Research Paper on Oil Rig Work: Failing and Succeeding

The main key ideas identified by the author are on knowing the how to work in an oil rig with a mentality of failing and succeeding. Williams had full information about the sources and correct figures owned by the company, either through buying or leasing of the crew and oil rig. There was the identification of the alarms on emergencies reported, but it remained very important for the emergency of the 20th of April to be a true alarm. The focused problem experienced by the Williams was on the exploration of oil rigs. The oil spill that was lost was the highest ever being correlated with the spill of a tanker oil. The issue of spill created a lot of surprises since the British Petroleum Company was taken as being committed to safety. It remains the fact that there were a lot of amidst strategies and decisions taken before the closure of the Macondo well. Many decisions were created, including stakeholders, risk mitigation, and the trade-offs that included safety, time, and money.

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There was a rise of a public debated on the resultant decisions made regarding the management or operational issues of the oil rig. Notably, to give limelight on this, there were several studies stipulated for checking core causes for the disaster and also the stakeholder's impact responsible on Macondo well.

The author's questions are well stipulated on the checking of the results of the decision making process on the management or operation impact. There is the conduct of several pieces of research on checking the key causes for the disaster and lastly is on checking the major stakeholders that were involved in the Macondo well disaster. The issue that William tries to stipulate to the people of Mexico is on bringing in several pieces of research on the amicable decision making done for the closure of Macondo well and checking on its impacts based on stakeholders and the resolutions that were given.

The purpose of the article is to provide a good review of BP Company on its shares, going concern, and the fallout of its Macondo well due to exploring the oil rig in 2010. There were a lot of dramatic changes experienced in the company from 2001 to 2007. The company investment was boosted to $ 982 billion, a new campaign on an advertisement, and an alternative division of energy. The author is very since he was an electrician in the company has a full history of the company through experience and acquisition of all information.

The purpose of the author is depicted since the strategies on the decision-making process on the closure of Macondo is well stipulated for the people to have a suitable caption of the situation. The issues of safety of BP Company was reinstated by Tony Haward. The culture of BP was also changed, and this involved the lack of fear to have any risk. The Deepwater disaster occurred while the firm was on top of the London Stock Exchange.

The authors' question is on the impacts of the Deepwater disaster on stakeholders and the management and operation of BP company. The purpose, on the other hand, is on having a suitable decision-making strategy on the closure of Macondo well, and its impacts contributed basing on models depicted through studies. Both the purpose and questions correlated directly based on the problem being experienced on the issue of the Deepwater disaster.

On the use of the organizational strategy by the firm, the problem that arises was on the management of assets by individual managers that raised little incentives on suitable practices for risk management of BP among the managers. The other reality facts that evolved were on an exhibition of safety and risk management violations of BP Company. It remains very key for a company dealing with oil to invest more in safety and risk management for its long term success to be stipulated. The cutting of costs on safety issues led to the Texas tragedy that killed 15 individuals with 180 other getting injuries. The injuries and deaths led to a financial loss of $1.5 billion. The team of experts employed to check the issue came up with a report that the company executives had cut costs on safety. The safety was also individualized rather than taking on the whole BP Company, and this created a false essence of confidence. Also, the stated policy of BP on health does not have clear depictions to its employees. The executive of BP Company remains to be blamed on issues of safety since they had not addressed to the public through proper supporting arguments. The other fact was on lack of maintenance and operation authority by BP Company through the Macondo prospect. The shares were also not equivalent since Macondo controlled 65% of the oil rig. The challenge of drilling in the Macondo prospect was hazardous due to its depth and production of natural gas. The issues of budget constraint also contributed to BP company failure on safety since they had a lot of costs exceeding the agreed time.

The Deepwater Rig had issues of repairs that contributed to the challenges of the Deepwater Disaster. The Transocean's technician realized that the individuals in the crew had developed a lot of short cuts to maintain the functioning of the rig oil. The Anatomy of the Disaster on the closure of Macondo well had real issues of lack of control of safety, time, and cost. There was a raise of question on the lesser number of people that were involved in the decision making process on the closure. The decision-makers for Macondo well who represented BP company had been in work for a short while before the issue of Deepwater struck.

