Social Responsibility and Business Ethic ppt.pptxetebarkhmichale
Gender equality is crucial for achieving economic growth and development, but women still face inequalities that stifle progress. Women make up half of the world's population but only contribute to 37% of the global Gross Domestic Production(GDP), and the gender disparity is still an important issue that the world is fighting through generations.
In Africa, women entrepreneurs play a growing role in diversifying production and services. However, they are facing the problem of financial shortage; a recent report by the African Development Bank showed that there is an estimated $42 billion financing gap for female entrepreneurs in Africa. The study demonstrated that women are facing more difficult conditions than men entrepreneurs such as limited access to key resources (including land and credit), the legal and regulatory framework, and the socio-cultural environment. The economy's full potential cannot be realized if half of its population cannot fully contribute, and women have faced many hurdles in the entrepreneurship journey, prompting responsible bodies to devise affirmative solutions.
Ethiopia's female population is 49.8%, but small businesses owned by women only make up 16.5% of the total number of entrepreneurs. Limited access to finance, business networks, development services, and business management skills hinders women entrepreneurs. The government is promoting women entrepreneurs through initiatives like training and financial support. The Commercial Bank of Ethiopia (CBE) is introducing a customer-centric business model to cater to its customers' needs and values. The bank aims to increase the outreach of financial products and services to a larger population, particularly women who own business enterprises. The bank has established a micro business department to adjust itself with the micro business customers. These factors can be considered as business drivers and factors enforcing CBE to come up with a gender-specific solution.
To address the aforementioned issues, the micro business banking department is proposing a collateral-free loan product for women-owned enterprises to be launched by CBE. This would help to address the financing gap for formal MSMEs, ensuring comprehensive financial accessibility and services for women-owned enterprises. Furthermore, promoting financial inclusion and women's economic empowerment by financing women-owned enterprises can stimulate growth and form the backbone of vibrant economies.
Based on the feasibility study of women MSME financing undertaken by MBB department team, proposal on selected women owned MSMEs financing will found crucial to bridge the financial gap.
Therefore, this proposal aims to provide a method how CBE should finance for selected formal women-owned MSMEs in Ethiopia to alleviate their financing gap. It is being proposed that, the CBE shall start the product by making a pilot test for women-owned microbusinesses from Addis Ababa City Administration, with local stak
Social Responsibility and Business Ethic ppt.pptxetebarkhmichale
Gender equality is crucial for achieving economic growth and development, but women still face inequalities that stifle progress. Women make up half of the world's population but only contribute to 37% of the global Gross Domestic Production(GDP), and the gender disparity is still an important issue that the world is fighting through generations.
In Africa, women entrepreneurs play a growing role in diversifying production and services. However, they are facing the problem of financial shortage; a recent report by the African Development Bank showed that there is an estimated $42 billion financing gap for female entrepreneurs in Africa. The study demonstrated that women are facing more difficult conditions than men entrepreneurs such as limited access to key resources (including land and credit), the legal and regulatory framework, and the socio-cultural environment. The economy's full potential cannot be realized if half of its population cannot fully contribute, and women have faced many hurdles in the entrepreneurship journey, prompting responsible bodies to devise affirmative solutions.
Ethiopia's female population is 49.8%, but small businesses owned by women only make up 16.5% of the total number of entrepreneurs. Limited access to finance, business networks, development services, and business management skills hinders women entrepreneurs. The government is promoting women entrepreneurs through initiatives like training and financial support. The Commercial Bank of Ethiopia (CBE) is introducing a customer-centric business model to cater to its customers' needs and values. The bank aims to increase the outreach of financial products and services to a larger population, particularly women who own business enterprises. The bank has established a micro business department to adjust itself with the micro business customers. These factors can be considered as business drivers and factors enforcing CBE to come up with a gender-specific solution.
To address the aforementioned issues, the micro business banking department is proposing a collateral-free loan product for women-owned enterprises to be launched by CBE. This would help to address the financing gap for formal MSMEs, ensuring comprehensive financial accessibility and services for women-owned enterprises. Furthermore, promoting financial inclusion and women's economic empowerment by financing women-owned enterprises can stimulate growth and form the backbone of vibrant economies.
Based on the feasibility study of women MSME financing undertaken by MBB department team, proposal on selected women owned MSMEs financing will found crucial to bridge the financial gap.
Therefore, this proposal aims to provide a method how CBE should finance for selected formal women-owned MSMEs in Ethiopia to alleviate their financing gap. It is being proposed that, the CBE shall start the product by making a pilot test for women-owned microbusinesses from Addis Ababa City Administration, with local stak
Running head STRATEGIC MANAGEMENT AND STRATEGIC COMPETITIVEN.docxtoltonkendal
Running head: STRATEGIC MANAGEMENT AND STRATEGIC COMPETITIVENESS
6
STRATEGIC MANAGEMENT AND STRATEGIC COMPETITIVENESS
Strategic Management and Strategic Cmpetitiveness
KaToya Jones
Dr. Wanda Tillman
Business Administration Capstone
January 14, 2018
Introduction
Strategic competitiveness is gained when an organization successfully establishes as well as implements a value-creating approach. In this perspective, strategy refers to a cohesive and coordinated combination of commitments and also to mention actions developed to exploit primary competencies in order to gain a competitive advantage (Hitt, Ireland, & Artz, 1999). This occurs when a firm implements a strategy unique from that of competitors giving them leverage. As a result, the firm is able to ensure above average returns and satisfy investor’s expectations from other investments with a common likelihood of risk. This paper will focus on Twitter, Inc to examine how globalization and advancement in technology have impacted the company. Further, applying the industrial organization model and resource-based model I will explore how the company could earn more profits, analyze how both the vision and the statement of the company impact its overall triumph and lastly investigate how Twitter’s stakeholders impact on the its overall success.
How globalization and technology changed Twitter Inc.
The modern world is transforming into a time of technological invention. Existence of new innovations on top of the available technological resources is such a remarkable achievement. As it improves, it as well spreads to other parts of the world. In this case the global spread of innovations it avails vast connections which consequently creates new markets across the world. Focusing on social media, it is one of those tools that can easily be exploited by those who are connected. Basically, as access is gained on a larger scale, it avails multiple market opportunities to those outsourcing ideas. In today’s world, the use of social media has revolutionized out society. Basing this on real life events various social media platforms have contributed to activism. This, however, has been criticized by many but the point is that social media is revolutionizing the world. Therefore, there’s no doubt that the present as well as the future transformation will still use social media. This is because social media platforms capture considerable large audience within a short period of time. In this case, the widespread of social media platforms such as Twitter; the company growth cannot be stopped.
Globalization and technology have contributed to the consistent growth of the company. For instance, according to Complete the micro-blogging sites recorded 23 million unique users with an increased growth (Java et al, 2007, August). This does not include the large number of people that do not visit Twitter.com but instead use third party service to update. Focusing on the trend the company hopes to h ...
The biggest corporation, like the humblest citizen, must be h.docxmehek4
“The biggest corporation, like the humblest citizen, must be held to strict compliance with the will of the people.”
--Theodore Roosevelt
“A business that makes nothing but money is a poor kind of business.”
Henry Ford, founder of Ford Motor Company
Managing and Prioritizing Stakeholders
Organizational Issues
All organizations are faced with challenges or issues.
An issue is any event, trend, controversy, or public policy development that might affect the corporation.
An issue can also be understood as a gap between stakeholder expectations and the actual performance of a business.
Some important contemporary issues: domestic partner benefits, environmental performance, genetically modified food, affirmative action….the list can go on and on.
Stakeholders
Stakeholder theory argues that organizations need to identify and resolve issues in light of all their various stakeholders.
