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    Week 3 Assignment 233

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    Bắp Rang
    The merger of Royal Dutch Petroleum and Shell Transport and Trading brought changes to Shell's culture. Centralizing activities reduced duplication and helped operations become more streamlined and efficient. The integration of oil products and chemicals businesses created a more dynamic organization, particularly at joint refinery and chemical plant sites. Sharing services and integrating activities allowed Shell to operate more efficiently and adopt best practices more quickly to improve performance. The reserves crisis precipitated the merger which somewhat changed Shell's leadership style. The emergence of a "third culture" helped neutralize conflicts between the cultures of the two merging companies.

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    Week 3 Assignment 233

    Uploaded by

    Bắp Rang
    89 views1 page
    The merger of Royal Dutch Petroleum and Shell Transport and Trading brought changes to Shell's culture. Centralizing activities reduced duplication and helped operations become more streamlined and efficient. The integration of oil products and chemicals businesses created a more dynamic organization, particularly at joint refinery and chemical plant sites. Sharing services and integrating activities allowed Shell to operate more efficiently and adopt best practices more quickly to improve performance. The reserves crisis precipitated the merger which somewhat changed Shell's leadership style. The emergence of a "third culture" helped neutralize conflicts between the cultures of the two merging companies.

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    The merger of Royal Dutch Petroleum and Shell Transport and Trading brought changes to Shell's culture. Centralizing activities reduced duplication and helped operations become more streamlined and efficient. The integration of oil products and chemicals businesses created a more dynamic organization, particularly at joint refinery and chemical plant sites. Sharing services and integrating activities allowed Shell to operate more efficiently and adopt best practices more quickly to improve performance. The reserves crisis precipitated the merger which somewhat changed Shell's leadership style. The emergence of a "third culture" helped neutralize conflicts between the cultures of the two merging companies.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    89 views1 page

    Week 3 Assignment 233

    Uploaded by

    Bắp Rang
    The merger of Royal Dutch Petroleum and Shell Transport and Trading brought changes to Shell's culture. Centralizing activities reduced duplication and helped operations become more streamlined and efficient. The integration of oil products and chemicals businesses created a more dynamic organization, particularly at joint refinery and chemical plant sites. Sharing services and integrating activities allowed Shell to operate more efficiently and adopt best practices more quickly to improve performance. The reserves crisis precipitated the merger which somewhat changed Shell's leadership style. The emergence of a "third culture" helped neutralize conflicts between the cultures of the two merging companies.

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    © All Rights Reserved
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    Week 3 Assignment

    1. How would you characterize, in cultural terms, the nature of Shell when it was a ‘cohabitation’ of

    Royal Dutch Petroleum and Shell Transport and Trading?

    2. What changes in the culture of Shell are the ‘marriage’ of the two companies expected to bring?

    The centralization of a number of activities in the headquarters is helping to reduce

    duplication and helping them to operate in a more streamlined and efficient way.

    The structural changes are also helping to reinforce our work to simplify and standardize many of their

    business processes. In particular, the integration of the oil products and chemicals businesses into one
    downstream organization has so far been very successful in creating a more dynamic, responsive and
    effective

    organization. They have seen particular benefits at sites which contain both refineries and chemicals
    manufacturing plants.

    By sharing services and integrating their activities they can operate much more efficiently. It also means

    they have been able to share and adopt best practice more quickly and so improve operational
    performance

    3. What were the reasons for the strategic decision to merge the two companies?

    Investors hope the combined structure will help prevent any future scandal.

    4. How did the reserves crisis precipitate the changes? If necessary, refer to Concept 8.2.

    The merger of the two companies after the reserves crisis has somewhat changed the leadership style of
    the company.

    5. What do you consider to have been the key managerial and cultural factors involved in the merger

    process?

    The conflict of culture between the two companies can cause great conflicts and consequences, even
    the culture conflict of the new manager and the new company.

    6. What evidence can you find in the text to suggest the possible emergence of a ‘third culture’ within

    the new company?

    The third culture that emerged in the merger of the two companies was the culture of neutralization
    or conflict between both cultures of the two companies.

    The third culture that emerged in the merger of the two companies was the culture of neutralization or
    conflict between both cultures of the two companies.

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