Do you still need help on this?
Can you please clarify what company does that BP refer to? --Is it British Petroleum?
How many slides?
Any required word count for speaker's notes?
1. The organization is BP like BP gas station's but, I need the PowerPoint presentation to be about the BP organization. I need to create a 7-10 PowerPoint presentation addressing the following: (first step) Evaluate the planning function of management as it relates to the organization's goals and strategies. Use steps in the planning process outlined in the text. The steps are: Planning: Delivering Strategic Value - planning and strategic management, ethics and corporate responsibility, international management and entrepreneurship. Organizing: Building a Dynamic Organization - organization structure, organizational agility, human resources management and managing the diverse workforce. Leading: Mobilizing People - leadership, motivating for performance, teamwork and communicating. Controlling: Learning and Changing - managerial control, managing technology and innovation and creating and managing change. 2. Analyze the influence that legal issues, ethics, and corporate social responsibility have had on management planning at BP. Provide at least one example for each. 3. Analyze at least three factors that influence the company's strategic, tactical, operational, and contingency planning.
1. The organization is BP like BP gas station's but, I need the PowerPoint presentation to be about the BP organization. I need to create a 7-10 PowerPoint presentation addressing the following: (first step) Evaluate the planning function of management as it relates to the organization's goals and strategies. Use steps in the planning process outlined in the text. The steps are: Planning: Delivering Strategic Value - planning and strategic management, ethics and corporate responsibility, international management and entrepreneurship. Organizing: Building a Dynamic Organization - organization structure, organizational agility, human resources management and managing the diverse workforce. Leading: Mobilizing People - leadership, motivating for performance, teamwork and communicating. Controlling: Learning and Changing - managerial control, managing technology and innovation and creating and managing change. 2. Analyze the influence that legal issues, ethics, and corporate social responsibility have had on management planning at BP. Provide at least one example for each. 3. Analyze at least three factors that influence the company's strategic, tactical, operational, and contingency planning. Important message: I need to cite all this information and use the references where this information came from.
Ok, so shall we take a look at BP (British Petroleum) organization for this?
When do you need the PowerPoint presentation?
Yes BP (British Petroleum), I need this by tomorrow noon.
I will start on this after I get your reply to my queries. :)
Just to clarify, management functions include PLOC (Planning, Leading, Organizing, and Controlling)
In this presentation, we will focus only on the planning function, is that right?
So that will cover this --Planning: Delivering Strategic Value - planning and strategic management, ethics and corporate responsibility, international management and entrepreneurship.
Yes, Lani S. That is correct.
Lani S, don't forget the PowerPoint needs to provide an example of each: legal issues, ethics, and corporate social responsibility have had on management planning at BP. The PowerPoint also needs to analyze at least three factors that influence the company's strategic, tactical, operational, and contingency planning.
Ok, I will have that ready tomorrow.
I need additional research to put more information on the slides.
No need to respond to this now. :)
Analyze at least three factors that influence the BP company's strategic. 1. What I found was: Avantium announces a three-year extension of this strategic research collaboration with BP, one of the world's largest energy companies. Avantium provides innovative, high-value-added R&D services and tools to the energy, chemicals and pharmaceutical industries, and has a long standing relationship with BP. The collaboration builds on the strategic relationship between BP and Avantium that was initiated in 2005. The strategic research collaboration in the area of purified terephthalic acid (PTA) is extended for a period of 3 years.
This is the Citation for the first one. Avantium and BP extend strategic partnership.
Elsevier, B.V. (2007). Avantium and bp extend strategic partnership (12th ed.). Retrieved from http://dx.dol.org.ezproxy.apollolibrary.com/10.1016/s13551-4180(07)70640-2.
Insert the paraphrased material (Elsevier, , 2007).
According to Elsevier (2007), Insert the paraphrased material ().
"Insert the quotation" (Elsevier, 2007, ).
Information & Management
Volume 30, Issue 6, September 1996, Pages 309–321
Assessing the impact of integrating business planning and IS planning
Thompson S.H. Teo, a, ,William R. Kingb
a Department of Decision Sciences, Faculty of Business Administration, National University of Singapore, 10 Kent Ridge Crescent, Singapore 0511, Singaporeb Katz Graduate School of Business, University of Pittsburgh, Pittsburgh, PA 15260, USA
Available online 24 February 1999
http://dx.doi.org.ezproxy.apollolibrary.com/10.1016/S0378-7206(96)01076-2, How to Cite or Link Using DOI
Permissions & Reprints
One of the key elements of strategic planning for information systems (IS) is the integration of IS planning (ISP) and business planning (BP). Although this issue has received significant attention in recent years, empirical research focusing specifically on it is still relatively sparse. Here, BP-ISP integration is considered in four ways (administrative, sequential, reciprocal, and full integration), reflecting various degrees of BP-ISP integration. The relationships between these and organizational impact (measured in terms of the extent of ISP problems and the extent of IS contributions to organizational performance) are investigated through the analysis of data gathered in a “matched pair” field survey of business planners and IS executives. The results empirically validate the importance of BP-ISP integration, since it was found to have a significant positive relationship with IS contributions to organization performance and a significant negative relationship to the extent of ISP problems.
