British Petroleum Case

Résumé du document

BP is one of the principal leaders of the European and the International oil market since the beginning of the year 1990. However, the group Britannic knows, a descent in its activity recently, and seeks to give again a new dash in its activity. We will examine in stages, the progression that took place between 1992 and 1997, of the arrival of Robert Horton as the CEO, to his replacement, and then, upto David Simon's leave of the same job.

Extraits

[...] For that it created the 1990 project. The purpose of this project was to lay down basic objectives, in particular in the working method of the collaborators. Based on a new culture of company, this project rested on a clear and simple principle : OPEN. OPEN was the initials of the four key words that were going to carry out the strategy of Robert Horton: - Open thinking - Personal impact - Empowering - Networking Mr. Horton was persuaded that the principal problem of BP was the working method, and that a major reform of the modes of thought was to be carried out. [...]

[...] The nature of Horton felt in his style of leadership. Indeed, much reproached him when he was at the head of BP to have incapacity to create the consensus and to lead people behind him. The fact of imposing a vision and a strategy induces a capacity to convince people. For that, it is necessary to be clear, with listening, and intuitive. Horton has an interventionist nature that penalizes him quickly when he needs to rejoin supports. The leadership of Horton is thus limited in what he does not involve people that he orders to follow him, except perhaps by the force. [...]

[...] But a leader is not that which does the work alone. A leader is that which guides, justifies the others. This vision, modern, of management made it possible Horton to define and transmit to BP clear objectives, understood by all. Simon is also equipped with a capacity of listening that enables him to take retreat on the decisions to be more easily taken. Listening also makes it possible to moderate his point of view or to reinforce it. Listening finally makes it possible to satisfy the collaborators, who see that an interest their is carried. [...]

[...] This one, of British nature, did not like to be abrupt. Simon retained the lesson and privileged a leadership based on the image of a consensual guide and with listening Do you believe Horton's and Simon's leadership styles to be determined by personality or do you see them as acquired or both? Bearing in mind class discussions and readings, justify your answer The leadership is not ordered. Indeed, each one cannot adapt it without original competences. It is necessary to hold at the origin of the characteristics that will give the ability to manage. [...]

[...] In the same way, Simon joined my vision in what the teamwork is essential in a company, and that the sharing and the transmission of information are the vital heart of the company. I of course share with all the studied leaders the need to gain growth and profits. A company in which there is a positive environment will gain stability: the employees will leave less their job and their productivity will improve. Moreover, the changes of strategy are always facilitated when they are not imposed Horton would have to take account of this. Bibliographie indicative The History of the British Petroleum Company: The Anglo-Iranian Years, 1928- 1954 par James H. [...]