British Petroleum And Oil Spill - 1197 Words

On April 20, 2010, an explosion occurred in the Deepwater Horizon in the Gulf of Mexico. The ocean was filled with oil which harmed the environment. The oil spill is considered to be the biggest spill in the United States. Several sea creatures were covered with oil, it contaminated them and killing others. The local people were affected by the oil change by having no job due to the water being toxic. The British Petroleum company do not take fault for the explosion but they cleaned up the oil spill. Although the British Petroleum contradicted themselves making the situation worse. The company failed to deliver an effective message to the world. The company miscommunicated which it made the company seem irresponsible and unreliable. Situations like this can be prevented by having a public relation staff. The public relation can prepare an effective speech that can directly answer the most important questions for the audience. Keywords: BP, British Petroleum, oil spill British Petroleum Disaster, Gulf of Mexico 2010 British Petroleum spill occurred in the Gulf of Mexico on April 20, 2010. The explosion occurred in the Deepwater Horizon oil drilling rig resulting eleven deaths that were employees and 17 injuries. According to The 2010 Deepwater Horizon Oil Spill: The Trauma Signatures of an Ecological Disaster, â€Å"over the subsequent period of 87 days, before the wellhead was successfully capped on 15 July 2010, more than 4.9 million barrels of petroleum (210,000,000 UsShow MoreRelatedThe Spill Caused By The British Petroleum Oil Spill1121 Words   |  5 Pages On April 20th, 2010 forty miles of the coast of Louisiana in the Gulf of Mexico, the largest oil spill in the United States occurred. The explosion on the British Petroleum oil rig killed eleven people and injured seventeen others resulting in eleven counts of manslaughter, two misdemeanors, and a felony against the corporate giant. The spill caused 200 million gallons of crude oil to be pumped into the waters, which lasted a total of eighty-seven days. Texas, Louisiana, Alabama, Florida, and MississippiRead MoreEffects Of The British Petroleum Oil Spill1170 Words   |  5 Pages2016 The Major Effects of The British Petroleum Oil Spill The BP Oil spill pumped almost 200 million gallons of crude oil into the gulf of mexico, for approximately 87 days. This became the largest and most devastating oil spill in the United States. The coastlines of Texas, Alabama, Florida, MIssissippi and Louisiana were drastically effected by this horrible oil spill. In the end the BP oil spill negativity impacted more than 16,000 miles of coastline. Even today, oil is appearing on shores, andRead MoreThe British Petroleum And Bp Oil Spill Essay2006 Words   |  9 PagesThe British Petroleum (BP) Oil Spill occurred in April of 2010 and hurt many people, animals, businesses, and the economy of the many cities it impacted. It is recognized as the â€Å"worst oil spill† in the history of the United States, killing eleven people. The spill occurred due to a leak in a pipe that spilled oil into the Gulf of Mexico. The BP Oil well was not capped until 87 days later, by which 3.19 million barrels of oil had already spilled into the th e Gulf of Mexico. The BP Oil spill did notRead MoreThe British Petroleum Oil Spill Essay2026 Words   |  9 Pagesntroduction There’s an estimated three and a half thousand oil platforms that spread throughout the central planning area in the Gulf of Mexico with the majority of them no further than 50 miles away from the shores of Louisiana, Mississippi and Alabama. Across the shorelines is home to the wetlands, a paradise ecosystem for many species that live there. Much of it is inaccessible and untouched from human activity. In 2010 an event that caught the attention of almost everyone occurred. An explosionRead MoreBp s ( British Petroleum ) Oil Spill Crisis2060 Words   |  9 Pagesat BP’s (British Petroleum) oil spill crisis in 2010. It is British multinational oil and Gas Company, their headquarter is based on London, England. According to PFC Energy, it is the fifth-largest company in the world measured by revenues in 2012, and the sixth-largest in oil and gas industry if measured by production in 2012. BP’s annual report states that as of December 2013, BP operates in approximately 80 countries. On April 20, 2010 the explosion and sinking of Deepwater Horizon oil rig happenedRead MoreThe British Petroleum Oil Spill and Lack of Response Essay examples1453 Words   |  6 PagesThe British Petroleum Oil Spill and Lack of Response Last year, news spread of an oil spill off the Gulf Coast. These events occur periodically and usually register much media attention. As British Petroleum (BP) executives could not shut off the crude oil or prevent the damage it caused, people took notice. Millions of dollars in tourism, commerce and sales were lost. Thousands of wildlife acres and ecosystems were also compromised. There were more questions than answers. What BP did to alleviateRead MoreThe Legal Issues and Ethical Effects of the Deepwater Horizon Explosion and British Petroleum Oil Spill in the Gulf of Mexico 20101542 Words   |  7 PagesBP Gulf Oil Spill 1 Running Head: BP GULF OIL SPILL