Crisis Management In British Petroleum

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“Inability to make decisions is one of the principal reasons executives fail. Deficiency in decision-making ranks much higher than lack of specific knowledge or technical know-how as an indicator of leadership failure.” – John C. Maxwell (Maxwell)

In the textbook "STRATEGIC MANAGEMENT: Theory and Practice," Author John A. Parnell defined 'Crisis management' as "the process of planning for and implementing the response to a wide range of negative events that could severely affect an organization." (Parnell, 2014) As per Parnell, “crises are typically characterized by the ambiguity of cause, effect, and means of resolution and a belief that the company must respond quickly.” (Parnell, 2014) Consequently, any business can experience a crisis or a substantial disruption in operations that can physically affect its
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The company was the center of several incidents and no stranger to major accidents. However, as in many large corporations, there are triumphs, tragedies and downfalls and BP is no stranger to human suffrage by putting monetary value over the consideration of others. BP had a history of failed leadership due to personal agendas, shady politics, and poor communication. The aftermath and mishandling of the 2010 British Petroleum “Deep Water Horizon” oil spill in the Gulf of Mexico signified a clear display of procrastination and lack of preparedness. An event with significant consequences that resulted in severe environmental, health, and economic damages leading to failed relations and community mistrust. An organization's good name plays a vital role in the content, character and overall security of a company’s brand. BP forfeited their integrity forfeited at the expense of responsibility and risk of reputation. Therefore, resulting in a miscommunication under the pressure of the crisis, which led to a failure in management and

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