Alignment;Business planning;Information systems planning;Integration;IS planning problems;Performance impact
There are no figures or tables for this document.
Copyright © 1996 Published by Elsevier B.V.
Contact and support
Information for advertisers
Terms and conditions
Copyright © 2013 Elsevier B.V. All rights reserved. SciVerse® is a registered trademark of Elsevier Properties S.A., used under license. ScienceDirect® is a registered trademark of Elsevier B.V.
Cookies are used by this site. To decline or learn more, visit our Cookies page
This is some research I found on Tactical
Volume 28, Issue 6, December 2000, Pages 667–679
Integration between business planning (BP) and information systems planning (ISP) is crucial for the information systems (IS) function to more effectively support business strategies. This study examines two modes of ISP — reactive and proactive — as defined by the extent of BP–ISP integration. Questionnaires were sent to 600 firms (addressed to IS executives and business planners) and 157 usable matched responses were received (26.2% response rate). Statistical analyses determined that firms operating in a proactive mode had significantly higher status for IS executive, significantly greater perceived IS contributions to organizational performance and significantly fewer ISP problems than did those operating in a reactive planning mode. Prescriptions such as IS plans should be as comprehensive and complete as possible; and involvement of top managers and users is important for greater perceived benefits of ISP, are made based on the results.
Figures and tables from this article:
Table 1. Characteristics of respondents
Table 2. Reliability of constructs
Table 3. Non-response bias analyses
Table 4. Results of t-tests
Copyright © 2000 Elsevier Science Ltd. All rights reserved.
The information that I have sent you is for the question that states: Analyze at least three factors that influences the company's strategic, tactical, operational, and contingency planning.
I hope this was helpful
I am still working on this.
I got too sleepy that I fall asleep before I could finish it in the night. :)
okay, I was up til 5:00am looking for information.
Please send me a text to my phone. (XXX) XXX-XXXX
I am checking in with you just to see how things are going.
Hello Lani S, it's a lot of information on www.bp.com website.
Yes, I am mainly using the organization website in analyzing their planning.
I got the information I need, and just adding a it on the speaker's notes now.
If you can help find peer reviewed articles that we can add as reference, that will be great.
I used this article before but doi is lacking, if you can get the complete url address from, it will be great so we can add as reference:
~Fernando,R. and Purkayastha, D. (2007). BP putting profits before safety.
okay, let me see what can do.
http://www.caseplace.org/d.asp?d=1200 Here is the website
That only has the abstract. If you can find the article in databases you can access in your univ library such as from EbscoHost, we can get the full url address...
okay, sorry let me check that out for you
Here is one article I found in the Library. I am still looking
The full text may take 40-60 seconds to translate; larger documents may take longer.
BP conducted a lengthy investigation, called the Bly Report, into the failures that led to the Deepwater Horizon disaster and detailed a series of failures by the company and its contractors, including Transocean, the rig operator, and Haliburton, which supplied the cement to seal the well.
You have requested "on-the-fly" machine translation of selected content from our databases. This functionality is provided solely for your convenience and is in no way intended to replace human translation. Show full disclaimer
Neither ProQuest nor its licensors make any representations or warranties with respect to the translations. The translations are automatically generated "AS IS" and "AS AVAILABLE" and are not retained in our systems. PROQUEST AND ITS LICENSORS SPECIFICALLY DISCLAIM ANY AND ALL EXPRESS OR IMPLIED WARRANTIES, INCLUDING WITHOUT LIMITATION, ANY WARRANTIES FOR AVAILABILITY, ACCURACY, TIMELINESS, COMPLETENESS, NON-INFRINGMENT, MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE. Your use of the translations is subject to all use restrictions contained in your Electronic Products License Agreement and by using the translation functionality you agree to forgo any and all claims against ProQuest or its licensors for your use of the translation functionality and any output derived there from. Hide full disclaimer Translations powered by LEC.
Translations powered by LEC.
