• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month
  1. 1
  2. 2
  3. 3
  4. 4
  5. 5
  6. 6
  7. 7
  8. 8
  9. 9
  10. 10
  11. 11
  12. 12
  13. 13
  14. 14
  15. 15
  16. 16
  17. 17
  18. 18
  19. 19
  20. 20

Evaluation of British Petroleum's Learning Effectiveness

Extracts from this document...


Evaluation of British Petroleum's Learning Effectiveness 1. Introduction Organization learning plays an important role in organizational survival, growth, and developing in the increasingly changing environment. (Popper& Lipshitz, 2000) Expect responding to the changing environment (Dodgson, 1993), organizational learning also contributes to the participant of employees' thinking and their commitments (Senge, 1990), with a consequential result of a long-term development of the organization. (Kloot, 1996) Nowadays, more and more researchers have exploited a number of issues on transforming corporations into learning organizations which embrace learning at all levels. (Stewart, 2001; Pedler, Burgoyne & Boydell, 1991) According to Senge (1996, p.35), learning organization is defined as "in which learning becomes institutionalized as an inescapable way of life for managers and worker alike". As one of the biggest organizations in the world, British Petroleum (BP) has regarded itself as a learning organization that tried to be adapted and responsive to the changing environment through learning. (Prokesch, 1997)It is the purpose of this report to critically examine BP's learning effectiveness through our learning mode. Firstly, after a brief explanation of our learning mode and the background of BP, the evaluation of BP will be provided in depth by six elements, which are respectively teamwork, communication, leadership, knowledge management, motivation and culture. Then the evaluation of our learning model through the case of BP will be discussed. Apart from these, a learning diagnosis of BP will be offered, which focus on the assessment of teamwork. Before the conclusion, the major learning barriers of BP will be provided as well as the recommendation to overcome it. 2. Explanation of Our Learning Model Inside our organizational learning model (See Appendix 1), there are three levels, which are respectively individual level, team level and organizational level, embracing the process of planning, action, monitoring and evaluation. All these three levels interact with the external environment which results in an open system with double-loop learning process. ...read more.


4.6 Culture Culture is the final element in our learning model. As Pool (2000) argued that a supportive culture may contribute to organizational learning by encouraging employees' learning performance. In BP, the goal of culture change is to replace the present culture and commit to a new one which emphasizes on open thinking, personal impact, empowering and networking. It is believed that learning will be highly enhanced when organizational members feel free to challenge their own mental models, create new ways of thinking as well as share leadership. (Macher, 1992; Gardiner, 1999) Hence, one of the program of "Project 1990" of BP was to transform BP's old culture to a new faster moving organization that embraces teamwork, effective compensation system, and employees empowerment, with a consequential result of achieving real competitive advantages. (White, 1992) 5. Evaluation of Our Learning Model through the Case of BP As one of biggest global companies worldwide, BP is attempting to improve its operational safety record and employees' health. As its health and safety objective reflects that "The health and safety of our employees and of those who come into contact with our operations and products is one of our highest priorities: our goal is clear - no accidents and no harm to people". (BP Home, 2004) Accordingly, BP attempts to prevent and minimize the potential catastrophic accidents by offering training programs. However, training hasn't be identified as a key factor in our learning model. Accord to Gordon (1992), organizational learning is a process to help people create new knowledge and continually improve their capacities, thus improve the performance of the whole organization. Training plays an important role in this process to help people achieve the creating new knowledge and sharing understanding, thus improving organizational performance. At BP, one of its safety plans is to offer online health-and-safety training programs to 80000 to 100000 employees, managers and contractors in order to distribute the usual safety issues. ...read more.