Stakeholder: Any group that has a vested interest in the operations of the firm
Include: employees, suppliers, stockholders, customers, the government, local communities, and society as a whole
Why Partner with Stakeholders?
Instrumental Perspective (“Do it because it will pay off in the end")
Enhanced ability to predict/control the external environment .
Higher percentage of successful new product/service introductions Higher levels of operating efficiency .
Fewer incidents of damaging moves by stakeholders (i.e., boycotts, strikes, bad press).
Less conflict with stakeholders resulting in fewer legal suits.
More favorable legislation/regulation .
More reasonable contracts .
Higher entry barriers leading to more favorable competitive environment Higher levels of trust.
Higher levels of profitability?
Greater organizational flexibility.
Normative Perspective (“Do it because it is the right thing to do")
Moral and philosophical basis for recognition of stakeholder interests.
Moral Manager
Defines a managers response to stakeholders – three approaches.
Immoral
Not only does not care how his/her decisions impact the stakeholders, but the actions are actively counter to what is the right and ethical thing to do.
Focus only on the goals of the of the company.
Considers laws as constants or barriers that are ignored in the company.
Amoral
Manager who is considered ethically neutral.
Ethical considerations are not contemplated in the decision making process.
Moral
Those managers who understand the relevance of considering ethical issues when they are making decisions.
What moral responsibilities – economic, legal, ethical, and philanthropic – does our firm have to its stakeholders?
Philanthropic Responsibilities
Be a good corporate citizen.
Ethical Responsibilities
Be ethical.
Legal Responsibilities
Obey the law.
Economic Responsibilities
Be profitable.
Copyright 2001 Harcourt, Inc.
Performing a Stakeholder Analysis:
1. Map your stakeholder relationships.
2. Assess ...
2 Social Responsibility and Stakeholders.Jonathan Alcorn.docxeugeniadean34240
2 Social Responsibility and Stakeholders
.Jonathan Alcorn/ZUMA Press/Corbis
Learning Outcomes
After reading this chapter, you should be able to do the following:
• Examine strategic approaches to social responsibility.
• Analyze the value of corporate social responsibility.
• Evaluate the stakeholder’s role in business ethics and social responsibility and identify the steps required
for stakeholder engagement.
ped82162_02_c02_037-076.indd 37 4/23/15 8:33 AM
Introduction
Introduction
Patagonia: The Responsible Company
Specializing in outdoor clothing in a niche market, Patagonia, Inc. has long been considered
a responsible company. Top executives make it a priority to convey the message that they
care about their employees, their customers, and the environment. What does it mean to be
a responsible company? The founder and owner of Patagonia, Yvon Chouinard, has admit-
ted that he did not intend for Patagonia to be an industry leader in social and environmental
responsibility when he started the company in 1972. Only after addressing a series of deci-
sions in product design, supply, and marketing did Patagonia executives realize that every
business has responsibilities beyond profit. Chouinard decided that he wanted to make a dif-
ference in the world by offering quality products that had minimal environmental impact and
providing employees with meaningful work.
In 1988, staff at one of the Patagonia stores began to experience headaches due to a malfunc-
tioning ventilation system that was recirculating formaldehyde into the air. The source of
formaldehyde was linked to the finishing process of the cotton used in the company’s prod-
ucts. By exploring the issue in detail, Patagonia discovered that formaldehyde in clothing could
create adverse reactions for customers, including cancers and other illnesses. In response, the
company investigated the environmental impact of the materials in their clothing. Based on
their findings, they initiated a switch to organic cotton that was not readily available. Working
with suppliers in the United States and later internationally, Patagonia was able to secure a
greater supply of organic cotton that is free from the harmful chemicals that can affect cus-
tomers and employees as well as the environment. These types of situations have shown that
being a responsible company entails focusing on a broad range of stakeholders and provides
for a viable and sustainable business.
Patagonia has since become a leader in social responsibility. In their book, The Responsible
Company (2012), Chouinard and Vincent Stanley, the company’s chief storyteller and editor
of the Footprint Chronicles (the company’s website that provides transparency to the public
by showing the social and environmental impact of Patagonia products), share five elements
of business responsibility as a model for other companies. These are responsibilities to:
1. The health of the business, including the obl.
Business UseWeek 1 Assignment #1Instructions1. Plea.docxfelicidaddinwoodie
Business Use
Week 1: Assignment #1
Instructions
1. Please read these two articles:
· Using forensics against a fitbit device to solve a murder: https://www.cbsnews.com/news/the-fitbit-alibi-21st-century-technology-used-to-help-solve-wisconsin-moms-murder/
· How Amazon Echo could be forensically analyzed! https://www.theverge.com/2017/1/6/14189384/amazon-echo-murder-evidence-surveillance-data
2. Then go around in your residence / dwelling (home, apartment, condo, etc) and be creative.
3. Identify at least five appliances or devices that you THINK could be forensically analyzed and then identify how this might be useful in an investigation. Note - do not count your computer or mobile device. Those are obvious!
4. I expect at least one paragraph answer for each device.
Why did I assign this?
The goal is to have you start THINKING about how any device, that is capable of holding electronic data (and transmitting to the Internet) could be useful in a particular investigation!
Due Date
This is due by Sunday, May 10th at 11:59PM
Surname 6
Informative speech on George Stinney Jr.
A. Info research analysis
The general purpose of the speech was to inform people about the civil injustice being done against the African American community in the United States. The specific purpose of the speech was to portray to the audience how an innocent 14-year old black boy suffered in the hands of the South Carolina State law enforcing officers. He was falsely accused of killing two white girls and electrocuted within two months after conviction.
I decided the topic of my speech after perusing through all the suggested topics ad found that the story of George Stinney Jr. was touching and emotional entirely.
This topic benefits the audience and the society in general by giving them an insight of the cruelty that the American law system has against the African American community. The audience gets to know how the shady investigations were done with claims that George had pleaded guilty to the charges of murder when there was no real evidence tying him to the crime or a signed plea agreement.
The alternative view that I found in the research was the version of the investigating officer of the case who claimed that the 14-year old boy managed to kill two girls aged 11 and 7 with a blunt object and ditch them in a nearby trench. This alternative point of view did not make sense because it is hard for a 14-year old boy to use the force that was reported by postmortem results to kill the girls. Therefore, I knew everything was a lie and I had to take the point of view of George’s innocence.
B. informative outline
Introduction:
George Stinney Jr. was an African American boy born on October 21, 1929 in Pinewood, South Carolina, U.S. He is considered as the youngest person to be executed by the United State government in 20th century.
Main body
Investigations of the alleged crimes (Bickford, 05)
The investigations concerning the alleged crimes of George S.
Business UsePALADIN ASSIGNMENT ScenarioYou are give.docxfelicidaddinwoodie
Business Use
PALADIN ASSIGNMENT
Scenario:
You are given a PC and you are faced with this scenario: you don’t know the password to the PC which means you can’t login so you can use a forensic tool like FTK IMAGER to capture the hard drive as a bit-for-bit forensic image AND/OR
1. The hard drive is either soldiered onto the motherboard (there are some new hard drives like this!) or cannot be removed because the screws are stripped (this has happened to me);
2. Even if you figured out the password or got an admin password the PC may have its USB ports blocked via a GPO policy (this is very common in corporations now);
3. Even if you can get the GPO policy overridden you may have some concerns about putting it on the network (which is true especially if you are dealing with malware).
So what you can you do? The best solution is to boot the PC up into forensically sound environment that lets you bypass the password aspect; GPO policy; etc and take a bit-for-bit image. One software that has done the job very well for me is Paladin.
How to get points
If you can send me a screenshot showing me that you had installed Paladin .ISO and made your USB device a bootable device with Paladin using Rufus then you get 10 points.