The US Government has accused BP's management of gross negligence and launched a blistering attack on the oil giant for the failures that led to the Deepwater Horizon explosion two years ago.
The Department of Justice filed a sharply worded brief with a court in New Orleans yesterday that accused BP of systematic management failures and a "corporate-driven, profit over safety" culture.
BP has sought to prove that the Deepwater Horizon explosion, which killed 11 rig workers and caused the largest oil spill in US history, was an accident caused by multiple technical failures, including the failure of blowout prevention equipment and of the cement used to seal the well.
If Deepwater Horizon is determined to have been an accident, BP could be fined $4.5 billion for violations of the Clean Water Act.
The DoJ has argued, however, that BP and its employees were grossly negligent in allowing the explosion to occur. If gross negligence is proven, it could land BP with a fine of up to $21 billion, followed by almost unlimited punitive damages.
BP has been negotiating with the DoJ with a view to settling out of court in return for a fine of up to $15 billion. Lawyers said yesterday that the harsh language and evidence presented in the DoJ's latest filing suggested that the Government was escalating the dispute. BP's share price fell 12 3/4p to 423.85p in response.
The DoJ's submission included an e-mail from a BP engineer that described the Deepwater team as "flying by the seat of our pants". His warning about the "insanity" of the project went unheeded.
The DoJ said: "The behaviour, words and actions of these BP executives would not be tolerated in a middling company manufacturing dry goods for sale in a suburban mall. Yet they were condoned in a corporation engaged in an activity that no less a witness than Tony Hayward [BP's former chief executive] himself described as comparable to exploring outer space." The DoJ's filing focused in particular on a stress test performed hours before the explosion that should have revealed that pressure levels in the Macondo well were too great.
"That such a simple yet fundamental and safety-critical test could have been so stunningly, blindingly botched in so many ways, by so many people, demonstrates gross negligence," the DoJ said.
The DoJ sought yesterday to shift the emphasis away from technical failures to human failures in its attempt to prove gross negligence by BP. It said: "What is most striking about the Bly Report is the utter lack of any semblance of investigation of the systemic management causes deeply implicating the corporate managers and leadership who caused and allowed the rigbased mechanical causes to fester and ultimately explode."
BP responded: "BP believes it was not grossly negligent and looks forward to presenting evidence on this issue at trial in January."
Dancing with danger
April 17, 2010
E-mail from John Guide, the well team leader for Macondo, to his boss David Sims:
"David, over the past four days there has been so many last minute changes to the operation that the WSLs [BP's rig-based well site leaders] have finally come to their wits' end. The quote is 'flying by the seat of our pants'.
Everybody wants to do the right thing, but this huge level of paranoia from engineering leadership is driving chaos ... What is my authority? With the separation of engineering and operations, I do not know what I can and can't do. The operation is not going to succeed if we continue in this manner."
E-mail from David Sims to John Guide:
"John, I've got to go to dance practice in a few minutes. We need to remind him [another engineer] that this is a great learning opportunity, it will be over soon, and that the same issues -- or worse -- exist anywhere else. I'll be back soon and we can talk. We're dancing to The Village People."
April 20, 2010
Blowout of the Macondo well and explosion of the Deepwater Horizon rig, 11 people killed.
Credit: XXXXX XXXXXon New York
Caption: The Department of Justice contends that the explosion on the Deepwater Horizon rig in the Gulf of Mexico was the result of "gross negligence" by the company
Copyright (c) Times Newspapers Limited 2012
Be the first to add a shared tag to this document.
Your tags have been saved and will be available only to you. Note: Please allow several hours processing time for newly added tags to be searchable.
Your tag(s) will now be available for others in the ProQuest user community to see on this document. In addition, your Public Profile will be accessible from your shared tags. Note: Please allow several hours processing time for newly added tags to be searchable.
Copyright © 2013 ProQuest LLC. All rights reserved. Terms and Conditions
Robertson, D. (2012, Sep 06). Washington accuses BP of putting 'profit over safety' before disaster eire region]. The Times. Retrieved from http://search.proquest.com/docview/1038069635?accountid=458 This is the citation
Rep. Edward J. Markey, D-Mass. (7th CD), issued the following press release:
Today, Rep. Edward J. Markey (D-MA), a senior member of the House Energy and Commerce Committee, blasted witnesses from BP and the Bush Administration at the Oversight and Investigations Subcommittee hearing on BP's lax maintenance of their oil pipelines in Prudhoe Bay, Alaska. It has become clear that BP did not adequately maintain its oil pipelines, despite warnings from employees and multiple reports questioning the condition of the pipelines.
