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Abstract

This supplement is to accompany the case ''British Petroleum: Transformational Leadership in a Transnational Organisation'' (497-013-1). The abstract of the case is as follows: The case looks at the difference in Robert Horton''s and David Simon''s leadership styles in the context of the upheaval of the oil industry in the past 25 years, and the roles the two leaders played in the transformation process at British Petroleum (BP). It examines the reasons why, although the two men''s goals were nearly identical, their individual style determined failure for one, and success for the other. The case addresses issues of transformation and national and corporate cultures in a transnational organisation. The teaching objectives include: (1) addressing the concepts of triggers of change and barriers to change; (2) exploring the dynamics of the individual and organisational transformation processes; (3) analysing the role of the CEO and chairman in the transformation process; (4) emphasising the importance of a ''global mind-set'' and cultural relativity in transnational organisations; and (5) discussing the ways in which corporate culture is shaped and changed, and the corporate culture and values of ''vanguard'' companies like BP.
Location:
Industry:
Size:
60,000 employees
Other setting(s):
1990-1997

About

Abstract

This supplement is to accompany the case ''British Petroleum: Transformational Leadership in a Transnational Organisation'' (497-013-1). The abstract of the case is as follows: The case looks at the difference in Robert Horton''s and David Simon''s leadership styles in the context of the upheaval of the oil industry in the past 25 years, and the roles the two leaders played in the transformation process at British Petroleum (BP). It examines the reasons why, although the two men''s goals were nearly identical, their individual style determined failure for one, and success for the other. The case addresses issues of transformation and national and corporate cultures in a transnational organisation. The teaching objectives include: (1) addressing the concepts of triggers of change and barriers to change; (2) exploring the dynamics of the individual and organisational transformation processes; (3) analysing the role of the CEO and chairman in the transformation process; (4) emphasising the importance of a ''global mind-set'' and cultural relativity in transnational organisations; and (5) discussing the ways in which corporate culture is shaped and changed, and the corporate culture and values of ''vanguard'' companies like BP.

Settings

Location:
Industry:
Size:
60,000 employees
Other setting(s):
1990-1997

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