Abstract Science Construction’s business is in planning, developing and building road projects. The major of its clients are municipalities, city governments, and other public sector entities. While the bankruptcy rates for these clients is very low, when economic downturns happen, their ability to pay in a timely fashion also suffers. This leads to businesses such as Science Construction needing to take on additional debt and to find creative methods in order to stay afloat during times of recession. Methods such as selling accounts receivables at discounted rates and taking larger lines of credit through banks and other lending institutions are some of the ways organizations can remain viable when their cash inflows have turned into a trickle. Science Construction is asking the Turkish Courts to postpone their bankruptcy proceedings for a year while they attempt to restructure. Through this, suggestions such as forcing shareholders to pay their debt to the organization, gaining credi
Introduction This paper is a discussion for the case study “BP and the Deepwater Horizon Disaster of 2010” (2012). We will focus on the organization culture towards change, rather than the engineering flaws which lead to that disaster. The Deepwater Horizon oil spill and explosion in the Gulf of Mexico was a result of adopting the wrong leadership style relating to the organization’s critical industry, hierarchal structure, and crisis management. There would have been significantly important approaches to be followed such that to create radical changes within the organization. The Deepwater Horizon oil spill disaster in the Gulf of Mexico in 2010 is considered one of the most significant environmental and management crises. Also BP’s reaction will be always remembered as an example of the worst crisis management as well. I think that BP failed to deal with this disaster by all means, especially the response of their CEO at that time, Tony Hayward. He showed unethical, selfish and irres