BP on the level with its leaders: How a global company listened and learned from its supervisors
Human Resource Management International Digest
ISSN: 0967-0734
Article publication date: 1 December 2005
Abstract
Purpose
The paper aims to review the latest management‐training development at energy‐company giant BP.
Design/methodology/approach
This briefing is prepared by an independent writer who adds his own impartial comments and places two articles in context.
Findings
Who are the most important people in a business? Those at the very top, making the big, important decisions that affect everyone in the organization, its customers and its performance? Or those at the “sharp‐end” – the ones who come into direct contact with the customers or suppliers either face‐to‐face or on the telephone and whose performance can give an immediate and long‐lasting good or bad impression of the company? Maybe the answer is neither.
Practical implications
Provides strategic insights and practical thinking that have influenced BP.
Originality/value
Saves busy executives and researchers hours of reading time by selecting the best, most pertinent information on the BP First Level Leaders development program and presenting it in a condensed and easy‐to‐digest format.
Keywords
Citation
Beal, B. (2005), "BP on the level with its leaders: How a global company listened and learned from its supervisors", Human Resource Management International Digest, Vol. 13 No. 7, pp. 5-8. https://doi.org/10.1108/09670730510627386
Publisher
:Emerald Group Publishing Limited
Copyright © 2005, Emerald Group Publishing Limited