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Ethics are used for setting the limits in regard to the operations of MNCs in countries worldwide. In its common sense, the term ethics is used for referring to ‘a code or set of principles by which people live’ (Popkin and Stroll 1993, p.1). However, the monitoring of the alignment of organizational decisions with ethics is a difficult task; in fact, it has been proved that most decisions of MNCs may violate ethics, at least at regional level. According to Beer (2010) the decisions of organizations operating in the context of the international market are likely to oppose, more or less, to ethics. Current paper reviews the performance of a well-known multinational corporation, British Petroleum (BP), in regard to ethics. According to the company’s reports, as presented below, the firm highly emphasizes on social responsibility and ethics in regard to all its activities. However, in practice the above argument is not verified. In fact, it is proved that the organization has repeatedly failed in responding to its social responsibilities, causing severe damages on its employees and people living in the areas surrounding its sites; besides, the environmental effects of the firm’s activities cannot be ignored. It is clear that the firm needs to update its operations globally promoting ethics and social responsibility. ...
practices with ethics and social responsibility, can be identified by referring to the firm’s existing policies for promoting social responsibility and ethics. At the next level, events proving the violation by the company of ethics will be presented and evaluated using appropriate literature. BP operates in an industry the effects of which on the environment can be significant. For this reason, and under the influence of the accident in Mexico in 2010, the firm has tried to introduce a series of initiatives for improving its relationship with its stakeholders. Daft and Marcic (2008) explain that the organization emphasizes on the continuous increase of its performance in regard to environmental responsibility. Lord John Browne, the Group’s Chief Executive, monitors the performance of the organization in regard to the specific sector (Daft and Marcic 2008, p.149). Browne notes that the increase of the needs in oil and gas annually has led to the increase of environmental risks, an issue that it is difficult to be managed effectively, due to the lack of control over the global needs in oil and gas (Daft and Marcic 2008, p.149). Moreover, the firm has introduced ‘an emissions trading system’ (Daft 2007, p.761), in order to improve its performance in locating resources without set environment in risk (Daft 2007, p.761). In addition, the firm has established an Educational Service, which promotes educational schemes for informing students and teachers on the effects of industrial operations on climate change, and the impact of the latter on human life (Ferrell and Hartline 2010, p.556). In 2005 the firm developed its Code of Conduct aiming to show to its stakeholders its efforts in promoting ethics and social responsibility (Ferrell and Hartline 2010, p.556). The
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This report focuses on the strategic analysis of Oil and Gas Company named as British Petroleum (BP). The paper aims to study the current strategic position British Petroleum. Moreover, it covers the structural determinants; environmental analysis and intensity of competition, competitive strategy and implications of strategies for future growth.
Report on British Petroleum Contents Introduction 3 Structure of the organization 3 Entrepreneurship 5 Innovation 6 Market opportunities 7 Competitive advantage 9 Porters five force 9 Sustainability 11 Corporate social responsibility 12 Future strategy 13 Conclusion 14 Reference 16 Bibliography 18 Introduction British Petroleum is among the top international oil and gas company which aims to provides the customers with energy required for light and heat, fuel required for transportation, petrochemicals product and retail services for everyday living.
In this study, focus will be on how sustainable the company is in the highly competitive oil industry, in the face of both internal and external forces that affect the industry. The paper will take a wider scope based on Carrol’s 1991 Corporate Social Responsibility Pyramid and thereafter, SWOT and PESTEL techniques of analysis will be applied.
It is also a vertically integrated organization engaged in the exploration, production, refining, distribution and marketing of the oil and gas products. Such diversity of the operations therefore requires careful and prudent risk management approach to ensure that the operations of the firm do not create a significant risk for the firm.
titutions around the globe. The report includes discussion on approaches and policies of British Petroleum and its response to the disaster along with personal observations and recommendations that will enable the organization to mitigate possibility of any such disaster in the future.
This is supposed to ensure quality performance and competitiveness. The intention of this essay is to examine management operations in the British Petroleum company. Operation management of BP focuses on transforming raw materials into labor material. This paper focuses on Porter’s five forces and the use of strategic groups in the achieving BP targets.
Furthermore, they has enabled and invited philosophical views from diverse communities. The continuous evolution of the social networking technologies has raised questions related to the ethics and social responsibility. This has occurred due to the fact that it has reshaped how human beings are getting involved in any type of virtual social bonds and friendships.
With a large percentage of the workforce being young and enthusiastic they are volunteering with utmost dedication and concern and not as a mere obligation. Even in the absence of any legal binding the concept is catching on worldwide.
Where did this concept emerge Really speaking this concept is neither the brainchild of a single person nor of a single organization.