If you can send me a screenshot showing that you had a chance to boot your computer into Paladin then you will earn an extra 10 points. It is not necessary for you to take a forensic image of your PC but I have included generic instructions here.
Assumptions:
1. You have downloaded Rufus on your computer
2. You have downloaded Paladin on your computer.
Instructions:
1. Make sure you have at least one USB drive.
2. If not down already, download Rufus from https://rufus.ie/.
3. If not done already, download the Paladin ISO image from this website: https://sumuri.com/product/paladin-64-bit-version-7/ which is free. It’s suggested price is $25.00 but you can adjust the price to $0 then order. To be clear – do not pay anything.
4. Insert the USB device in your computer.
5. Run Rufus where you install the Paladin .ISO file on the USB device and make it bootable. Now I could provide you step by step instructions, but this is a Masters class so I want you to explore a bit and figure this out. One good video is this: https://www.youtube.com/watch?v=V6JehM0WDTI.
6. After you are done using Rufus where you have installed Paladin.ISO on the USB device and made it bootable then make sure the USB device is in the PC.
7. Restart your PC. Press F9(HP) laptop) or F12 (Dell laptop) so you can be taken into the BIOS bootup menu.
8. This is where things get a bit tricky e.g. your compute may be configured differently where you have to adjust your BIOS settings. If you do not feel comfortable doing this then stop here. I do not want you to mess up your computer. You have already earned ten extra points!
9. If you still proceed then you will see a list of bootable devices. You may, for example, see a list of devices. Pick the device .
Business UsePractical Connection WorkThis work is a writte.docxfelicidaddinwoodie
Business Use
Practical Connection Work
This work is a written assignment where students will demonstrate how this course research has connected and been put into practice within their own career.
Assignment:
Provide a reflection of at least 500 words of how the knowledge, skills, or theories of this course, to date, have been applied, or could be applied, in a practical manner to your current work environment.
If you are not currently working, then this is where you can be creative and identify how you THINK this could be applied to an employment opportunity in your field of study.
Requirements:
Provide a 500 word minimum reflection.
Use of proper APA formatting and citations. If supporting evidence from outside resources is used those must be properly cited.
Share a personal connection that identifies specific knowledge and theories from this course.
You should NOT provide an overview of the assignments given in the course. Reflect and write about how the knowledge and skills obtained through meeting course objectives were applied or could be applied in the workplace.
// Pediatric depressionTherapy for Pediatric Clients with Mood Disorders
An African American Child Suffering From Depression
BACKGROUND INFORMATION
The client is an 8-year-old African American male who arrives at the ER with his mother. He is exhibiting signs of depression.
Client complained of feeling “sad” Mother reports that teacher said child is withdrawn from peers in class Mother notes decreased appetite and occasional periods of irritation Client reached all developmental landmarks at appropriate ages Physical exam unremarkable Laboratory studies WNL Child referred to psychiatry for evaluation Client seen by Psychiatric Nurse Practitioner
MENTAL STATUS EXAM
Alert & oriented X 3, speech clear, coherent, goal directed, spontaneous. Self-reported mood is “sad”. Affect somewhat blunted, but child smiled appropriately at various points throughout the clinical interview. He denies visual or auditory hallucinations. No delusional or paranoid thought processes noted. Judgment and insight appear to be age-appropriate. He is not endorsing active suicidal ideation, but does admit that he often thinks about himself being dead and what it would be like to be dead.
The PMHNP administers the Children's Depression Rating Scale, obtaining a score of 30 (indicating significant depression)
RESOURCES
§ Poznanski, E., & Mokros, H. (1996). Child Depression Rating Scale--Revised. Los Angeles, CA: Western Psychological Services.
Decision Point OneSelect what the PMHNP should do:Begin Zoloft 25 mg orally daily
Begin Paxil 10 mg orally daily
Begin Wellbutrin 75 mg orally BID
.
Business System Analyst
SUMMARY:
· Cognos Business In experience intelligence with expertise in Software Design, Development, and Analysis, Teradata, Testing, Data Warehouse and Business Intelligence tools.
· Expertise in Cognos 11/10.2, 10.1, 8.x (Query Studio, Report Studio, Analysis Studio, Business Insight/Workspace, Business Insight/Workspace Advanced, Metric Studio (Score carding), Framework Manager, Cognos Connection)
· Expertise in Installation and Configuration of Cognos BI Products in Distributed environment on Windows
· Expertise with Framework Manager Modeling (Physical Layer, Business Layer, Packages) and Complex Report building with Report Studio.
· Expertise developing complex reports using drill-through reports, prompts, dashboards, master-detail, burst-reports, dynamic filtering in Cognos.
· Expertise in creating Dashboard reports using Java Script in Report studio.
· Expertise in building scorecard reports and dashboard reports using metric studio.
· Expertise with Transformer models and cubes that were used in Power play analysis and also these cubes were used in various Analysis Studio reports.
· Expertise with MDX Functions in Report Studio using Multi-dimensional Sources.
· Expertise with Cognos security (LDAP, Active Directory, Access manager, object level security, data security).
· Expertise with Tabbed Inter-phases and with Interactive Behavior of value based chart highlighting.
· Sound Skills in developing SQL Scripts, PL/SQL Stored Procedures, functions, packages.
· Expertise on production support and troubleshoot/test issues with existing reports and cubes.
· Experienced with MS SQL Server BI Tools like SSIS, SSRS and SSAS.
· Expertise in creation of packages, Data and Control tasks, Reports and Cubes using MS SQL Server BI Tools.
· Ability to translate business requirements into technical specifications and interact with end users to gather requirements for reporting.
· Good understanding of business process in Financial, Insurance and Healthcare areas.
· Expertise in infrastructure design for the cognos environment and security setup for different groups as per business requirement.
· Creating training material on all the Ad-Hoc training
· Expertise in all the basic administrative tasks like deployments, routing rule setup’s , user group setup , folder level securities etc.
· Have deployment knowledge of IBM Cognos report in Application servers like WAS.
· Have knowledge on handling securities and administration functionalities on IBM Cognos 10.x
· Good work ethics, detail oriented, fast learner, team oriented, flexible and adaptable to all kinds of stressful environments. Possess excellent communication and interpersonal skills.
Technical Skills:
BI Platform
Cognos 11,10.2, 10.1, 8.x (Query Studio, Report Studio, Analysis Studio, Business Insight/Workspace, Business Insight/Workspace Advanced, Metric Studio (Score carding), Framework Manager, Cognos Connection)
Data Base
MS Access, MS SQL Server, Orac.
Business StrategyOrganizations have to develop an international .docxfelicidaddinwoodie
Business Strategy
Organizations have to develop an international Human Resources Management Strategy, when they expand globally. Which do you think is more critical for international Human Resource Management:
Understanding the cultural environment, or
Understanding the political and legal environment?
Please choose 1 position and give a rationale; examples are also a way to demonstrate your understanding of the learning concepts.
.
Business StrategyGroup BCase Study- KFC Business Analysis.docxfelicidaddinwoodie
Business Strategy
Group B
Case Study- KFC Business Analysis
Abstract
Introduced in 1952 by Colonel Sanders
Second largest restaurant chain today in terms of popularity
Annual revenue of $23 billion
Diversified its menu to suit cultural needs of people across different countries
Hindering factors in KFC’s growth are growing consumer health consciousness, animal welfare criticism, environmental criticism
Introduction
KFC was born in 1952 and its founder was Colonel Sanders
First franchise to grow globally over international market
By the 1960s – 1980s the market was booming in countries like England, Mexico, China
Management and ownership transferred over the years to Heublin, Yum Brands and PepsiCo.
