networks (Robins et ing.

2012, s. 407). Wheel networks have disadvantage of staying prone to communication distortion (Eunson 2012, p. 118). While the meaning gets handed from one specific to another, or from one level to the next, the message is usually edited or mangled by sender in each interaction (Eunson 2012, p. 118). The contortion in the wheel network is seen when looking at the choice making process to get the type of well casing and number of centralizers. Decisions in these two areas were relayed by the anatomist team leader, Greg Walz (Ingersoll 2012, pp.

10-11). Greg received input from the engineers inside the operations device on what they thought had been best protection practices, on the other hand final decisions on the projects were eventually made due to the cost and time savings (Ingersoll 2012, pp. 10-11).

Your decision makers for the Deepwater experienced only experienced their positions for a little amount of time (Ingersoll 2012, s. 9) which meant that the teachings learned for Texas Metropolis and Prudhoe Bay hadn’t reached the Gulf of Mexico internet site (Reed & Fitzgerald 2010, p. 156). It could be found that the protection communication concept had ran downward from senior managers to range manager and staff on the other hand line managers felt a better influence to reward cost and time savings. Control Procedures On July 27, 2010, BP declared that Bob Dudley would be successful Tony Haward as BP’s Group Leader on October 1, 2010 (EHS Today 2010, l. 17).

Because of the Deepwater disaster and to ensure sustainability of the firm, BP command announced programs to create a new safety division to supervise and examine the organizations operations worldwide on September 29, 2010 (EHS Today 2010, p. 17). The protection and Risk function gets the authority to intervene in all technical aspects of BP activities to ensure that functions are completed to that of stated common standards (EHS Today 2010, g. 17). Staff will be imbedded in all of BP’s operating units and can report straight to Mark Undselig, head of safety and operations (EHS Today 2010, p. 17). Mark reviews directly to the CEO, Greg Dudley to ensure the safety meaning from mature BP officials filters down into each web page (EHS Today 2010, s. 17).

5. Conclusion Interaction is continuously attributed to an important variable in determining company success (Hargie & Tourish 2009, p. 419). A large number of business problems stem via poor interaction procedures and early action and involvement in this area can easily avert a tragedy at a later date (Hargie & Tourish 2009, p. 3). By simply conducting research into the connection and conversation networks for BP, we can ascertain a number of different elements may have contributed to the BP devastation. The advantage federation model took away responsibility from BP’s regional operations and therefore the company’s safety message. The rewarding of each web page and its managers for its specific performance additional contributed to the dilution of importance on security.

A wheel network with key decision makers who had not experienced their functions for lengthy, meant that lessons learned from past situations weren’t filtered into the Deepwater Horizon and decisions were created with the look at of saving cash and time compared to security. The institution of the Protection and Risk division right after the catastrophe ensured the safety message from elderly management will be heard within just each internet site and limit the opportunity for the disaster on this magnitude to occur in the future.

6. Reference List Ahmed, Z 2010, Managerial Interaction: The Link Among Frontline Management And Company Performance’, Log Of Company Culture, Marketing communications & Discord, 14, one particular, Health Business Elite, EBSCOhost, viewed five May 2013, p. 122 EHS Today 2010, BP Creates Fresh Safety and Risk Division’, 3, 10, Health Organization Elite, EBSCOhost, viewed several May 2013, p. seventeen Eunson, N 2012, Conversation in the Workplace, e-book, accessed 05 May 2013, p. 116-118. Hargie, O & Tourish, D 2009, Auditing Company Communication: A Handbook of Research, Theory and Practice, e-book, accessed 05 May 2013, pp. 3, 419.. Ingersoll, C, Locke, RM & Reavis, C 2012, BP and the Deepwater Ecart Disaster of 2010, MIT Sloan Managing, pp.

1-4, 9-11, twenty Reed, H & Fitzgerald, A 2010, In As well Deep: BP and the Drilling Race That Took that Down, e-book, accessed dua puluh enam April 2013, p. one hundred and fifty six. Robins, Bergman, Stagg & Coulter, 2012, Management, 6th edn, Pearson Australia, Sydney, pp. 13-14, 405-07 Ruck, K & Welch, M 2012, Advertising Review: Valuing internal connection; management and employee viewpoints, Volume 32, Issue 2, June 2012, p. one particular 7. Set of Figures Figure 1: Eunson Types of Communication Networks Determine 2: Robins 3 Common Company Communication Networks Table one particular: Types info flow

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