论文代写-英国石油公司漏油事故发生的影响 。英国石油公司漏油事故的发生对其声誉、外部环境和经济造成了灾难性的影响。在深水地平线爆炸之前，该组织内部识别出了一系列潜在的警报信号。这并不简单，因为有缺陷的设备问题没有被工人发现。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。一些负面的文化使得BP的管理人员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来没有遇到过像石油泄漏这样的大规模事故。这些都让他们变得过于自信和自满。预防如此大规模的事故需要每天保持警惕，积极地教授预防措施，不断提高技能。接下来论文范文论文代写-英国石油公司漏油事故发生的影响 分享给留学生阅读。

In short, the emergence of BP’s oil spill accident has a catastrophic influence on their reputation, external environment and economy. Before Deepwater Horizon blast, a series of potential warning signals were identified within the organization. It was not very simply because the problems of flawed equipment were not discovered by workers.
In fact, at the back of the disaster, the organizational culture and behavior has played a very vital role. Some negative cultures made BP’s managers ignore the overwhelming risks that existed. In the past years, BP almost had never faced with such massive failures or incidents like oil spill. These made them overconfident and complacent with time. Preventing accidents at such a massive level requires daily vigilance and preventive measures should be taught on a positive note and skills should be enhanced constantly. Moreover, organizations opting for shortcuts, looking for faster gains and lowering of operational cost combined with a series of reckless decisions accelerate such large problems. On the other hand, characteristics of BP is that it prefers to normalize any form of deviation and allows hazards to crop up, which means that such massive incident of oil spill was inevitable. However, there are ways of avoiding such incidents, if BP is well equipped with safety measures and obey with safety standards. Finally, the concept of Higher Organizational Reliability or the concept of HRO came in the forefront which is a good way to learn for BP. The different concepts of HRO can be suitably used as reference; it can also be used to train the managers as well as the front-line workers.

However, the argument is that there is an assumption that the front-line workers having fundamental expertise knowledge might not have expertise judgmental capacity and might take wrong decisions. It includes the provision for standby system in case of any fault, internal cross-checks of safety-critical resolutions and sustained supervising of safety critical activities. Bp can draw lessons from nuclear powered aircraft carriers that run a “buddy system”, where activities are implemented by one; individuals are looked after by a second group of staffs. Furthermore, a just culture should be employed by Bp, it means executive can open reporting system for near misses and incidents without afraid of punishment. Meanwhile, they should enhance a sense of individual accountability for safety (Lekka, 2011). Finally, careful leadership style within the organization should be considered which requires managers to take advantage of “bottom-up” communication of “negative news” and encourage workers to present their message about any wrong doing. Leaders should frequently visit sites to engage with front line staff, enable them to know clearly what happens or be about to go wrong; more importantly, resources in safety management should be invested, Bp should try their best to give priority to safety issues rather than speed (Dulac, 2007).

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