CASE ANALYSIS: TRAINING IN A GLOBAL ORGANIZATION BP is a global energy company that doubled in size in four years through various mergers and acquisitions. Although BP is a single company, it is actually made up of many nationalities and corporate cultures. In 2019 it had 35 different leadership training programs running around the world. This number of training programs posed a problem: there was no common vision of what it meant to be a leader at BP. How could people work toward shared goals without a common understanding of leadership? BP's senior management decided to address this problem by training a specific group: the first-level leaders (BP's name for the people who held the position of first-line supervisor). This is a large and diverse group of more than 10,000 employees. Although their diversity and geographic dispersion would make training a very difficult endeavor, BP felt that this group was strategic and should have a common frame of reference throughout the organization on how to be an effective manager. To meet its objective, BP developed a leadership training program based on the contributions of top-level leaders to the organization. This program would be developed over the course of a year, during which all top-level leaders would take the 3-month course in one of four editions. The course was well received, with a high 80% satisfaction rate with the program, according to the surveys conducted at the end of the different editions. To analyze the degree to which the training was applied to the job, the organization identified behavioral changes that should be evident in leaders who completed the training program. These behaviors were divided into five categories: Communication skills: ability to listen and to take into account other points of view. Confidence and self-esteem: ability to be objective and remain calm under pressure Management skills: problem solving, prioritization, delegation, and time management skills. Leadership skills: ability to develop and maintain an effective team, to generate commitment and to overcome obstacles Team effectiveness: ability to achieve objectives and obtain results. Using the five behavioral measures as a benchmark, BP surveyed, on the one hand, managers hierarchically placed above first-level leaders and, on the other hand, employees who were part of the first-level leaders and, on the other hand, employees who were part of the first-level leaders. 1 Organization and HR Management. 3rd Degree in Business Administration The perceptions of the teams led by the first-level leaders before the training program began and six months after the end of the training course were significantly better for both groups of respondents. The perception of the two groups of respondents on each of the five measures was significantly better after the training course. Questions about the case: 1. What is the training need that leads to the development of the training program? At what level is the need generated: organization, task or person? Reason the answer 2. Following the 4-level scheme for training evaluation, identify which levels BP is currently evaluating and how it is doing so. Argue appropriately. 3. What evaluation design is the company using? 4. If any of the levels are not being evaluated, suggest how this could be done by suggesting concrete actions
Critical Path Method
The critical path is the longest succession of tasks that has to be successfully completed to conclude a project entirely. The tasks involved in the sequence are called critical activities, as any task getting delayed will result in the whole project getting delayed. To determine the time duration of a project, the critical path has to be identified. The critical path method or CPM is used by project managers to evaluate the least amount of time required to finish each task with the least amount of delay.
Cost Analysis
The entire idea of cost of production or definition of production cost is applied corresponding or we can say that it is related to investment or money cost. Money cost or investment refers to any money expenditure which the firm or supplier or producer undertakes in purchasing or hiring factor of production or factor services.
Inventory Management
Inventory management is the process or system of handling all the goods that an organization owns. In simpler terms, inventory management deals with how a company orders, stores, and uses its goods.
Project Management
Project Management is all about management and optimum utilization of the resources in the best possible manner to develop the software as per the requirement of the client. Here the Project refers to the development of software to meet the end objective of the client by providing the required product or service within a specified Period of time and ensuring high quality. This can be done by managing all the available resources. In short, it can be defined as an application of knowledge, skills, tools, and techniques to meet the objective of the Project. It is the duty of a Project Manager to achieve the objective of the Project as per the specifications given by the client.
CASE ANALYSIS: TRAINING IN A GLOBAL ORGANIZATION
BP is a global energy company that doubled in size in four years through various mergers and acquisitions. Although BP is a single company, it is actually made up of many nationalities and corporate cultures. In 2019 it had 35 different leadership training programs running around the world. This number of training programs posed a problem: there was no common vision of what it meant to be a leader at BP. How could people work toward shared goals without a common understanding of leadership?
BP's senior management decided to address this problem by training a specific group: the first-level leaders (BP's name for the people who held the position of first-line supervisor). This is a large and diverse group of more than 10,000 employees. Although their diversity and geographic dispersion would make training a very difficult endeavor, BP felt that this group was strategic and should have a common frame of reference throughout the organization on how to be an effective manager.
To meet its objective, BP developed a leadership training program based on the contributions of top-level leaders to the organization. This program would be developed over the course of a year, during which all top-level leaders would take the 3-month course in one of four editions. The course was well received, with a high 80% satisfaction rate with the program, according to the surveys conducted at the end of the different editions.
To analyze the degree to which the training was applied to the job, the organization identified behavioral changes that should be evident in leaders who completed the training program. These behaviors were divided into five categories:
Communication skills: ability to listen and to take into account other points of view.
Confidence and self-esteem: ability to be objective and remain calm under pressure
Management skills: problem solving, prioritization, delegation, and time management skills.
Leadership skills: ability to develop and maintain an effective team, to generate commitment and to overcome obstacles
Team effectiveness: ability to achieve objectives and obtain results.
Using the five behavioral measures as a benchmark, BP surveyed, on the one hand, managers hierarchically placed above first-level leaders and, on the other hand, employees who were part of the first-level leaders and, on the other hand, employees who were part of the first-level leaders.
1
Organization and HR Management. 3rd Degree in Business Administration
The perceptions of the teams led by the first-level leaders before the training program began and six months after the end of the training course were significantly better for both groups of respondents. The perception of the two groups of respondents on each of the five measures was significantly better after the training course.
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