Organizational culture case, BHP Billiton Company, affect-regulator
Understanding of the entity culture is vital in the description of the immediate organizational phenomena to which glues and aligns the operation elements into a shared system that delivers desired results. For some, culture is perceived the entity's compass that provides direction while others view it as the magnet, lighthouse, regulator, and affect-regulator, illustrating the importance accorded. Organizational culture is critical in providing a uniform methodology and platform for interpreting identity of events, commitment to issues and offering future visions around which companies rally behind them.
For this reason, understanding the organizational culture of BHP Billiton reveals existence of shared collections of norms, values and tacit assumptions from which the mining company staff groups interact and relates to the outside environment. Organizational culture involves the basic pattern of shared beliefs and assumptions which offers an unobservable and powerful template operating beneath the surface, but whose effect is felt everywhere.
[...] "Sustainability: the Missing Ingredient in the Strategy." The Journal of Business Strategy 32, no (2011): 5-14. Cornell, A. The quack of doom: a new day dawns at BHP. February http://www.afr.com/p/national/the_quack_of_doom_new_day_dawns_lob8nYC9fdTSPQ WJRWONLI (accessed September 03, 2013). Delios, A. International Business: Jurong: FT Press Ernst & Young. The business Risk Report Mining and Metals 2012-2013. Ernst & Young Hill, D. and Seabrook, K. A . "Safety & Sustainability: Understanding the Business Value." Professional Safety 58, no (2013): 81-92. HSEC . BHP Billion Sustainability Summary Report . [...]
[...] BHP Billiton Culture In a world where petroleum products and natural resources have historically emerged strong economic determinants, diversification of BHP Billiton leaves the company with the largest business sectors including petroleum, iron ore, metallurgical coal and base metals2. The invisible driving force towards becoming the leading revenue generating company by 2011 has been the organization charter upholding core values; relied on by its members everywhere, every 1 B. M. Tharp. "Defining “Culture” and “Organizational Culture”:From Anthropology to the Office." Haworth Organizational Culture White Paper, May J. Kimrey. Employer profile: BHP Billiton Makes its Mark in Industry. November http://www.chron.com/jobs/article/Employerprofile-BHP-Billiton-makes-its-mark-in-4009098.php (accessed September 03, 2013). day and taking responsibility for every decision and actions3. [...]
[...] Melbourne: BHP Billion Centre BHP Billiton. "The New Era of Share." 2013. http://www.ogj.com/content/dam/ogj/print-articles/supplements/bhp-billiton-new-era-ofshale/BHP%20BILLITON%20PETROLEUM-PDF-FINAL.pdf (accessed September 03, 2013). approach to the environmental management is incorporated into the organization's charter of becoming environmentally responsible and supporting the communities' conservation programs27. Conclusion Consistency in meeting safety requirements, retaining high performance teams and serving stewardship pledge to the host community are difficult for most multinational to achieve and sustain. Nevertheless, the BHP Billiton culture enables the company succeed in what others are failing through an integrated framework of values including sustainability, accountability, simplicity, respect, performance and integrity. [...]
[...] However, indoctrinating that at every leadership level is not feasible without the right forward-looking individuals. In view of that, BHP's succession philosophy serves the complimentary role where an on-going hiring process seeks mobile candidates with experience in multiple geographies nearly all the 100 most senior BHP executives meet this requirement7. Thirdly, the company success arises from transparent frameworks embedded in a disciplined sustainability culture. An approach that takes into account the economic, environmental and social aspects of sustainability is complex and requires organizations to integrate sustainability at multiple levels and throughout the organizational system8. [...]
[...] Melbourne: BHP Billiton Document P.20 T. Wilson. "Mining: Has Governement Overplayed its Hand." Africa InDepth, July 2013: p Ernst & Young. The business Risk Report Mining and Metals 2012-2013. Ernst & Young company upholds zero contribution of funds to political parties, elected officials or public office holders but express views on subjects which may curtail its operations. Nevertheless, the company recognizes employee rights of participating as individuals in the political system where their opinions carry as their own and not of the company22. [...]
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