Annual revenue of $23 billion in 2013
KFC had expanded its menu to suit cultural needs of people across different countries
Hindering factors in KFC’s growth are growing consumer health consciousness, animal welfare criticism, environmental criticism, logistic management issue in UK, cultural differences in Asian countries towards accepting the fried chicken menu.
Factors contributing to KFC’s global success
The core reason for KFCs success is it’s mandate to follow strict franchise protocols that have continuously satisfied customers demands:
The quality of the chicken cooked in KFC has certain specific guidelines
The size of the restaurant should be 24x60 feet.
The restaurant washrooms and ktichen has certain cleanliness standards
Food that is not sold off needs to be trashed
The workers need to have a specific clothing and uniform.
A certain % of the gross earnings should be used for advertisement and R&D
Air conditioning is mandatory in the outlets
Global number of KFC restaurants in the past decade
Importance of cultural factors to KFC’s sales success in India and China
Culture is the collective programming of the human mind that distinguishes the members of one human group from those of another. Culture in this sense is a system of collectively held values
“Culture is everything that people have, think, and do as members of their society”, which demonstrating that culture is made up of (1) material objects; (2) ideas, values, attitudes and beliefs; and (3) specified, or expected behavior.
Many scholars have theorized and studied the notion of cross-cultural adaptation, which tends to move from one culture to another one, by learning the elements such as rules, norms, customs, and language of the new culture (Oberg 1960, Keefe and Padilla 1987, Kealey 1989). According to Ady (1995),
“Cultural adaptation is the evolutionary process by which an individual modifies his personal habits and customs to fit into a particular culture. It can also refer to gradual changes within a culture or society that occur as people from different backgrounds participating in the culture and sharing their perspectives and practices.”
Cultural factors in India that go against KFC’s original recipe.
.
Business Strategy Differentiation, Cost Leadership, a.docxfelicidaddinwoodie
Business Strategy:
Differentiation, Cost Leadership,
and Integration
Lina Deng
Business Strategy and Competitive Advantage
• A business-level strategy is an integrated and
coordinated set of commitments and actions designed
to provide value to customers and to gain a competitive
advantage by utilizing core competencies in specific
individual product markets.
6–2
Business-Level Strategy:
How to Compete for Advantage?
• Answer the “Who, What, Why, and How”
Ø Who - which customer segments to serve?
Ø What needs, wishes, desires will we satisfy?
Ø Why do we want to satisfy them?
Ø How will we satisfy customers’ needs?
• Details actions that managers take in the quest
for competitive advantage
Ø Single product or group of similar products
6–3
Industry and Firm Effects Jointly Determine
Competitive Advantage
6–4
Business Strategy and Competitive Advantage
• Two fundamental questions:
Ø How do you generate advantage?
Ø How do you sustain advantage?
• Key idea for sustainability is “barriers to imitation.”
Ø How long will it be before the first rival
imitates the first mover?
Ø How fast does new imitation occur
once it starts?
v These two factors determine appropriability.
6–5
Business Strategy and Competitive Advantage
• Does market share generate competitive advantage?
Ø The computer industry is an excellent example of the lack
of correspondence between market share and profit rates.
IBM was a clear market leader in terms of market share
but had only mediocre economic performance relative to its
rivals. High market share is no guarantee of high rates
of profitability.
6–6
Business Strategy and Competitive Advantage
• Does market share generate competitive advantage?
Ø Perhaps high market share causes high profit rates.
Ø But it could equally well be that there is a third factor
(e.g., good service capabilities, such as those of
Caterpillar), either not considered or unobserved by us,
that causes both high profitability and high market share.
v In this case, we would see a correlation
between profitability and market share
but there is no causal explanation.
Business Strategy and Competitive Advantage
• When can market share work to generate and sustain
an advantage?
Ø Scale economies (to generate cost leadership advantage)
combined with high exit costs (to sustain the advantage)
may make market share a defensible advantage.
6–8
Business Strategy and Competitive Advantage
• An organization’s knowledge or expertise can lead to
sustainable advantage if:
Ø The knowledg.
More Related Content
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Running head STRATEGIC MANAGEMENT AND STRATEGIC COMPETITIVEN.docxtoltonkendal
Running head: STRATEGIC MANAGEMENT AND STRATEGIC COMPETITIVENESS
6
STRATEGIC MANAGEMENT AND STRATEGIC COMPETITIVENESS
Strategic Management and Strategic Cmpetitiveness
KaToya Jones
Dr. Wanda Tillman
Business Administration Capstone
January 14, 2018
Introduction
Strategic competitiveness is gained when an organization successfully establishes as well as implements a value-creating approach. In this perspective, strategy refers to a cohesive and coordinated combination of commitments and also to mention actions developed to exploit primary competencies in order to gain a competitive advantage (Hitt, Ireland, & Artz, 1999). This occurs when a firm implements a strategy unique from that of competitors giving them leverage. As a result, the firm is able to ensure above average returns and satisfy investor’s expectations from other investments with a common likelihood of risk. This paper will focus on Twitter, Inc to examine how globalization and advancement in technology have impacted the company. Further, applying the industrial organization model and resource-based model I will explore how the company could earn more profits, analyze how both the vision and the statement of the company impact its overall triumph and lastly investigate how Twitter’s stakeholders impact on the its overall success.
How globalization and technology changed Twitter Inc.
The modern world is transforming into a time of technological invention. Existence of new innovations on top of the available technological resources is such a remarkable achievement. As it improves, it as well spreads to other parts of the world. In this case the global spread of innovations it avails vast connections which consequently creates new markets across the world. Focusing on social media, it is one of those tools that can easily be exploited by those who are connected. Basically, as access is gained on a larger scale, it avails multiple market opportunities to those outsourcing ideas. In today’s world, the use of social media has revolutionized out society. Basing this on real life events various social media platforms have contributed to activism. This, however, has been criticized by many but the point is that social media is revolutionizing the world. Therefore, there’s no doubt that the present as well as the future transformation will still use social media. This is because social media platforms capture considerable large audience within a short period of time. In this case, the widespread of social media platforms such as Twitter; the company growth cannot be stopped.
Globalization and technology have contributed to the consistent growth of the company. For instance, according to Complete the micro-blogging sites recorded 23 million unique users with an increased growth (Java et al, 2007, August). This does not include the large number of people that do not visit Twitter.com but instead use third party service to update. Focusing on the trend the company hopes to h ...
The biggest corporation, like the humblest citizen, must be h.docxmehek4
“The biggest corporation, like the humblest citizen, must be held to strict compliance with the will of the people.”
--Theodore Roosevelt
“A business that makes nothing but money is a poor kind of business.”
Henry Ford, founder of Ford Motor Company
Managing and Prioritizing Stakeholders
Organizational Issues
All organizations are faced with challenges or issues.
An issue is any event, trend, controversy, or public policy development that might affect the corporation.
An issue can also be understood as a gap between stakeholder expectations and the actual performance of a business.
Some important contemporary issues: domestic partner benefits, environmental performance, genetically modified food, affirmative action….the list can go on and on.
Stakeholders
Stakeholder theory argues that organizations need to identify and resolve issues in light of all their various stakeholders.
Stakeholder: Any group that has a vested interest in the operations of the firm
Include: employees, suppliers, stockholders, customers, the government, local communities, and society as a whole
Why Partner with Stakeholders?
Instrumental Perspective (“Do it because it will pay off in the end")
Enhanced ability to predict/control the external environment .
Higher percentage of successful new product/service introductions Higher levels of operating efficiency .
Fewer incidents of damaging moves by stakeholders (i.e., boycotts, strikes, bad press).
Less conflict with stakeholders resulting in fewer legal suits.
More favorable legislation/regulation .
More reasonable contracts .
Higher entry barriers leading to more favorable competitive environment Higher levels of trust.
Higher levels of profitability?