The Legal Issues and Ethical Effects of the Deepwater Horizon Explosion and British Petroleum Oil Spill in the Gulf of Mexico 2010 Terry D. Bollman Park University BP Gulf Oil Spill 2 British Petroleum’s Roll in the Gulf Oil Spill This paper will explain some of the effects of three legal issues and three ethical issues surrounding the London-based British Petroleum Company’s involvement in the explosion of the offshore oilRead MoreBritish Petroleum Legal Practices And Ethical Responsibilities Within Its Corporation1019 Words   |  5 PagesBritish Petroleum Legal Factors British Petroleum is a multinational corporation that provides fuel for transportation, energy for heat and light, and petrochemicals products for everyday items to its customers. It operates in more than 80 countries and produces approximately 3.2 million barrels of oil per day. Throughout the course of British Petroleum’s life cycle it has been involved in a number of legal dilemmas which related to environmental, safety, and political issues. The purpose of writingRead MoreOil Spills During The United States Oil1230 Words   |  5 PagesMary McThomas FJS/PHIL 210 December 7, 2015 Oils Spills In the United States oil consumption is an everyday occurrence, for every citizen. Our country without oil would not be able to function properly within all aspects of life. Our political, transportation and economics systems would all encounter drastic affects if there were no oil to transform into petroleum. Due to our huge dependency on petroleum products, oil companies like British Petroleum (BP), Exxon Mobil, and Saudi Aramco hold extremeRead MoreBritish Petroleums Crisis Handling Practice1113 Words   |  5 PagesINTRODUCTION In 2010 British Petroleum’s Deepwater Horizon oilrig1 suffered a devastating explosion that resulted in the death of 11 workers and initiated the largest marine oil spill the world had or has ever seen (Pallardry). This spill also became the largest offshore environmental disaster in United States history (Elliot). Over 200 million gallons of crude oil were pumped into the Gulf of Mexico (Hoch), polluting over 16,000 coastal miles in the states of Alabama, Florida, Louisiana, Mississippi

Leadership -Its Importance for Today’s Organization Free Essays

Managing a flourishing business or strengthening the health of an already reputable business needs fit, continuing leadership and management, marketing and financial management, and planning, product and service development. (Barbara Kellerman, Jeffrey Z. Rubin, 1988) Definition of â€Å"Leadership† and Differences with Respect to â€Å"Management† Leading is influencing someone in some means. We will write a custom essay sample on Leadership -Its Importance for Today’s Organization or any similar topic only for you Order Now The majority people will have the same opinion on at least this much of some perfect definition for the term. There are several, further aspects to this statement that could be explored; however this simple definition may be sufficient to go forward. (Robert A. Corrigan, 2002) A â€Å"leader† is a name who is leading — maybe. A number of writers make use of the term â€Å"leader† as based on the formal role in an organization. Other writers talk about a â€Å"leader† as someone who is showing character of leading. Though, many writers would oppose that a CEO is always a leader. For instance, if an organization is floundering badly with little or no direction, possibly the CEO is not efficiently leading the organization and, consequently, is in fact not a leader. It is bsed on one’s use of the word â€Å"leader†. Nearly everyone would have the same opinion that the term â€Å"Leadership† refers to the capability to lead. Many writers use the word â€Å"leadership† to refer to a person who shows traits of leading. Though, many writers as well use the term to denote the executive level of an organization. Conventionally the term â€Å"management† is portrayed as the functions of planning, organizing, leading as well as controlling activities in an organization. â€Å"Managing† is elucidated as carrying out these activities. Courses in management frequently teach from this point of view. Some writers pursue this view and think that the activity of leading is however one facet of management. Other writers differ and state that â€Å"managing† is planning, organizing and controlling and that â€Å"leading† is a definitely separate activity that first and foremost involves influencing people. An old saying that follows from this last view is â€Å"Leaders do the right things. Managers do things right†. One more saying is â€Å"Leaders lead people, managers manage things†. Other writers would even oppose with this view, still. They would emphasize that, even though a person happens to be carrying out activities that persuade others, if he or she does not hold an official role in the organization with the designation of â€Å"manager†, then he or she is not a â€Å"leader†. Leading is an extremely human activity. All of us are human. Consequently the majority of us can present a lot of advice regarding what a good leader should do. We want them to change themselves and their organizations, at the same time making sure that all of us have jobs. We put forward that