The most relevant facts on the problems include the cutting of costs of safety to increase the production costs. There was also a lack of clear policy depiction to the employees on safety maintenance. The CEOs remained adamant on making the people have full information on the safety standards. The loss of 15 lives and 180 injuries occurred due to a lack of enough emergency response that was based on an individual having more safety. The BP Company majored in its primary goal of capping the costs on to increase its total investment and become the largest in the London Stock Exchange list as in 2010. It remains suitable for a company dealing with oil to invest more in risk management and safety standards and policies for its long term future to be specific. The BP Company remained very profitable and well-performing in the British government with more shares. Still, its downfall on the Deepwater disaster struck in 2010 and destroyed its investments and lives of people. The good casing issues through the use of long string cases were used by BP Company to increase production, money, and time reduction. The future completion of the operations that needed to be done was followed by many inconsistent productions. It remains very unsafe for a company like BP to go for production on save of cost and risk on safety through an increase in money.

The first fact about the BP Company on safety issues is on lack of consistency in decision making due to short term employees being given the job. Secondly, the technicians also give advice basing on time and cost but not safety measures bringing the company to a closure. Thirdly, most CEOs that have worked in the BP Company look at the cut of costs rather than the safety of measures. Fourthly, the financial loss of $1.5 billion on the loss of lives and injuries shows how the negligence of safety standards tends to cost. Fifthly, the strategy of having a risk management team to help in risk control and emergency seems to be insignificant in BP Company leading to failure of Macondo well. The sixth fact is on lack of coherent technicians to give advice; for instance, the good casing was done using long string cases that increase chances of risks. The other fact is on the making of employees to have safety and control emergency rather than involving the whole organization. The use of individuals to create safety policies illustrates how difficult it is to curb emergency on its arise. The other fact was on lack of consistent testing by BP company in Macondo well on the circulation of the cement and mud bond log. The 10th fact of BP Company is on lack of education and speech to employees and the public on safety procedures and policies for future depictions for reduction of deaths and injuries.

William depicts all evidence on the issues addressing safety and the decision-making process. There are factual figures of the injuries, deaths, court proceedings, experts' information, and the right information on the dates. The BP Company's' history is well articulated with the first CEO to the last well depicted with their targets and the main areas of concern that were synthesized in the company development. The total investment stock and the position of the company in the London Stock Exchange market are provided for the issue to be well stipulated and apprehended. The time is well provided; for instance, the time between 6 to 12 hours is used for the circulation of mud to reduce the instance of gas and oil spillage after exploration. Information is well gathered since the author is a worker and has all the figures from the company; the issue of decision making by stakeholders and impact caused are well harmonized.

The information provided is coherent and accurate to the address of the issue basing on the extents of well-dated times given. The stakeholder's role and the downstream have a role in decision making since the change of CEOs with time helped managers to increase their safety. The provision of all information is essential in this case study on the extent of exact values and data provided. The periods of occurrence of all events are significant to the development of all the strategies on the decision making concerning the safety of BP Company.

The author, at some points, provided for assumptions for missing information with good illustrations. For instance, on the issue of safety and risk management, he explains that for the long-run survival and success of oil company safety and risk measures are vital. Also, on the safety of a company being given to employees, it tends to create false self-confidence that is low to emergency alarm. The injuries reported to be 180 during the Deepwater disaster also involves him.

The conclusion of the author is based on the issues basing on the organizational and cultural architecture of BP and its connections with the contractors. The conditions of the Deepwater and its effects remain not a significant issue but rather the interconnection between the contractors of BP Company based on organization and culture aspects. The decision-making models depicted at some point posse dangerous results of the models basing on earlier decisions on the most suitable incentive structures. All the models and the decisions made on the incentives are taken to have played a part in the outcome results of the Deepwater and the BP Company overall issue of safety. It is a mere fact that, throughout the decision-making process, some actors channel the caution on over costs. There is also fixing of the problems even if the problems seem to be largely felt in the system. The author's conclusion is logical basing on the arguments and models depicted in the case study. What is factual on the summary is the significance of a part played by the Organization and the culture in relationship extents between people working in the Organization. Decision making process is very complicated in nature since it needs all stakeholders with accountability for safety to be met at its best. The conclusion by the author is well executed and thus gives the good apprehension of role of decision making in any given organization basing on the different individuals that might have ideas that are varying. The problems are fixed by different people depending on the situation and also...