论文代写价格-英国石油公司漏油事故的讨论分析

论文代写价格-英国石油公司漏油事故的讨论分析。事实上,在灾难的背后,组织文化和行为发挥了非常重要的作用。一些负面文化使得英国石油的管理者忽视了存在的巨大风险。在过去的几年里,英国石油公司几乎从未遇到过像石油泄漏这样的大规模事故。这些让他们变得过于自信,并对时间感到自满。在如此大规模的事故预防中,需要每天保持警惕,积极地教授预防措施,不断提高技能。此外,企业选择捷径、寻求更快的收益、降低运营成本,再加上一系列不计后果的决策,加速了如此大的问题。另一方面,BP的特点是,它更喜欢将任何形式的偏差常态化,允许风险突然出现,这意味着如此大规模的漏油事件是不可避免的。然而,如果英国石油公司具备良好的安全措施,并遵守安全标准,就有办法避免此类事件的发生。最后,更高的组织可靠性的概念或HRO的概念出现在最前面,这是一个很好的学习BP的方法。HRO的不同概念可以作为参考;它也可以用来培训经理以及一线工人。

he reason why this accident occurred and warning signals failed to be notice need to be explored through investigation of organizational culture that are deep rooted within different departments of BP.

Overconfidence and complacency
First, organizational complacency is latent; it spreads slowly within an organization with time while no one observes it. It becomes too easy to forget about “what the competition is doing” when your organization is satisfying its targets.
An organization should always be ready for the worst situation, even though they are enjoying a period of success. Some managers think it is difficult to make decisions to destroy a well-functioning operation in exchange for new progress that might stimulate productivity (Weick, 1987).
Overconfidence and complacency has been detected throughout the entire team of BP. Possibly, this team thought they have kept a high safety record and federal regulators rubber-stamped the Teansocean / BP proposals. Furthermore, one of the drilling companies in the Gulf prepared a contingency plan to deal with such large oil spill.
This industry is compromised to risk which is increasing on a constant basis with modern technologies and use of complex equipments. In the past decades, drillers tended to go deeper waters and sunk well, this is related to larger internal pressures and risks. Even though advanced technologies and regulations were updated compared to the original shallow waters, this is not matching to the degree with growing hazards. Therefore, when drillers become more experienced, disasters will become more. Based on Berkeley’s Center for Catastrophic Risk Management’s opinion, catastrophe could be avoided if existing practices and guidelines are obeyed by organizations. However, BP and Transocean believed that their past successes are the best evidences that they have high skill and are invulnerable (Meigs, 2016)
Shortcuts
Second, when people are operating under conditions of pressure and outcome, combined with changing conditions and tight time schedule, they may feel a sense of urgency and this can result in taking shortcuts from best practices for safety. Once they have rationalized their demand to take shortcut frequently and are achieving successful outcomes, the new standards of behavior are formed and shortcut becomes the new “normal”. This behavior directly leads to myopic vision that seeks for speed regardless of safety (Huberman, 2001). Bp’s shortcut culture under the condition of risk-taking and cost-cutting made them difficult to detect weak signs. The situation was similar in the year 2005 in Texas City and in the year 2006 in Alaska North Slope Spill. The US presidential National Oil Spill Commission stated that those who participated in the BP oil spill had made decisions of reducing costs and time, leading to these incidents. In fact, there is no specific proof that BP or other participants in the Macondo well project had decided to give priority to costs. Whereas, underlyingly “unconscious mind” has controlled the actions of its personnel and even the whole organization. Perhaps, BP’s managers faced with high pressure to fulfill performance goals like cost reduction, meet production targets or tight plan schedules. It is more likely for managers to discount near-miss signs. They knew that the company faced cost of over $ 1 million a day in rig lease and contractor expense, leading to seek for fasten their speed instead of recognizing warning signals (Detwiler, 2012).

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