leaders construct teams, yet focus on employees. They must develop clarity, yet embrace change and confusion. In the meantime, certainly, no matter how much a person thinks that leading is separate from managing, every leader has to operate within definite budget limit. Executive-level leaders hear from board members and others in the organization that the top precedence is strong financial management. The effort to take risks at the same time as managing cash flow can be devastating. As a result, it can turn out to be quite confusing for these leaders to glean a consistent message from all of the continuing advice. (The Washington Times, 2005). The Importance of Leadership to Effective Strategy Development and Implementation Strategic planning finds out where an organization is going over the next year or more, how it is going to get there also how it’ll know if it got there or not. The focus of a strategic plan is generally on the whole organization. They find out direction. They move organizations from where they are to where they have to be. Leaders make things come about. They form the culture. They make use of the management tools. Leaders are ground-breaking. They face truth and rally appropriate resources. They give confidence others to do the same. (Gilbert W. Fairholm, 1998) Employee Perceptions of What Constitutes Effective Leadership Note: Great question for survey It is a tough job to run a group of people where authority has to be earned. Only some people do it effectively, for the reason that it demands an unusual amalgamation of attributes. A belief in oneself is the merely thing that gives an individual the poise to step into the unknown and to influence others to go where no one has gone before, however this has to be combined with a well-mannered doubt, the humbleness to accept that one can be mistaken on occasion, that others as well have ideas, that listening is as vital as talking. A fervor for the job offers the energy and focus that drive the organization and that act as an instance to others, however this as well has to be combined with its opposite, an awareness of other worlds, for the reason that focus can turn to blinkers, an incapability to think beyond one’s own box. Great leaders manage time to read, to convene people beyond their own circle, to walk in other worlds. The leader should have a love of people, as in a community of individuals, those who discover individuals a pain and an irritation may be respected or feared, however they will not be keenly followed. (Nelson Fabian, 2004)  Thus far this attribute, too, needs its opposite, a capability for aloneness, for the reason that leaders have to be out front. It is not always probable to share one’s uncertainties with anyone else. Only some will thank the leader when things go right, however several will blame the leader if things go wrong. Great leaders have to walk alone now and then. They as well have to live vicariously, obtaining their satisfaction from the victories of others and giving those others the gratitude that they themselves are often denied. Living with these inconsistencies needs great strength of character. It as well needs a belief in what one is doing. Money only will not be sufficient to offer the reason to live with these contradictions. Even a love of power is inadequate, as power irons out the contradictions somewhat than holding them in balance. Great leaders are raised from great causes, however leaders at their best, too raised great causes. Unhappily, for want of a cause, we also frequently create a crisis, which is not the similar thing at all. Until and unless business makes a cause bigger and more espousal than enhancement of the shareholders, it will have only some great leaders. We are more probable to find them in the nonprofit ground. If that is so, in that case that sector may yet turn out to be the training ground for business and conceivably even for politics. (Kathleen Zimmerman-Oster, John C. Burkhardt, 1999) Characteristics of Effective Leaders Introduced with humor and humility, and characteristically tending to treat individuals in their organizations in the same way, with no smiling up as well as kicking down. Self-aware, and sincere with themselves as to their own strengths, weaknesses, and honest hard work to improve. Curious and friendly enough in order that others feel safe offering honest comment and innovative ideas. Unprejudiced and capable of esteeming their competitors or adversaries also learning from them, in both leadership circumstances and general business conditions. Action leaning which surfaces not as a wish to move for movement’s sake however to move straightforwardly toward a clear objective with a persistent follow-through. Leaders who can flash the mind’s eye with a convincing vision of a valuable end that stretches us beyond what is known at present, and who can interpret that to clear objectives, are the ones we go after. Flourishing business leaders build up goals to attain their vision. Their promise to the goals, and consequently to the vision, is made clear by both their actions as well as their frequent communication of what have to be done, and why. With apparent objectives in mind, the issue then turns out to be