In the following research essay, the take-over of ARAL by the German BP will be analysed. Furthermore, the case will explore the assumption of ?transformational change? as the best way to achieve successful change. Firstly, the background of the change will be explained. Afterwards a short comparison of both cultures will illustrate the differences of the companies. Overall, the change process will be explained and evaluated under the aspect of organisational change management. In order to expose the case, theoretical concepts and frameworks will be used. Finally, the way in which BP implemented successful the change will be linked to the set question of ?transformational change?.
Inhaltsverzeichnis (Table of Contents)
- INTRODUCTION
- BACKGROUND OF THE CHANGE
- Comparison of both Cultures
- Way of Integration
- ANALYSIS OF THE CHANGE PROCESS
- TRANSFORMATIONAL CHANGE
- Strengths of Transformational Change
- Weaknesses of Transformational Change
- CONCLUSION
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This research essay analyzes the acquisition of ARAL by the German BP, exploring the assumption of 'transformational change' as the best approach for successful change. It examines the background of the change, compares the cultures of both companies, and evaluates the change process through the lens of organizational change management. Theoretical concepts and frameworks are utilized to understand the case, and the paper investigates how BP successfully implemented the change in relation to the concept of 'transformational change'.
- Analysis of the acquisition of ARAL by BP
- Evaluation of 'transformational change' as a strategy for successful change
- Comparison of the cultures of BP and ARAL
- Application of theoretical concepts and frameworks to the change process
- Assessment of BP's implementation of successful change
Zusammenfassung der Kapitel (Chapter Summaries)
- INTRODUCTION: This chapter introduces the research essay's focus on the ARAL acquisition by BP and the exploration of 'transformational change'. It outlines the essay's structure, including a background analysis, cultural comparison, and evaluation of the change process.
- BACKGROUND OF THE CHANGE: This chapter explores the context of the takeover, outlining the cultural differences between BP and ARAL. It describes the merger process, including the challenges and opportunities presented by the integration of two distinct corporate cultures.
- Comparison of both Cultures: This chapter delves into the contrasting cultures of BP and ARAL, highlighting differences in their international orientation, employee identification, values, and management styles. It examines how these cultural differences impacted the integration process.
- Way of Integration: This chapter examines the integration process, focusing on the human resource and cultural aspects. It describes the various activities implemented to facilitate the merger, such as workshops, events, and communication strategies. The chapter emphasizes the importance of transparency and employee engagement in the change process.
- ANALYSIS OF THE CHANGE PROCESS: This chapter analyzes the change process in the context of organizational change management. It explores the theoretical concepts and frameworks that underpin the implementation of 'transformational change'. The chapter also delves into the strengths and weaknesses of adopting a transformational approach to organizational change.
Schlüsselwörter (Keywords)
The core themes of this essay include organizational change management, transformational change, cultural differences, integration, acquisition, BP, ARAL, and corporate culture. It analyzes the successful integration of two contrasting companies, highlighting the significance of communication, employee engagement, and theoretical frameworks in driving successful change within organizations.
- Citar trabajo
- Sven Rosenhauer (Autor), 2005, BP and Aral - Strong2together and Best of Both - The introduction of a new Culture B1, Múnich, GRIN Verlag, https://www.grin.com/document/186563