Markey said, "It appears to me that Management at BP's Alaska's operations knew that they were essentially driving a car with over 100,000 miles on it without bothering to spend the time and money needed to keep it running safely. BP should not have been surprised that it broke down eventually."
BP had a 2004 report from Vincent and Elkins that pointed out some of these problems and they had a 2005 Audit report that reaffirmed their continued existence. But the pipeline corrosion control systems were not re-vamped after these warnings. Moreover, it appears that the allegations of harassment or retaliation against whistleblowers that highlighted pipeline deficiencies were not thoroughly investigated by management at BP.
"BP is one of the largest and most profitable oil companies in the world. BP used to stand for Beyond Petroleum, now it stands for Behemoth Profits. It clearly has the money to be able to properly maintain its pipelines, and it failed to do so," Markey continued.
Rep. Markey asked Mr. Marshall of BP a number of questions about an internal audit issued in April of 2005 called "BPXA Corrosion Management System Technical Review," and another investigative report by the law firm of Vinson & Elkins, which was charged with looking into allegations of workplace harassment AND corrosion-data falsification in the Corrosion, Inspection, and Chemicals (CIC) group.
Vinson and Elkins report included many troubling facts that Rep. Markey questioned BP on:
* "It is not clear exactly what motivated [the CIC manager] to insist that the coupon crew be reduced from eight workers to six; during our interview of him, he told us that there was no budget pressure, as the CIC budget was increasing at this time. It appears to have been driven by a metric he developed that total coupon pulls had been reduced by 25%, which he believed had to translate to a 25% reduction in crew size..." [page 17]
* "Our overall conclusion is that there is an atmosphere in the CIC group that chills reporting HSE concerns, especially among several employees of the coupon crew."
* "[The Corrosion Inspection and Chemicals] manager is brutal, and screams and shouts at contractors." [page 10, appendix]
* "Independent corrosion experts, who were all formerly contractors working on Prudhoe Bay, have resigned their positions over the last few years allegedly due to their growing worries over the potential for a serious incident on the field." [page 7]
* "Six disciplinary letters in five weeks written on the BP field crew in the WOA [Western Operating Area] while there were no discipline letters written in the EOA [Eastern Operating Area]. BP management is retaliating for the safety and mechanical integrity concerns brought up by this crew." [page 8]
* "Status: We have been told by one person that an operator, [name redacted], resigned because of concerns over pipe integrity. Others suggested this was not why he resigned. We have tried to contact [name redacted] to interview him and have been thus far unsuccessful. We are aware of no other persons who could possibly fit this description."
* "Status: We have been informed that the [Corrosion Inspection and Chemicals manager] had very poor communications skills, but has recently been improving. This is a very common perception."
"BP maximized short-term profits at the expense of maintaining the integrity of these pipelines, despite having clear evidence that such a strategy would result in leaks. And there are even indications that those within the company who raised concerns about this strategy would be harassed or retaliated against. It's time for the Congress to take a good, long look at how to improve the security and safety of our oil pipelines because it is clear that the oil industry and this Administration aren't doing nearly enough," Markey stated.Contact: Israel Klein, 202/812-8193.
Israel Klein, 202/812-8193.
Copyright © HT Media Ltd. All Rights Reserved.
Copyright © 2013 ProQuest LLC. All rights reserved. Terms and Conditions
REP. MARKEY BLASTS BP OFFICIALS FOR PUTTING PROFITS BEFORE SAFETY, SECURITY OF OIL PIPELINES. (2006, Sep 07). US Fed News Service, Including US State News. Retrieved from http://search.proquest.com/docview/472736910?accountid=458
Ok, I am now on the notes for the last slide adding some examples (having 11 slides + cover and reference pages).
Once I'm done, I will check where can we add that references. :)
I could not find anything with Fernado (2007). Did I send you that article about BP putting profit over safety?
It says must include at least only 2 peer reviewed article and I think we have more than enough now.
Doing the final run now and will have it ready very soon :)
Have you accessed the file?
Wondering of you need further assistance.
Please let me know of your feedback
Hello Lani, My PowerPoint looks great and you done an excellent job. I gave you a excellent service rating. I hope I will be able to use you again if I need any more help. Can I request for you or what will I have to do. Again thank you
Great to hear that.
Kindly rate my work.
No ratings reflected yet.
There is a page where you will be asked to click on the smileys. :)
If you need my help next time, simply write FOR LANI S in the beginning of your question. You may also request me to help. I will take a look as soon as I get your request.
Thanks for the excellent ratings and bonus :).
Have a goodnight!
you are very welcome and thank you.