迪肯代写Essay 外部环境

外部环境的变化在1980年代让石油公司追求结构基于产品部门(Kolk和征税,2001)。作为一个石油公司,英国石油公司开始其业务专注于探索,精炼、和生产的石油、天然气、化工、和营养。同样,营销也是一个组成部分(白色,1992)。然而,大多数公司有兴趣,很少有代表利益相关者的利益。因此,英国石油公司的组织设计的影响下,这些价值并没有参与综合方面,这可能是主要原因happenness墨西哥湾的石油泄漏,,英国石油公司处理,与一个不愉快的表现,导致企业形象狼狈地和痛苦的后果。

在全球化的背景下,缺点在官僚组织变得很明显,某些公司具有灵活性的特点赢得欢迎,网络组织的形成。此外,强调“真理”的现代主义告诉我们管理方向明确。有一个共享资源和规模效率主要趋势的集中生产。然而正是因为后官僚组织的弹性和适应性,组织被要求从多个角度考虑问题,并承担更多的责任,这让组织设计更难进行。遗憾的是,仍然是不正确的在英国石油公司可能使用它。英国石油公司从昂贵的官僚组织机构扁平化的管理风格,共识和团队合作(Stoneham,2000)。很大程度上边际转换在英国石油公司的组织产生更少的积极效益。是负责开发竞争优势吸引了大部分石油公司的注意,考虑市场的激烈竞争。在这种情况下,英国石油公司良好的工作文化一致性和唯一性的特征。例如,与传统模式不同,优秀的追求的理念是倡导,此外,英国石油公司从事提倡员工实现自我超越通过开放的情况下,最终,满足主要利益相关者的利益。然而,BP似乎基本上忽略了技术监督控制项目的组织设计,最重要的是,应急和公共关系机构没有被放在合适的位置,这可能是导致这样的大规模事件的原因之一。现代主义的组织,作为一个官方和规则的实体,停止作为有意义的组织模型在一个有用的图像(塔玛拉,2001)。然后公司必须继续开发更好的结构模型的基础上,新组织形式。

很容易发现组织应对他们的外部环境,从权变理论、资源依赖理论、进化理论和制度理论(塔玛拉,2001)。根据符号解释,改革有一个循序渐进的过程。企业以不同的方式存在的,因此,组织重新设计后通常开始丰富自己的观察和分析目前困境时他们想要获得一系列的显著改善,因为他们面对的特定环境。相反,英国石油公司的迅速改变从管理到高管似乎过分追求经济效益,忽视细节和蜿蜒的课程,因此,悲剧就像墨西哥湾的石油泄漏发生。事实上,不仅在组织内部工作越少,也不太关注外部环境导致了失败,在这艰难的教训应该是记得,提醒现代公司的严峻挑战。通常情况下,英国石油公司参与。

迪肯代写Essay 外部环境

The change of the external environment in the 1980s led oil companies to pursue the structures based on the product divisions (Kolk and Levy, 2001). As an oil company, BP began to concentrate its businesses on exploring, refining, and producing the oil, gas, chemicals, and nutrition. Withal, marketing was also a integral part (White, 1992). However, most companies followed with interest, a few are on behalf of the stakeholders’ benefit. Therefore, BP’s organizational design under the influence of such values was not involved in comprehensive aspects, which might be the major reason to the happenness of the Gulf of Mexico oil spill, and that, BP handled it with an unpleasant performance, resulting in destructively corporate images and painful repercussions.
In the context of globalization, drawbacks among bureaucratic organizations became apparently, certain companies possessing the feature of flexibility were garnering popularity, leading to the formation of network organizations. In addition, the emphasized ‘truths’ in the Modernism tells us the management direction clearly. There is a principal trend toward shared resource and scale efficiency from the centralized production. Howbeit precisely because the post-bureaucratic organisations are elastic and adaptable, organizations are asked to consider questions from multiple perspectives, and to take more responsibility, which let the organizational design harder to carry on. Regrettably, there still was not correct use of it in BP probably. BP switched from costly bureaucratic organization to a management style of delayering, consensus and team-work (Stoneham, 2000). The largely marginal transformation in BP’s organization produced less positive benefits. It is accountable that developing competitive advantages drew most oil companies’ attention, considering the fierce competition in the market. Under these circumstances, BP made good effort in the culture characterized by consistency and uniqueness. For example, different from traditional model, ideas of the excellent pursuit was advocated, besides, BP was engaged in advocating employees to realize self-transcendence through an open situation, eventually, satisfied main interests of stakeholders. Yet, it seemed that BP basically ignored the supervision and controlling over technical programs in the organizational design, most of all, the emergency and public relation institutions did not be put in a proper place, which probably was one of the reasons contributed to such large-scale events. The modernist appearance of the organization, as an official and rule-governed coherent entity, stops to serve as a meaningfully organizational model in a useful image (Tamara, 2001). And then companies are required to continue to develop better structural models on the basis of newly organizational forms.
It is easy to find that organizations respond to their external environment, from contingency theory, resource-dependency theory, evolutionary theory, and institutional theory (Tamara, 2001). According to the Symbolic Interpretive, the reform features a step-by-step process. Companies exist in different ways, hence, organizational redesigns are generally started after plentiful observation and analysis of their own dilemma currently whenever they want to acquire a series of significant improvement, due to the specific surroundings they are in the face of. Conversely, BP’s changing rapidly from the management to the executive appeared to be in pursuit of economic effect excessively, ignoring its details and winding courses, thus, tragedy like the Gulf of Mexico oil spill occurred. In fact, not only the less effort in internal organization but also the less attention paid to external environment contributed to the failure, in which tough lessons were supposed to be remembered and reminded modern companies of serious challenges. Typically, BP was involved in.