Greater organizational flexibility.
Normative Perspective (“Do it because it is the right thing to do")
Moral and philosophical basis for recognition of stakeholder interests.
Moral Manager
Defines a managers response to stakeholders – three approaches.
Immoral
Not only does not care how his/her decisions impact the stakeholders, but the actions are actively counter to what is the right and ethical thing to do.
Focus only on the goals of the of the company.
Considers laws as constants or barriers that are ignored in the company.
Amoral
Manager who is considered ethically neutral.
Ethical considerations are not contemplated in the decision making process.
Moral
Those managers who understand the relevance of considering ethical issues when they are making decisions.
What moral responsibilities – economic, legal, ethical, and philanthropic – does our firm have to its stakeholders?
Philanthropic Responsibilities
Be a good corporate citizen.
Ethical Responsibilities
Be ethical.
Legal Responsibilities
Obey the law.
Economic Responsibilities
Be profitable.
Copyright 2001 Harcourt, Inc.
Performing a Stakeholder Analysis:
1. Map your stakeholder relationships.
2. Assess ...
2 Social Responsibility and Stakeholders.Jonathan Alcorn.docxeugeniadean34240
2 Social Responsibility and Stakeholders
.Jonathan Alcorn/ZUMA Press/Corbis
Learning Outcomes
After reading this chapter, you should be able to do the following:
• Examine strategic approaches to social responsibility.
• Analyze the value of corporate social responsibility.
• Evaluate the stakeholder’s role in business ethics and social responsibility and identify the steps required
for stakeholder engagement.
ped82162_02_c02_037-076.indd 37 4/23/15 8:33 AM
Introduction
Introduction
Patagonia: The Responsible Company
Specializing in outdoor clothing in a niche market, Patagonia, Inc. has long been considered
a responsible company. Top executives make it a priority to convey the message that they
care about their employees, their customers, and the environment. What does it mean to be
a responsible company? The founder and owner of Patagonia, Yvon Chouinard, has admit-
ted that he did not intend for Patagonia to be an industry leader in social and environmental
responsibility when he started the company in 1972. Only after addressing a series of deci-
sions in product design, supply, and marketing did Patagonia executives realize that every
business has responsibilities beyond profit. Chouinard decided that he wanted to make a dif-
ference in the world by offering quality products that had minimal environmental impact and
providing employees with meaningful work.
In 1988, staff at one of the Patagonia stores began to experience headaches due to a malfunc-
tioning ventilation system that was recirculating formaldehyde into the air. The source of
formaldehyde was linked to the finishing process of the cotton used in the company’s prod-
ucts. By exploring the issue in detail, Patagonia discovered that formaldehyde in clothing could
create adverse reactions for customers, including cancers and other illnesses. In response, the
company investigated the environmental impact of the materials in their clothing. Based on
their findings, they initiated a switch to organic cotton that was not readily available. Working
with suppliers in the United States and later internationally, Patagonia was able to secure a
greater supply of organic cotton that is free from the harmful chemicals that can affect cus-
tomers and employees as well as the environment. These types of situations have shown that
being a responsible company entails focusing on a broad range of stakeholders and provides
for a viable and sustainable business.
Patagonia has since become a leader in social responsibility. In their book, The Responsible
Company (2012), Chouinard and Vincent Stanley, the company’s chief storyteller and editor
of the Footprint Chronicles (the company’s website that provides transparency to the public
by showing the social and environmental impact of Patagonia products), share five elements
of business responsibility as a model for other companies. These are responsibilities to:
1. The health of the business, including the obl.
Business UseWeek 1 Assignment #1Instructions1. Plea.docxfelicidaddinwoodie
Business Use
Week 1: Assignment #1
Instructions
1. Please read these two articles:
· Using forensics against a fitbit device to solve a murder: https://www.cbsnews.com/news/the-fitbit-alibi-21st-century-technology-used-to-help-solve-wisconsin-moms-murder/
· How Amazon Echo could be forensically analyzed! https://www.theverge.com/2017/1/6/14189384/amazon-echo-murder-evidence-surveillance-data
2. Then go around in your residence / dwelling (home, apartment, condo, etc) and be creative.
3. Identify at least five appliances or devices that you THINK could be forensically analyzed and then identify how this might be useful in an investigation. Note - do not count your computer or mobile device. Those are obvious!
4. I expect at least one paragraph answer for each device.
Why did I assign this?
The goal is to have you start THINKING about how any device, that is capable of holding electronic data (and transmitting to the Internet) could be useful in a particular investigation!
Due Date
This is due by Sunday, May 10th at 11:59PM
Surname 6
Informative speech on George Stinney Jr.
A. Info research analysis
The general purpose of the speech was to inform people about the civil injustice being done against the African American community in the United States. The specific purpose of the speech was to portray to the audience how an innocent 14-year old black boy suffered in the hands of the South Carolina State law enforcing officers. He was falsely accused of killing two white girls and electrocuted within two months after conviction.
I decided the topic of my speech after perusing through all the suggested topics ad found that the story of George Stinney Jr. was touching and emotional entirely.
This topic benefits the audience and the society in general by giving them an insight of the cruelty that the American law system has against the African American community. The audience gets to know how the shady investigations were done with claims that George had pleaded guilty to the charges of murder when there was no real evidence tying him to the crime or a signed plea agreement.
The alternative view that I found in the research was the version of the investigating officer of the case who claimed that the 14-year old boy managed to kill two girls aged 11 and 7 with a blunt object and ditch them in a nearby trench. This alternative point of view did not make sense because it is hard for a 14-year old boy to use the force that was reported by postmortem results to kill the girls. Therefore, I knew everything was a lie and I had to take the point of view of George’s innocence.
B. informative outline
Introduction:
George Stinney Jr. was an African American boy born on October 21, 1929 in Pinewood, South Carolina, U.S. He is considered as the youngest person to be executed by the United State government in 20th century.
Main body
Investigations of the alleged crimes (Bickford, 05)
The investigations concerning the alleged crimes of George S.
Business UsePALADIN ASSIGNMENT ScenarioYou are give.docxfelicidaddinwoodie
Business Use
PALADIN ASSIGNMENT
Scenario:
You are given a PC and you are faced with this scenario: you don’t know the password to the PC which means you can’t login so you can use a forensic tool like FTK IMAGER to capture the hard drive as a bit-for-bit forensic image AND/OR
1. The hard drive is either soldiered onto the motherboard (there are some new hard drives like this!) or cannot be removed because the screws are stripped (this has happened to me);
2. Even if you figured out the password or got an admin password the PC may have its USB ports blocked via a GPO policy (this is very common in corporations now);
3. Even if you can get the GPO policy overridden you may have some concerns about putting it on the network (which is true especially if you are dealing with malware).
So what you can you do? The best solution is to boot the PC up into forensically sound environment that lets you bypass the password aspect; GPO policy; etc and take a bit-for-bit image. One software that has done the job very well for me is Paladin.
How to get points
If you can send me a screenshot showing me that you had installed Paladin .ISO and made your USB device a bootable device with Paladin using Rufus then you get 10 points.
If you can send me a screenshot showing that you had a chance to boot your computer into Paladin then you will earn an extra 10 points. It is not necessary for you to take a forensic image of your PC but I have included generic instructions here.
Assumptions:
1. You have downloaded Rufus on your computer
2. You have downloaded Paladin on your computer.
Instructions:
1. Make sure you have at least one USB drive.
2. If not down already, download Rufus from https://rufus.ie/.
3. If not done already, download the Paladin ISO image from this website: https://sumuri.com/product/paladin-64-bit-version-7/ which is free. It’s suggested price is $25.00 but you can adjust the price to $0 then order. To be clear – do not pay anything.