what a leader will do, how he or she will act at the same time as working with and through people in chase of the end goal. Even though leaders have to become accustomed to a specific and ever-changing set of circumstances, the most successful leaders show a common set of behaviors. Leaders share one more attribute that is vital for success: self-confidence. Sharply differentiated from arrogance or self-centeredness, a healthy level of self-confidence allows the leader to carry out the difficult ventures essential to meet his or her objectives. (Joy Bennett Kinnon, 2005) How Can One Develop Leadership Skills Required for Today’s Rapidly Changing Environment? Leadership development is an attempt that improves the learner’s capability to lead people. Leading is setting path and directing others to pursue that direction. The first place to start learning regarding leadership is to get some sense of what leadership is — particularly, know get an impression of the areas of knowledge as well as skills suggested for efficient leadership in organizations. In fact effective leaders in the years ahead will have persons resolute by strong values and conviction in the capacity of individuals to grow. They will have a picture of the society where they would like their organizations plus themselves to live. They will be creative thinker, they will believe sturdily that they can and must be shaping the future, and they will be active on that viewpoint through their personal behavior. In the future the genuine center competence of companies will be the capability to incessantly and imaginatively obliterate and remake them to meet customer demands. Everybody in the organization have to take accountability for taking responsive actions. This means that a company requests leadership all over the place in the organization. Thus leadership is the capability to see reality as it actually is and to mobilize the suitable response. Summary All of the different suggestions regarding good leadership can sound very tempting, for example; to have clear vision, embrace transform, lead from doctrine, be a servant to your people, nurture community, focus on the future, and all that. (Anthony B. Robinson, 1999) Conclusion We live and work in a enthralling, however fearful time. Augmented competition is forcing organizations to put into practice customer-driven strategies where industry-driven policies worked before. To be more adjustable, organizations are decentralizing. Organizations are changing, reinventing as well as reengineering. Consequently, there is frequently a great deal of pain in organizations. References: Anthony B. Robinson, 1999. Leadership That Matters; The Christian Century, Vol. 116, December 15 Barbara Kellerman, Jeffrey Z. Rubin, 1988. Leadership and Negotiation in the Middle East; Praeger Publishers Gilbert W. Fairholm, 1998. Perspectives on Leadership: From the Science of Management to Its Spiritual Heart; Quorum Books Joy Bennett Kinnon, 2005. What’s Behind the Biggest Upheaval Ever in Black Leadership? Magazine article; Ebony, Vol. 60, April Kathleen Zimmerman-Oster, John C. Burkhardt, 1999. Leadership in the Making: A Comprehensive Examination of the Impact of Leadership Development Programs on Students; Journal of Leadership Studies Nelson Fabian, 2004. Leadership-What Is It and Are You Headed for It?; Journal of Environmental Health, Vol. 67 Robert A. Corrigan, 2002. Presidential Leadership: Moral Leadership in the New Millennium; Liberal Education, Vol. 88 The Washington Times, 2005. What Ails FEMA? Lack of Effective Leadership Newspaper article; September 13 How to cite Leadership -Its Importance for Today’s Organization, Essay examples

Managerial Antecedents of Business Model Innovation †MyAssignmenthelp

Question: Discuss about the Managerial Antecedents of Business Model Innovation. Answer: Introduction The current world of business competitiveness has become much challenging for the business marketers. The marketers often focus on structuring the organisational functionalities in order to provide the best solutions (Gobble, 2014). We often wonder what exactly needs to be done to maintain sustainability in this competitive business scenario. The clear and concise idea of the business model innovation can be fruitful enough in developing the organisational functionalities. However, we need to derive the complete understanding regarding the business model innovations. The identification of the associated components would provide the insightful knowledge about the method of business sustainability. Here we would discuss about the conceptual form of business model innovation and its significance in maintaining sustainability. In pre-classical times, the business model was conceptualized as the integral part of the economic and trading purposes. Apparently, the business model refers to the methods used by the organisations for generating revenues (Casadesus?Masanell Zhu, 2013). In the real business world, the business marketers generally deal with the basic components of the business model. These basic components are: Charging Subscription Fees Selling purpose of the product or service Selling service contracts These components are significantly helping the organisations