Here is the synopsis of our sample research paper on Shell Oil as a “Local” Global Company. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
A 5 page paper discussing how Shell Oil uses its organizational structure and HR practices to build competitive advantage within its industry. Shell Oil has been able to gain immense competitive advantage from its judicious blend of corporate control and freedom of action in the local area. Shell provides a profitable example of what is possible for the multinational organization willing to learn from others and from its own missteps, of which Shell has had its share in the past. Rather than suffering from apparent setbacks, the company has chosen to learn from events of the past, embrace the concept of greater corporate accountability and continue to distance itself from its next-closest competitor. Bibliography lists 5 sources.
Page Count:
5 pages (~225 words per page)
File: CC6_KSmgmtShellLocGlob.rtf
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Unformatted sample text from the term paper:
As the face of business began undergoing fundamental and systemic changes, some organizations were better able to deal with the changes than were others, of course. As many
scratched their collective corporate heads wondering what was happening around them, others not only were weathering the changes well, but even prospering within them. It would be revealed in
the future that Dutch Shell Oil would prove to be one of the latter. It did not set out to become a leader in terms of being a global
company highly successful in acting locally, yet it became an early adopter of the concept. As a result, it leads its entire worldwide industry. It greatly depends on
its organizational structure and Human Resource (HR) practices for continued success. Organizational Learning People can and do learn on a continuing basis.
Because organizations hold within them many individuals, then the organization takes on a learning capability as well (Santos, 2000). Senge (1990) defines the learning organization as one in which
"people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people
are continually learning how to learn together" (p. 3). The five disciplines he identifies are those which are the building blocks of the learning organization, those which the individuals
within it must master and internalize as their own. Senge (1990) discusses not only the "fifth discipline" as the title implies, but also
the other four that necessary must precede the fifth and final one, which is systems learning. The first four - building shared vision, personal mastery, mental models and team
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