Management and Leadership- A case study of Royal Dutch Shell

1410 WordsNov 11, 20136 Pages
Research Paper 3: Leadership and Management: A case study of Royal Dutch Shell Submitted Management and Leadership MGMT 704 - 102 October 15th, 2013. Introduction A change in a company’s leadership can trigger a shift in strategy and is usually followed by periods of convergence. The convergence periods are characterized by small incremental changes which have both advantages and disadvantages. A company leader with high social intelligence can leverage on the advantages of the convergence period and reduce the effects of possible disadvantageous factors, by implementing the principles of evidence based management. This research paper evaluates Shell’s performance against the principles of evidence-based management; it…show more content…
The company saw large incremental changes as Peter to hit the ground running with his plans to reinvigorate the business after period of reorientation. He was set to use his proven record on restructuring and cost-cutting experience to enhance precision on strategy and requirement on operational performance. This commitment to strategy refined policies and procedures in the organizational structure, and change the company’s culture by identify roles and relationships. Shell moved from the customs of debating management decisions to that of swiftly implementing them; which made the company more efficient in carrying out its strategy. (EuropeanCEO, 2010) As with every incremental changes made during the period of convergence, there are advantages and disadvantages (Yukl, 2001). In focusing on performance delivery, Peter spoke in an interview with the CNN Money, “[…..] You need to measure performance, have resources to deal with the highest priorities, and leave behind anything that isn’t necessary to carry”. Over 5000 jobs were left behind in 2009, many of which were in middle management levels; confirming Peter’s conviction that vision is driven mainly at the top and by frontline managers (EuropenCEO, 2010). Notwithstanding, there were advantageous incremental changes during this period. A restructuring programme driven by Peter, called Transition 2009, delivered competence development schemes like the Shell Project Academy;

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