IntroductionIn all organizations or companies, precise leadership is the centre for success or failure. It is the responsibility of business managers to address this issue. Management is an extremely essential aspect of the whole life of an organization or company. It is a process of getting things done through the hard work of staff members to ensure that a company meets its set out goal. In addition, management plays a vital role in guiding both human and material resources into lively organization units that accomplish their set out goals to the satisfaction of their clients and with an elevated quality of moral accountability on the part of employees providing the services (Mullins et al.
2007, p. 321). For a company to achieve its productivity goals there must be superior organization skills and high quality managerial ability. Therefore, an organization’s management provides headship to the functionality of a business venture. An organization with no competent and effective managerial direction, its production resources hang about being purely resources and on no account become production. In this ready for action economy and the constantly changing business environment, the eminence and performance of organization managers predetermines continued existence as well as success of any production venture.
However, in practice many business managers have botched in meeting the realistic managerial principles (Mullins et al. 2007, p. 233). In this paper, a thorough analysis of the British Petroleum leadership has been outlined particularly the role of the managerial staff and other staff members in ensuring success of the company. The first section addresses the moral accountability issues from perspectives of the rig operator and a postgraduate in the field of engineering.
Second section addresses the essential leadership issues for the company’s future success. Third section performs a critical analysis of the companies’ leadership and goes ahead to coaching the response of senior British Petroleum managers. Finally, I draw a conclusion on the subject of leadership principles. Kinds of moral accountability issuesMoral accountability is a conception in ethics and liability. It is the state of being obligated to bear consequences for success or failure to perform as expected by an organization mission. This builds a dilemma for moral accountability.
When a staff member is held accountable and yet he or she could not have prevented the results, one ends up being held responsible for something out of his control. However, if only an organization is considered liable, then all staff members in the organization are uniformly blameworthy. In brief; since the success or failure of large organizations is highly determined by its staff members, moral accountability becomes an essential aspect for each staff member and for an individual interested in working for that organization (Schermerhorn 2011, p. 96).
In this sense, considering the case behind British Petroleum, main emphasis in this paper has been laid on the kinds of moral accountability issues for a rig operator and a postgraduate student in the field of Engineering. Perspective of a British Petroleum rig operatorRig operators are one of the most essential workers in success and sustainability of the British Petroleum company. His or her vital task is the running and management of oil drilling machines. However, since the British Organization’s senior management pressured their employees not report machinery problems, this brings an exclamation mark on the rig operator’s moral accountability (Bamberg 2000, p.
265). In real sense, the operator is liable to reporting any machinery errors in order for rectification action to be conducted thus avoiding extremely worse outcomes from those problems such as explosions. The senior management discourages this with an objective of reducing production costs. However, when a problem occurs, the rig operator takes the whole blame. A rig operator remains having a major concern on how he can perform his duties as per his professional comprehension. This intimidation from their superior leaders’ result into the rig operator becoming highly worried on the ability of his profession to ensure safety of the drilling machines and the oil reservoirs and yet doing that without the support of those above them.
Employee motivation is extremely vital and here this case the rig operator faces a big problem in accessing it. In addition, the salaries rig operators receive from the knowledge are highly recognizable. In other words, rig operators get huge pays from the work they conduct at British Petroleum’s Oil reservoirs.
It is only this concern of the huge salary that motivates them in continuing with their daily tasks. However, their request for maintenance of the oil pipes are always discouraged, their safety becomes an indispensable concern. This is another vital concern for the rig operator (Schermerhorn 2011, p. 105).