Macher, K. (1992), Organisations that learn, Journal of Quality and Participation, 15, 8-11. Mohanty, R.P., Deshmukh, S.G. (1999), Evaluating manufacturing strategy for a learning organization: a case, International Journal of Operations & Production Management, 19(3), 308-312. Moravec, M. & Gyr, H. (1993), A 21st century communication tool, HR Magazine, 38(7), 77-81. Newing, R. (1998), BP introduces its $250m digital nervous system: Teams and staff members worldwide can work together electronically at any time, in any place, reports Rod Newing :[Surveys edition], Financial Times, Oct 7. 1998, pp.11-16. Pedler, M., Burgoyne, J. & Boydell, T. (1991), The Learning Company: A Strategy for Sustainable Development, London: McGraw-Hill. Pool, S.W. (2000), The learning organization: motivating employees by integrating TQM philosophy in a supportive organizational culture, Leadership & Organization Development Journal, 21(8), 373-383. Popper, M. (2000), Organizational learning: mechanisms, culture, and feasibility. Management Learning, 31(2), 181-197. Popper, M. & Lipshitz, R. (1998), Organizational learning mechanisms: A structural and cultural approach to organizational learning, The Journal of Applied Behavioral Science, 34(2), 161-179. Prokesch, S. (1997), Unleashing the power of learning: an interview with British Petroleum's John Browne, Harvard Business Review, 75(5), 147-168. Prokesch, S. (1997), Unleashing the power of learning: an interview with British Petroleum's John Browne, Harvard Business Review, 75(5), 147-168. Senge, P. (1990), The Fifth Discipline: The Art and Practice of the Learning Organization, New York: Doubleday. Senge, P. M. (1996), The leader's new work: building learning organizations, In Mintzberg, H. and Quinn, J. B. (Eds.), The Strategy Process: Concepts, Contexts, Cases (3rd ed), Englewood Cliffs: Prentice-Hall. Stewart, D. (2001), Reinterpreting the learning organization. The Learning Organization. 8(4), 141-152. West III, G.P., &Meyer, G.D. (1997), Communicated knowledge as a learning foundation, International Journal of Organizational Analysis, 5(1), 25-58. White, A. F. (1992), Organizational Transformation at BP: an interview with chairman and CEO Robert Horton, HR. Human Resource Planning, 15(1), 3-15. Wood, Chapman, Fromholtz, Morrison, Wallace, Zeffane, Schermerhorn, Hunt, Osborn. (2004), Organizational Behaviour: a global perspective, (3rd edn), Australia: John Wiley & Sons. Appendix Appendix 1 (Chen, et al., 2004) ?? ?? ?? ?? MGF5510- Organizational Learning 1 ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our University Degree Human Resource Management section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related University Degree Human Resource Management essays

  1. Leadership in Rapidly Changing Business Environments: Learning and Adapting in Time

    protect the company benefits by realizing employees need and company targets and bringing them together to work in a better environment to achieve the common goals (Sansom 1998). Senior and Fleming describe an organisation leadership as a person who can promote change in an organisation by its vision and strategy (Senior and Fleming 2006).

  2. Team Work.I will discuss teamwork from two aspects: control and pressure within teams and ...

    Thus as pointed out by James Barker (1993)" team provides a means whereby expected performance by each member is at or close to, the standards set by the highest performing individual in the group" (cited in Fulop and Linstead, 1999: 231). In addition, there is other point I want to mentions is that, the highest performance standard itself is not "static".

  1. Critically evaluate that trade unions serve no purpose in the 21st century

    Advantages included that the increased communication allowed firms to have more problem solving in the workplace, workers were more productive and there was less conflict as employees trusted their employers more. TU's were not necessary if employees felt as though they had ideal working conditions.

  2. An Evaluation of F.W.Taylor and D.McGregor's management theories

    With organisations' success application of Theory Y, employees can 'fulfil their higher levels of need' (Pugh, D, S, 1997:192) in the workplace. They can fulfil their social needs of association and acceptance, their egotistic needs of self-esteem and reputation, continued self-development, creativity and their self-fulfilment needs of realising their full potential.

  1. Reflective essay on a teamwork task. The main objective of this paper is to ...

    In addition, we did not have references at the conclusion of our group presentation. Svetlana was responsible for the beginning and end of the presentation. Alex was the only student to receive the praise in our group. He revealed a bar chart on the slide and did not give two much specific information on the slide.

  2. Human Resource Management: Development, Activities, Planning and Recruitment

    its recruitment practices are having a discriminatory effect on any particular groups. Departments are therefore required to complete a Recruitment Monitoring Form (available on the Human Resources website) in relation to every employment selection decision. See Appendix E for the monitoring procedure and the Recruitment Monitoring Form.

  1. What can organisational learning, and the search for the learning organisation, offer to companies ...

    without the extra step of linking learning to overall organisational financial performance. Given the above it is not surprising that Goh and Richards (1997) stated that the development of learning organisations and the implementation of learning principles could be much advanced by empirical validation.

  2. Health Safety and Welfare for Construction

    or is it left up to an employee to turn on lights. As a major accident has occurred an inspector from the HSENI may wish to investigate and will be able to offer help and advice about what training may be required such as; Managers; Health and Safety should start

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work