Petrobras Essay

The name Brazil comes from Pau Brasil. There are around 145 million people living in Brazil, most of them near the coast. The population is growing rapidly and half of all Brazilians are under the age of 20. By the end of the century, it is estimated that Brazil’s population will have reached 180

Analysis the leadership of Carlos Ghosn, actually he made a number of remarkable leadership change management on the Renault and Nissan.

Having involvement from all of the stakeholders - in this case executive leaders - and leading their unique projects with IT created a tremendous advantage within the company.

A unique set of principles, vision, and discipline drives corporate behavior and culture. Robbins and Judge (2014) describe culture as, “shared meaning held by the members” (p.465). The culture guides the employee motivation and their behavior towards customers and the external world. One of the management skills is supporting individual and team by understanding and communicating with them. Ability to analyze and diagnose complex scenario is also a management skill. Various levels of diversity bring rich skills to organization such as creativity, interpersonal views. BP leaders constantly demonstrated poor leadership qualities by acting the way they wanted. Displaying of one’s emotions in the workplace has greater impact on collaboration and productivity. Let us examine how BP culture contributed to the oil disaster.

The opportunity is having a more effective organization with performance and productivity. When employees have a leader that has a fierce desire for their company to succeed it is contagious. This can bring about a shared purpose and help with any change implementations.

The earliest inhabitants of Brazil were the Indians. However, the country’s recorded history begins with the arrival of the Portuguese in 1500. The Portuguese sailor Pedro Alvares Cabral visited the continent we call South America, eight years after Columbus arrived in America. Portuguese settlers followed, calling the new colony Brazil, after the brazilwood tree that they extracted red dye from. The Portuguese did not bring prosperity and progress to the Indians. Instead, they unintentionally infected and killed thousands of Indians with diseases such as measles and smallpox.

The third reason why good-to-great companies outperform, is they do not cover up the bad news (confront the brutal facts). Nobody likes to hear the bad news, but we have to facing it and take reaction about it. Furthermore all good to great

I am researching the economy of Brazil. The definition of economy: The Management of the income, expenditures, etc of a household, business, community, or government. Careful management of wealth, resources, etc; avoidance of waste by careful planning use; thrift or thrifty use. (1) The system or range of economic activity in a country, region, or community. (2)

The success of the economic agents depends on a multitude of forces, such as the managerial ability to combine and exploit the resources in an efficient manner, the ability to manage the labor force or the ability to develop positive relationships with the external stakeholder, such as the customers, the business partners, the public and so on. Still, while all these factors are crucial, they are merely adjacent to the core operational function which builds towards organizational success, namely the organizational operations.

By 2001, almost 50 years after its inception, Petrobras had become a fully integrated oil and gas company. Petrobras was the seventh largest publicly traded oil and gas company in the world based upon proven reserves, the largest Brazilian corporation, the third largest Latin American corporation, and the 185th largest global company, by 2001 consolidated revenues. In Brazil, Petrobras had a dominant position in both upstream and downstream activities. The company’s combined oil and gas production was 1,621 tbpd and it had proven reserves estimated at around 9.3 billion boe.5 (Exhibit 1 provides selected oil and gas data for Petrobras and other oil companies.) Most of the firm’s proven reserves were located in very deep waters (more than 400 meters) and Petrobras was the world’s pioneer in deep water oil exploration and production. Furthermore, with approximately

Stretching over 2,500 miles form east to west and 2,700 miles from north to south, Brazil is the world’s largest tropical country. The only nations that are larger are the lands of Russia, Canada, China and the United States. Brazil has more then 150 million people spread unevenly over its huge land area, making it the fifth most populated country in the world. (Encyclopedia.com) More then two thirds of Brazil’s people live in the cities and towns and more then 29 percent of them are in the ten cities with more then a million people. These include the metropolitan area of Sao Paulo with more then 15 million people and Rio de Janeiro with more then 9 million people. The rural population is mostly concentrated on the East Coast or

High-performing organizations do not achieve their success through serendipity; success in the business world requires a planned and coordinated effort on the part of the workforce. This effort springs from abilities of an organization’s leaders. The entirety of the Business Policy Seminar has been an exercise in

The improvement of its operational efficiency through the industrialisation of processes and the pooling of resources The development of internal synergies Attracting talents and developing best practices in terms of management A constant and reinforced vigilance on risk control

As I sat down several weeks ago to begin writing this case study, I struggled with how I wanted to lay the paper out, however, when I opened Lee Scott’s 21st century leadership speech that was part of the required reading, the following quote struck me as the essence of the whole case study, so I would like to share it with you. You know, we are in uncharted territory as a business. You won’t find any case studies at the Harvard Business School highlighting answers for companies of our size and scope. If we were a country, we would be the 20th largest in the world. If

Success in terms of an internal analysis of P&G resources, capabilities, core competencies and their relationship to strategy