4. Insert the USB device in your computer.
5. Run Rufus where you install the Paladin .ISO file on the USB device and make it bootable. Now I could provide you step by step instructions, but this is a Masters class so I want you to explore a bit and figure this out. One good video is this: https://www.youtube.com/watch?v=V6JehM0WDTI.
6. After you are done using Rufus where you have installed Paladin.ISO on the USB device and made it bootable then make sure the USB device is in the PC.
7. Restart your PC. Press F9(HP) laptop) or F12 (Dell laptop) so you can be taken into the BIOS bootup menu.
8. This is where things get a bit tricky e.g. your compute may be configured differently where you have to adjust your BIOS settings. If you do not feel comfortable doing this then stop here. I do not want you to mess up your computer. You have already earned ten extra points!
9. If you still proceed then you will see a list of bootable devices. You may, for example, see a list of devices. Pick the device .
Business UsePractical Connection WorkThis work is a writte.docxfelicidaddinwoodie
Business Use
Practical Connection Work
This work is a written assignment where students will demonstrate how this course research has connected and been put into practice within their own career.
Assignment:
Provide a reflection of at least 500 words of how the knowledge, skills, or theories of this course, to date, have been applied, or could be applied, in a practical manner to your current work environment.
If you are not currently working, then this is where you can be creative and identify how you THINK this could be applied to an employment opportunity in your field of study.
Requirements:
Provide a 500 word minimum reflection.
Use of proper APA formatting and citations. If supporting evidence from outside resources is used those must be properly cited.
Share a personal connection that identifies specific knowledge and theories from this course.
You should NOT provide an overview of the assignments given in the course. Reflect and write about how the knowledge and skills obtained through meeting course objectives were applied or could be applied in the workplace.
// Pediatric depressionTherapy for Pediatric Clients with Mood Disorders
An African American Child Suffering From Depression
BACKGROUND INFORMATION
The client is an 8-year-old African American male who arrives at the ER with his mother. He is exhibiting signs of depression.
Client complained of feeling “sad” Mother reports that teacher said child is withdrawn from peers in class Mother notes decreased appetite and occasional periods of irritation Client reached all developmental landmarks at appropriate ages Physical exam unremarkable Laboratory studies WNL Child referred to psychiatry for evaluation Client seen by Psychiatric Nurse Practitioner
MENTAL STATUS EXAM
Alert & oriented X 3, speech clear, coherent, goal directed, spontaneous. Self-reported mood is “sad”. Affect somewhat blunted, but child smiled appropriately at various points throughout the clinical interview. He denies visual or auditory hallucinations. No delusional or paranoid thought processes noted. Judgment and insight appear to be age-appropriate. He is not endorsing active suicidal ideation, but does admit that he often thinks about himself being dead and what it would be like to be dead.
The PMHNP administers the Children's Depression Rating Scale, obtaining a score of 30 (indicating significant depression)
RESOURCES
§ Poznanski, E., & Mokros, H. (1996). Child Depression Rating Scale--Revised. Los Angeles, CA: Western Psychological Services.
Decision Point OneSelect what the PMHNP should do:Begin Zoloft 25 mg orally daily
Begin Paxil 10 mg orally daily
Begin Wellbutrin 75 mg orally BID
.
Business System Analyst
SUMMARY:
· Cognos Business In experience intelligence with expertise in Software Design, Development, and Analysis, Teradata, Testing, Data Warehouse and Business Intelligence tools.
· Expertise in Cognos 11/10.2, 10.1, 8.x (Query Studio, Report Studio, Analysis Studio, Business Insight/Workspace, Business Insight/Workspace Advanced, Metric Studio (Score carding), Framework Manager, Cognos Connection)
· Expertise in Installation and Configuration of Cognos BI Products in Distributed environment on Windows
· Expertise with Framework Manager Modeling (Physical Layer, Business Layer, Packages) and Complex Report building with Report Studio.
· Expertise developing complex reports using drill-through reports, prompts, dashboards, master-detail, burst-reports, dynamic filtering in Cognos.
· Expertise in creating Dashboard reports using Java Script in Report studio.
· Expertise in building scorecard reports and dashboard reports using metric studio.
· Expertise with Transformer models and cubes that were used in Power play analysis and also these cubes were used in various Analysis Studio reports.
· Expertise with MDX Functions in Report Studio using Multi-dimensional Sources.
· Expertise with Cognos security (LDAP, Active Directory, Access manager, object level security, data security).
· Expertise with Tabbed Inter-phases and with Interactive Behavior of value based chart highlighting.
· Sound Skills in developing SQL Scripts, PL/SQL Stored Procedures, functions, packages.
· Expertise on production support and troubleshoot/test issues with existing reports and cubes.
· Experienced with MS SQL Server BI Tools like SSIS, SSRS and SSAS.
· Expertise in creation of packages, Data and Control tasks, Reports and Cubes using MS SQL Server BI Tools.
· Ability to translate business requirements into technical specifications and interact with end users to gather requirements for reporting.
· Good understanding of business process in Financial, Insurance and Healthcare areas.
· Expertise in infrastructure design for the cognos environment and security setup for different groups as per business requirement.
· Creating training material on all the Ad-Hoc training
· Expertise in all the basic administrative tasks like deployments, routing rule setup’s , user group setup , folder level securities etc.
· Have deployment knowledge of IBM Cognos report in Application servers like WAS.
· Have knowledge on handling securities and administration functionalities on IBM Cognos 10.x
· Good work ethics, detail oriented, fast learner, team oriented, flexible and adaptable to all kinds of stressful environments. Possess excellent communication and interpersonal skills.
Technical Skills:
BI Platform
Cognos 11,10.2, 10.1, 8.x (Query Studio, Report Studio, Analysis Studio, Business Insight/Workspace, Business Insight/Workspace Advanced, Metric Studio (Score carding), Framework Manager, Cognos Connection)
Data Base
MS Access, MS SQL Server, Orac.
Business StrategyOrganizations have to develop an international .docxfelicidaddinwoodie
Business Strategy
Organizations have to develop an international Human Resources Management Strategy, when they expand globally. Which do you think is more critical for international Human Resource Management:
Understanding the cultural environment, or
Understanding the political and legal environment?
Please choose 1 position and give a rationale; examples are also a way to demonstrate your understanding of the learning concepts.
.
Business StrategyGroup BCase Study- KFC Business Analysis.docxfelicidaddinwoodie
Business Strategy
Group B
Case Study- KFC Business Analysis
Abstract
Introduced in 1952 by Colonel Sanders
Second largest restaurant chain today in terms of popularity
Annual revenue of $23 billion
Diversified its menu to suit cultural needs of people across different countries
Hindering factors in KFC’s growth are growing consumer health consciousness, animal welfare criticism, environmental criticism
Introduction
KFC was born in 1952 and its founder was Colonel Sanders
First franchise to grow globally over international market
By the 1960s – 1980s the market was booming in countries like England, Mexico, China
Management and ownership transferred over the years to Heublin, Yum Brands and PepsiCo.
Annual revenue of $23 billion in 2013
KFC had expanded its menu to suit cultural needs of people across different countries
Hindering factors in KFC’s growth are growing consumer health consciousness, animal welfare criticism, environmental criticism, logistic management issue in UK, cultural differences in Asian countries towards accepting the fried chicken menu.
Factors contributing to KFC’s global success
The core reason for KFCs success is it’s mandate to follow strict franchise protocols that have continuously satisfied customers demands:
The quality of the chicken cooked in KFC has certain specific guidelines
The size of the restaurant should be 24x60 feet.
The restaurant washrooms and ktichen has certain cleanliness standards
Food that is not sold off needs to be trashed
The workers need to have a specific clothing and uniform.
