THE IMPACT OF BP’S CULTURE ON THE MANAGEMENT OF 浅析BP文化对企业管理的影响
HUMAN RESOURCES.人力资源
“Organisational culture is the collection of relatively uniform and enduring values, beliefs, customs, traditions and practices that are shared by an organisation’s members, learned by new recruits and transmitted from one generation of employees to the next.” (Buchanan & Huczynski 2004).
“组织文化是由组织成员分享的、新员工学习的、从一代员工传给下一代的相对统一和持久的价值观、信仰、习俗、传统和实践的集合。”
It has been very successful in line with its brand name and corporate reputation. Its culture reflected in their statement slogan as below
根据其品牌和企业声誉，该公司非常成功。其文化反映在他们的声明口号中，如下
BP is progressive, responsible, innovative and performance driven.” They have further defined this statement as:
BP是先进、负责、创新和绩效驱动的。”他们进一步将该声明定义为：
Progressive – They are restless in the research and development and improvement in exploration and refinery of oil, gas and fuels. They believe they have the principle of mutual advantage and can build productive relationships between themselves, their clients and partners.”
先进——他们对石油、天然气和燃料的勘探和精炼的研究、开发和改进感到不安。他们相信自己有互惠互利的原则，能够在自己、客户和合作伙伴之间建立富有成效的关系。”
“Responsible – It is committed to the safety and development of its people and the communities in the societies in which they operate. They aim for no accidents, no harm to people and protecting the natural environment.”
“负责——它致力于其人民及其所在社会社区的安全和发展。他们的目标是不发生事故，不伤害人民，保护自然环境。”
“Innovate – we push boundaries today and create tomorrow’s breakthroughs through our people and technology”
“创新–我们今天突破界限，通过我们的人员和技术创造明天的突破”
“Performance Driven – BP is committed to deliver on their promises through continuous improvement and safe, reliable operations, by learning from their mistakes
“绩效驱动——BP致力于通过不断改进和安全可靠的运营，从错误中吸取教训，实现其承诺
BP has over the years, has maintained a culture that, as exhibited in its code of conducts and their governance procedures in place. One characteristic business strategy that BP has continued to use in its system is that of Mergers. Over the years, BP has merged with other oil companies in most parts of the world and this had lead to the organisations’ diverse corporate culture. Generally BP has a large market share and has always had the potential to grow- thanks to other strategies, such as Acquisitions, Franchising and licensing .The BP brand is so strong and successful world over and enjoyed a good reputation. Unfortunately, the fatal accidents at the refineries (2005) and the latest oil spill off the Gulf of Mexico in April 2010 are not helping the current situation that the organisation is in. It has presumed that BP’s outmost interest is profit marginalising than the welfare of employees and the general environment within which the firm operates. Trends of its culture in the next few months to come are expected to have been improved, if not changed completely, in relation to how the organisation operates.
多年来，英国石油公司一直保持着一种文化，正如其行为准则和治理程序所体现的那样。英国石油公司在其系统中继续采用的一种特色商业战略是兼并。多年来，英国石油公司已与世界大多数地区的其他石油公司合并，这导致了这些组织的多元化企业文化。一般来说，BP拥有巨大的市场份额，并且一直有增长的潜力，这得益于其他战略，如收购、特许经营和许可。BP品牌在全球范围内非常强大和成功，并享有良好的声誉。不幸的是，炼油厂的致命事故和2010年4月墨西哥湾的最新漏油事件无助于该组织目前的状况。据推测，英国石油公司最大的利益是利润边缘化，而不是员工福利和公司运营的一般环境。预计未来几个月，该组织的文化趋势将有所改善，如果不是完全改变的话。
BP is primarily made up of two segments: – Exploring and Production and the Refining and Marketing, along with other business units including alternative energy.
英国石油公司主要由两个部门组成：勘探和生产、精炼和营销，以及其他业务部门，包括替代能源。
BP prides its human resource capital and refers to them as “our people”. The organisation’s Human resource management aims to get the right people in the right jobs, accessing different specialist skills and promoting excellent performance. They carry out a focussed recruitment procedures, they analyse performances and reward accordingly and invest in training and development. The human resources department is made up top level executives and these make up what is known as “People Committee”, which takes the overall responsibilities for policy and decision relating to the employees.
英国石油公司以其人力资源资本为荣，称他们为“我们的人”。该组织的人力资源管理旨在让合适的人从事合适的工作，
