Planning management always plays a pivotal role in achieving the goals and objectives of an organization. Planning refers to looking ahead and devising future courses of action to be followed. Generally, this is understood as a preparatory step and a systematic process which determines the performance of an organization. The popular maxim is “well plan is half done.”
Being an executive for BP, I have placed particular emphasis on the culture change and modern usage of management principles. There is a misconception that the process of cultural change merely encompasses the change. I have implemented it in a broader sense of the sense, this is to say, change with a mission and vision in sight and keep the entire process in line with the core objectives and achievements of the organization.
The process for change can best be realized with the consent of the Chairman who would be invited to chair the cultural change workshops which are educational in essence. The goals have been to understand the nature of the old as well as the present culture, and to commit to a new BP culture founded on essential behaviors that has been given the label "OPEN" (Open Thinking, Personal Impact, Empowering, and Networking). (Anderson, 2010)
The core group of cultural change advisors and trainers has been put at work to arrange and ensure cooperation in the organization’s cultural change programs. I have ensured a substantial commitment to the need and commitment to human resources strategy. A team of three professionals work with the V.P. for Human Resources will conceptualize HR programs and policies including culture change, vision and values, and essential behaviors. This team will be responsible to work in close connection with BP corporate strategy to ensure the broader strategy of the organization involves major consideration of human resource issues.
BP's Individual Development Program (IDP) is a vivid example of commitment to HR values. BP established this program more than 15 years ago to provide for the career development and training of a selected group of high potential staff. The program has remained privileged; those selected received careful s
Corporate Social Responsibility (CSR) has been redesigned and restructured to fully address the environmental, social, corporate, and ethical issue given the fact that the BP oil spill, last year, raised genuine concerns over the company’s strategy. The core business and revenue generation of the company is made possible through finding oil, refining it, and the gas (and propane, etc.). As a matter of fact and due to nature of business, BP interacts with a wide range of individuals and organizations, and those interactions also elicit ethical issues and obligations.
These issues recently affected and influenced the company’s strategic, tactical, operational, and contingency planning. The oil spill sabotaged company’s goals, objectives, and most of all its reputation as a leading oil company.
These issues can effectively be dealt with to avert any such accident in future by providing customers with the products they expect from us instead of one adulterated with water, for example. Dealings will take place with all the suppliers in good faith and honestly. Reasonable levels of workplace health and safety will be ensured. Honest efforts will be made to build long-term share value and compliance with all the environmental laws be implemented along with best prevalent practices in the industry.
Anderson, Steven (2010). Corporate Governance and Risk Management. Retrieved on July 22,
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