A certain % of the gross earnings should be used for advertisement and R&D
Air conditioning is mandatory in the outlets
Global number of KFC restaurants in the past decade
Importance of cultural factors to KFC’s sales success in India and China
Culture is the collective programming of the human mind that distinguishes the members of one human group from those of another. Culture in this sense is a system of collectively held values
“Culture is everything that people have, think, and do as members of their society”, which demonstrating that culture is made up of (1) material objects; (2) ideas, values, attitudes and beliefs; and (3) specified, or expected behavior.
Many scholars have theorized and studied the notion of cross-cultural adaptation, which tends to move from one culture to another one, by learning the elements such as rules, norms, customs, and language of the new culture (Oberg 1960, Keefe and Padilla 1987, Kealey 1989). According to Ady (1995),
“Cultural adaptation is the evolutionary process by which an individual modifies his personal habits and customs to fit into a particular culture. It can also refer to gradual changes within a culture or society that occur as people from different backgrounds participating in the culture and sharing their perspectives and practices.”
Cultural factors in India that go against KFC’s original recipe.
.
Business Strategy Differentiation, Cost Leadership, a.docxfelicidaddinwoodie
Business Strategy:
Differentiation, Cost Leadership,
and Integration
Lina Deng
Business Strategy and Competitive Advantage
• A business-level strategy is an integrated and
coordinated set of commitments and actions designed
to provide value to customers and to gain a competitive
advantage by utilizing core competencies in specific
individual product markets.
6–2
Business-Level Strategy:
How to Compete for Advantage?
• Answer the “Who, What, Why, and How”
Ø Who - which customer segments to serve?
Ø What needs, wishes, desires will we satisfy?
Ø Why do we want to satisfy them?
Ø How will we satisfy customers’ needs?
• Details actions that managers take in the quest
for competitive advantage
Ø Single product or group of similar products
6–3
Industry and Firm Effects Jointly Determine
Competitive Advantage
6–4
Business Strategy and Competitive Advantage
• Two fundamental questions:
Ø How do you generate advantage?
Ø How do you sustain advantage?
• Key idea for sustainability is “barriers to imitation.”
Ø How long will it be before the first rival
imitates the first mover?
Ø How fast does new imitation occur
once it starts?
v These two factors determine appropriability.
6–5
Business Strategy and Competitive Advantage
• Does market share generate competitive advantage?
Ø The computer industry is an excellent example of the lack
of correspondence between market share and profit rates.
IBM was a clear market leader in terms of market share
but had only mediocre economic performance relative to its
rivals. High market share is no guarantee of high rates
of profitability.
6–6
Business Strategy and Competitive Advantage
• Does market share generate competitive advantage?
Ø Perhaps high market share causes high profit rates.
Ø But it could equally well be that there is a third factor
(e.g., good service capabilities, such as those of
Caterpillar), either not considered or unobserved by us,
that causes both high profitability and high market share.
v In this case, we would see a correlation
between profitability and market share
but there is no causal explanation.
Business Strategy and Competitive Advantage
• When can market share work to generate and sustain
an advantage?
Ø Scale economies (to generate cost leadership advantage)
combined with high exit costs (to sustain the advantage)
may make market share a defensible advantage.
6–8
Business Strategy and Competitive Advantage
• An organization’s knowledge or expertise can lead to
sustainable advantage if:
Ø The knowledg.
Business RequirementsReference number Document Control.docxfelicidaddinwoodie
Business Requirements
Reference number:
Document Control
Change Record
Date
Author
Version
Change Reference
Reviewers
Name
Position
Table of Contents
2Document Control
1
Business Requirements
4
1.1
Project Overview
4
1.2
Background including current process
4
1.3
Scope
4
1.3.1
Scope of Project
4
1.3.2
Constraints and Assumptions
5
1.3.3
Risks
5
1.3.4
Scope Control
5
1.3.5
Relationship to Other Systems/Projects
5
1.3.6
Definition of Terms (if applicable)
5
1 Business Requirements
1.1 Project Overview
Provide a short, yet complete, overview of the project.
1.2 Background including current process
Describe the background to the project, (same section may be reused in the Quality Plan) include:
This project is
The project goal is to
The IT role for this project is
1.3 Scope
1.3.1 Scope of Project
The scope of this project includes a number of areas. For each area, there should be a corresponding strategy for incorporating these areas into the overall project.
Applications
In order to meet the target production date, only these applications will be implemented:
Sites
These sites are considered part of the implementation:
Process Re-engineering
Re-engineering will
Customization
Customizations will be limited to
Interfaces
the interfaces included are:
Architecture
Application and Technical Architecture will
Conversion
Only the following data and volume will be considered for conversion:
Testing
Testing will include only
Funding
Project funding is limited to
Training
Training will be
Education
Education will include
1.3.2 Constraints and Assumptions
The following constraints have been identified:
The following assumptions have been made in defining the scope, objectives and approach:
1.3.3 Risks
The following risks have been identified as possibly affecting the project during its progression:
1.3.4 Scope Control
The control of changes to the scope identified in this document will be managed through the Change Control, with business owner representative approval for any changes that affect cost or timeline for the project.
1.3.5 Relationship to Other Systems/Projects
It is the responsibility of the business unit to inform IT of other business initiatives that may impact the project. The following are known business initiatives:
1.3.6 Definition of Terms (if applicable)
List any definitions that will be used throughout the duration of the project.
5
A working structure is the fundamental programming that bargains with all the mechanical social affair and other programming on a PC. It other than pulls in us to visit with the PC without perceiving how to talk the piece PC programs language's. A working structure is inside theory of programming on a contraption that keeps everything together. Working systems visit with the's contraption. They handle everything from your solace and mice to the Wi-Fi radio, gathering contraptions, and show. Symbolically, a worki.
Business ProposalThe Business Proposal is the major writing .docxfelicidaddinwoodie
Business Proposal
The Business Proposal is the major writing assignment in the course. You are to create and submit a formal proposal that suggests how to change something within an organization. This organization can be large or small, a place of employment now or in the past, or an organization to which the students belong. From past experiences, it is best to use a business with fewer than 200 employees, and one with which you have personal experience. It could be a place where you currently work or a place you have worked or volunteered in the past.
The change can be specific to a unit or can apply to the whole organization; it can relate to how important information is distributed, who has access to important information, how information is accessed, or any other change in practices the students see as having a benefit. The proposal should be directed to the person or committee with the power to authorize the change. However, if you are working within a large organization, and asking for a small organizational change, communicating with a CEO or president may not make the most sense. You need to think about who within the organization might be the best person for the type of change suggested.
For the submission, you are to follow the guidelines for formal proposals available in Chapter 10 of the text. You can review 10.1, 10.4, and 10.19 for more information about specific components for a well-written formal business proposal. A complete proposal must have all required sections of a formal report excluding the copy of an RFP and the Authorization. The final draft of the proposal should be 1500–2000 words, and include the following necessary formal proposal components:
Letter of transmittal
Executive summary
Title page
Table of contents
List of illustrations
Introduction
Background: Purpose/problem
Proposal: plan, schedule, details
Staffing
Budget
Appendix
Formatting does matter for this assignment, and you are to check the text for details about how to format and draft the different proposal segments. Proposals don't just have text; graphics and charts are necessary, too. In addition, research is important, and footnotes and references must be included. All content should be concise, clear, and detailed. The proposal should be well-written with appropriate grammar, spelling, and punctuation.
This is a scaffolded writing project that consists of four assignments.
.
Business ProjectProject Progress Evaluation Feedback Form .docxfelicidaddinwoodie
Business Project
Project Progress Evaluation
Feedback Form Week 3
Date:
__________________________________________________
Student Name:
__________________________________________________
__________________________________________________
Project Title: Effect Of Increasing Training Budget
Project Type: Business Research
Researchers:
Has a topic been chosen and a problem statement created?