to generate expected revenues. The business model innovation specifically concentrates on factors that are ensuring more profitability for the company in this competitive scenario. According to Zott, Amit and Massa (2011), Business Model is widely conceptualized as the description, representation, and a statement of the business world. Therefore, we can consider that the business model pays the closer attention towards the following factors: It articulates the value propositions that are created while offering the products or services to the customers. It identifies the relevant market segment for ensuring the purpose of selling. It defines the value chain structure while distributing the product and service to the customers. It estimates the profit potential and cost structure of the products Describes the competitive positioning of the firm Structures the competitive strategy for winning over the rivals in the business market. In the further section of the study, we would discuss the three major concepts of the business model that have the significant impacts on the business functionalities. In this section of the study, we would provide the explanation of the conceptual analysis of three business model components. These three concepts are: e-business model archetypes Business model as activity system Business model as revenue architecture The e-Business Model Archetypes depend on the seven business fundamentals or personalities. The business model depends on these personalities during the development period. These seven business fundamentals are: Product Subscription Service Brokerage Trade Market Place Eco System The business primarily focuses on the development process of the tangible artifacts that require one-time cost. In some of the cases, the product is generally consumed for the personal entertainment (Narayan Volberda, 2017). The indicative attribute of the products are as follow: Key partners: Market Place Value propositions: The productivity scale Key Activities: Development functions Monetization: Product sales The second type of the fundamental is the combination of the services and products (Christensen Bartman Van Bever, 2016). The subscription personality focuses on the following aspects: Key Partners: Owner of the ecosystem partner Value Proposition: Customization of the platform Key Activities: Maintenance and Customization Monetization: Materials and Adequate Time Service is the third type of the business fundamental that signifies the intangible solutions offered to the clients or the customers (Spieth, Schneckenberg Ricart, 2014). This fundamental indicates the following attributes: Key Partners: Platform owner of the Ecosystem Value Proposition: Customization of the Platforms Key Activities: Maintenance and Customization Monetization: Materials and Adequate Time This archetype is the secondary form that includes the trade and service activities on behalf of the clients or the customers. The attributes are: Key partners: Wholesalers Value Propositions: Procurement of the Efficient Commodity Key Activities: Recruiting the sufficient number of Wholesalers Monetization: Commission of Base fee plus This type of the archetype pays attention on connecting the sellers and buyers. The attributes are: Key Partners: Advertising and Product Sourcing Value Proposition: Convenience, Low Price Monetization: Product Arbitrage Key Activities: Advertising and Sourcing It is the secondary archetype that includes the attributes of the product and trade archetypes. The attributes are: Key partners: Merchants Value proposition: Method of Destination Shopping Key Activities: Advertise and Recruit the vendors Monetization: providing a particular amount of commission per sale It is the tertiary archetype that combines other archetypes and quite difficult to achieve. The attributes are: Key Partners: PaaS Provider Value proposition: Software and Management Key activities: development of the software Monetization: Subscription Fee Business Model as Activity System is mainly focusing on several elements, such as content, governance, and structure. The content of the activity system refers to the selection of the activities. The structure of the activity system defines the linking between the activities. It is also capturing the importance of the business model (Markides, 2013). On the other hand, the governance of the activity system ensures the performance of the associated activities. It focuses on the possible approach to maintain the governance procedure. It is notable that the managers often strive to make progress in the profitability parameter. Therefore, it is necessary for them to undertake all these parameters simultaneously. However, sometimes it becomes much challenging since it involves some of the factors to be considered. It is necessary to understand whether the business requires including any secondary market for trading the business loans (Schneider Spieth, 2013). In fact the possible barrier s are also necessary to be identified. The design parameter of the system activity becomes highly interdependent. Hence, apparently the business model as the activity system is mainly concentrating on the process of conducting business. The revenue model determines the