Studies in Business Administration

Referring to revolutions and recent developments in the corporate world, the issue of corporate culture has received considerable attention. Many scientists and researchers addressing issues of corporate governance and management have focused on the role of corporate culture in business excellence. In light of the ideas of Larson & Gray (2011), corporate culture is a set of beliefs and values, human behavior in the case of an organization. The effectiveness and sustainability of a company or an organization of people is closely linked to the strength of the cultural context associated with it. In this work, the organizational culture of the British Petroleum (BP) will be discussed.
Over the past 30 years, BP has demonstrated organizational excellence in the oil and gas industry. This was narrowly approved with attributable to the strong corporate culture and sustainable business. The culture of safety and integrity management are the key elements of the corporate culture of BP (Aschwege, 2010). Since its inception, BP has committed to date to ensure compliance with the terms of the security and integrity in their work. This is sufficiently exposed among all members of the organization. The safety element is sufficiently involved in daily operations, with all members of the organization are expected to maintain this value. In addition to security in the internal operations of the business, environmental protection is a core value of the company. The company is aware of transactions that are directed towards the protection of the environment (Aschwege, 2010) has shown. The management of the organization has strongly supported this culture through the financial support for security gadgets and training for members and surrounding communities.
The culture of integrity management is also evident in the company since its inception. All members of society expects this value to fit in all his undertakings and activities of the company. Integrity is the recruitment of new members appropriate, and only candidates of high moral values ​​are selected addressed. It was also pointed out that the regular review of staff and managers in the company is required to ensure that all members adhere to this value (Aschwege, 2010).
The implementation of projects in the company is strongly influenced by the culture of teamwork and responsibility influenced. Members of the organization advised, as a team to work to achieve optimal results. The value of teamwork was facilitated by effective management and leadership values, by which members are engaged in the conduct and integrity sessions (Aschwege, 2010). This ensures that each member of the project team that is his responsibility to learn. In this sense, are relieved execution of projects in the company. From a personal point of view, a culture of integrity and responsibility of guiding principles in carrying out various tasks (Gray & Larson, 2011) were. This principle is the focus on what is expected, and the need to pro-active in demonstrating integrity and accountability

WK 2 Part 1:. Organizational and team culture
The concept of corporate culture is key to the success and sustainability of any human enterprise, and project management is not an option. As Larson & Gray (2011) describes the corporate culture refers to a system of shared beliefs, assumptions, values ​​and norms bind people together and creates a sense of purpose. In the organizational context, the term culture is very important to clear customs, values ​​and habits of the processes within the organization. Anderson (2003) argues that corporate culture is a set of common mental assumptions that dictate the actions of each member of the organization. Regarding this, the success or failure of the organization is strongly influenced by culture. It is interesting to note that corporate culture is a holistic concept that is all aspects of organizational behavior among members of the organization (O’Reilly, 1991). Nevertheless, the concept of individual cultures in an organizational context is clear, and it is still controversial in terms of their impact on the operations of the organization.
According to Kendra and Taplin (2004), are different cultures within an organization is of great importance in the implementation of an organizational tasks or projects. Hofstede (1998) have shown that the cultural diversity within an organization is crucial to improve the performance and sustainability of the organization. This is due to the diversity of skills and abilities that are generated as a product of diverse cultures. Different ways and methods of approach to different tasks within the organization are made in practice (Schein, 2010). This helps to increase the efficiency and effectiveness in performing organizational tasks. On the other hand, increases in the existence of cultural diversity within an organization self-esteem of employees. This is very important in facilitating independence and inclusion of individual differences. As a result of this lack of efficiency scenarios and conflicts that have erupted on the adoption of a culture is Hofstede (1998) are avoided. It is important to note that cultural diversity within the organization to improve management. This is because the cultural values ​​manifest in the wonderful cultures in individual behavior.
However, the different cultures within an organization is a serious threat to the success and sustainability of the organization. As noted by Hofstede (1998), weakens the cultural diversity of collaborative teams and projects. In reference to the degree of identity member, and tend to each individual, there may be in terms of culture, instead of recognizing the organization (Schein, 2010). As a result of this scenario could have serious conflicts of interest in the organization, inefficiency in project implementation, organizations can increase occur. Focus team is also at risk, as does individualism at the expense of organizational perspectives. Kendra and Taplin (2004) have shown that cultural diversity within an organization is a major threat to the management process. The formulation and implementation of decisions within the organization is described inhibited by individual cultural values.
Search by Kendra & Taplin (2004), the cultural diversity of risk within an organizational unit of integration among members. Cultural diversity promotes dependency and the breakdown between different groups, creating pathways for the divisions and inefficiencies. It is also interesting to note that different cultures within an organization to increase the tolerance of conflict (O’Reilly, 1991). By improving individual cultures within an organization, employees are open to the criticism of free air and conflict. This is very dangerous for the functioning of the organization in the negative ethnicity and conflict to take the dominant position. Award criteria in the organization are also affected by the existence of different cultures (Kendra and Taplin, 2004). For example, aspects of non-performance factors, the criteria of seniority, favoritism, and reward, rather than dominate the performance of employees. Based on this analysis, it is clear that individual cultures within an organization more harm than good.