method of generating revenues by the firm and it is the integral part of the business model. Subscription is one of the most fruitful revenue models that deal with the free transactions, profiling and functions (Fielt, 2013). The business model as revenue architecture identifies the various type of the revenue model. It focuses on the actions of the customers by maintaining the effective relationship. On the other hand, the criterion sometimes limits the method of generating revenues from the customers end. It becomes much challenging for the business marketers when the price of the products is persuaded to keep lower. Another major focus is the offer-related criteria that maintain the price level, consistency, and origin of the offered service or products. It is necessary for the company to obtain the adequate knowledge regarding the management of the functionalities that can ensure more revenues. Finally, the revenue related criteria focus on the pa yment method and the origin of the revenue (Zott, Amit Massa, 2011). It is to be stated that the origin of the revenue can be from the direct or the indirect source. The benefit related criteria signifies additional benefits provided to the customers for gathering their attention. It is quite helpful for the company since there is the high chance of the long term relationships. However, the product consistency is the major factor to be considered in such aspect. The business model innovation provides the top-down approach that is significant enough in generating more profitability and establishing the long term sustainability. However, the challenges are faced due to the lack of resources, lack of adequate knowledge, and improper management of the organisational functionalities. The business model as revenue architecture identifies the various type of the revenue model. It focuses on the actions of the customers by maintaining the effective relationship. The limitation with the service and product information influences the purchase decisions of the customers. It becomes much challenging for the business marketers when the price of the products is persuaded to keep lower. Another major focus is the offer-related criteria that maintain the price level, consistency, and origin of the offered service or products. It is essential to obtain the adequate knowledge regarding the business model functions and structure these functionalities according to the requirements. Conclusion The artifacts included in the business innovation model sometimes lead to the business failure. Therefore, it is necessary to derive the adequate information relate to the implementation of the business process. In the real business world, the business marketers generally deal with the basic components of the business model. The clear and concise ideas regarding the conceptual analysis of the business model is quite necessary for the business marketers. The contribution of the business model innovation is much significant in generating the revenues. However, it is also necessary to derive the extensive knowledge about the strategic procedure of implementing the business process. Business model as the revenue architecture depends on the segment based criteria. The offer-related criteria that maintain the price level, consistency, and origin of the offered service or products. It is necessary for the company to obtain the adequate knowledge regarding the management of the functionaliti es that can ensure more revenues. The resource capability and focus on the customer base are also needed to be taken into consideration during the development of the business model. The concentration on the market limitations and competitiveness is essential prior to take any decisions regarding the business model innovation. References Amit, R., Zott, C. (2014). Business model design: a dynamic capability perspective.J. Manage. Casadesus?Masanell, R., Zhu, F. (2013). Business model innovation and competitive imitation: The case of sponsor?based business models.Strategic management journal,34(4), 464-482. Christensen, C. M., Bartman, T., Van Bever, D. (2016). The hard truth about business model innovation.MIT Sloan Management Review,58(1), 31. Fielt, E. (2013). Conceptualising business models: Definitions, frameworks and classifications.Journal of Business Models,1(1), 85. Gobble, M. M. (2014). Business model innovation.Research-Technology Management,57(6), 58-61. Markides, C. C. (2013). Business model innovation: What can the ambidexterity literature teach us?.The Academy of Management Perspectives,27(4), 313-323. Narayan, S., Volberda, H. W. (2017, January). Understanding Managerial Antecedents of Business Model Innovation. InAcademy of Management Proceedings(Vol. 2017, No. 1, p. 16573). Academy of Management. Schneider, S., Spieth, P. (2013). Business model innovation: Towards an integrated future research agenda.International Journal of Innovation Management,17(01), 1340001. Spieth, P., Schneckenberg, D., Ricart, J. E. (2014). Business model innovationstate of the art and future challenges for the field.RD Management,44(3), 237-247. Zott, C., Amit, R., Massa, L. (2011). The business model: Recent developments and future research. Journal of Management, 37(4), 10191042.