Yes { } NO { }
Was the problem statement submitted in a 1-4 page paper that includes an introduction to the topic with appropriate documentation?
Yes { } No { }
Specifically, if any, needs additional content or rewriting to create more clarity? What specific recommendations do you have to help in this process?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
What is your workable timetable that states specific objectives and target completion dates for completing the final draft of the plan? Write the timetable below:
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Feedback Form #3 – Project Proposal and Plan
▼
THE UK’S LEADING PROVIDER OF EXPERT SERVICES FOR IT PROFESSIONALS
NATIONAL COMPUTING CENTRE
IT Governance
Developing a successful governance strategy
A Best Practice guide for decision makers in IT
IT Governance
Developing a successful governance strategy
A Best Practice guide for decision makers in IT
The effective use of information technology is now an accepted organisational imperative - for
all businesses, across all sectors - and the primary motivation; improved communications and
commercial effectiveness. The swift pace of change in these technologies has consigned many
established best practice approaches to the past. Today's IT decision makers and business
managers face uncertainty - characterised by a lack of relevant, practical, advice and standards
to guide them through this new business revolution.
Recognising the lack of available best practice guidance, the National Computing Centre has
created the Best Practice Series to capture and define best practice across the key aspects of
successful business.
Other Titles in the NCC Best Practice series:
IT Skills - Recruitment and Retention ISBN 0-85012-867-6
The New UK Data Protection Law ISBN 0-85012-868-4
Open Source - the UK opportunity ISBN 0-85012-874-9
Intellectual Property Rights - protecting your intellectual assets ISBN 0-85012-872-2
Aligning IT with Business Strategy ISBN 0-85012-889-7
Enterprise Architecture - underst.
BUSINESS PROCESSES IN THE FUNCTION OF COST MANAGEMENT IN H.docxfelicidaddinwoodie
BUSINESS PROCESSES IN THE FUNCTION OF COST
MANAGEMENT IN HEALTHCARE INSTITUTIONS
1
1
st
IVANA DRAŽIĆ LUTILSKY
Departement of Accounting
Faculty of Economics and Business
University of Zagreb
Croatia
[email protected]
2
nd
LUCIJA JUROŠ
Faculty of Economics and Business
[email protected]
Abstract: This paper is dealing with the importance of business processes regarding costs
tracking and cost management in healthcare institutions. Various changes within the health
care system and funding of hospitals require the introduction of management information
systems and cost accounting. The introduction of cost accounting in public hospitals would
allow the planning and control of costs, monitoring of costs per patient or service and the
calculation of indicators for the analysis and assessment of the economic performance of the
business of public hospitals and lead to the transparency of budget spending. A model that
would be suited to the introduction in the public hospital is full cost allocation model based on
activities or processes that occur, known as the ABC method. Given that this is a calculation
of cost of services provided through various internal business processes, it is important to
identify all business processes in order to be able to calculate the costs incurred by services.
Although the hospital does not do business with the aim to make a profit, they must follow all
the costs (direct and indirect) to be able to calculate the full costs i.e. the price of the service
provided. In addition, the long-term sustainability of business activities in terms of funding
difficulties and the continuous growth of cost of services provided, hospitals must control and
reduce the cost of the program and specific activities. Therefore, the objective of this paper is
to point out the importance of business processes while introducing ABC method.
Keywords: Business Processes, Cost management, ABC method, Healthcare Institutions
1
This work has been fully supported by University of Zagreb funding the project “Business processes in the
implementation of cost management in healthcare system”, Any opinions, findings, and conclusions or
recommendations expressed in this paper are those of the authors and do not necessarily reflect the views of
University of Zagreb.
mailto:[email protected]
1 Introduction
In recent years, the efficiency of the management in health care services and the system of
quality in health care institutions significantly increased. Patients expect more from
healthcare providers and higher standards of care. At the same time, those who pay for
health services are increasingly concerned about the rising costs of health care services, but
also the potential ineffectiveness of the health care system. Consequently, there is a broad
interest in understanding the ways of efficient work of health care management and .
Business Process Management JournalBusiness process manageme.docxfelicidaddinwoodie
Business Process Management Journal
Business process management: a maturity assessment of Saudi Arabian
organizations
Omar AlShathry,
Article information:
To cite this document:
Omar AlShathry, (2016) "Business process management: a maturity assessment of Saudi Arabian
organizations", Business Process Management Journal, Vol. 22 Issue: 3, pp.507-521, https://
doi.org/10.1108/BPMJ-07-2015-0101
Permanent link to this document:
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Business process management:
a maturity assessment of Saudi
Arabian organizations
Omar AlShathry
Department of Information Systems,
Imam Mohammed Bin Saud University, Riyadh, Saudi Arabia
Abstract
Purpose – Business Process Management (BPM) has become increasingly common among organizations
in d.
Business Plan[Your Name], OwnerPurdue GlobalBUSINESS PLANDate.docxfelicidaddinwoodie
Business Plan[Your Name], Owner
Purdue Global
BUSINESS PLAN
Date
1. EXECUTIVE SUMMARY
1.1 Product
1.2 Customers
1.3 What Drives Us
2. COMPANY DESCRIPTION
2.1 Mission and Vision Statements
2.2 Principal Members at Startup (In Unit 7 you will expand on this section to include medium and long term personnel plans for all team members, including the line staff.)
2.2.1 Using chapter 10 of your text, write the plan, using the section in Chapter 10 that shows how to introduce each team member and describe their background and responsibilities. You will start with the leaders and managers, then discuss other employees as needed for your company to grow.
2.2.2 Use this spreadsheet to show the planning
Leaders/managers (unit 1)
When needed (number of months/years after opening)
Outside Services Needed
Key Functions
Add line staff (Unit 7)
2.3 Legal Structure
3. MARKET RESEARCH
3.1 Industry (from SBA, Business Guides by Industry, and Bureau of Labor Statistics)
3.1.1 Industry description
3.2.1 Resources used
3.2 Customers (from SBA site fill in worksheet, then use text for spreadsheets and follow-up explanations)
Add SBA part here:
Then, fill in spreadsheet using this example from the text:
Housewife:
Married Couple:
Age:
35–65
Age:
35–55
Income:
Fixed
Income:
Medium to high
Sex:
Female
Sex:
Male or Female
Family:
Children living at home
Family:
0 to 2 children
Geographic:
Suburban
Geographic:
Suburban
Occupation:
Housewife
Occupation:
Varies
Attitude:
Security minded
Attitude:
Security minded, energy conscious
Older Couple:
Elderly:
Age:
55–75
Age:
70+
Income:
High or fixed
Income:
Fixed
Sex:
Male or Female
Sex:
Male or Female
Family:
Empty nest
Family:
Empty nest
Geographic:
Suburban
Geographic:
Suburban
Occupation:
White-collar or retired
Occupation:
Retired
Attitude:
Security minded, energy conscious
Attitude:
Security minded, energy conscious
Explain who you are targeting and where they are located. Insert information here using these guidelines:
Information About Your Target Market – Narrow your target market to a manageable size. Many businesses make the mistake of trying to appeal to too many target markets. Research and include the following information about your market:
Distinguishing characteristics – What are the critical needs of your potential customers? Are those needs being met? What are the demographics of the group and where are they located? Are there any seasonal or cyclical purchasing trends that may impact your business?
Size of the primary target market – In addition to the size of your market, what data can you include about the annual purchases your market makes in your industry? What is the forecasted market growth for this group? For more information, see the market research guide for tips and free government resources that can help you build a market profile.
How much market share can you gain? – What is the market share.
Business PlanCover Page Name of Project, Contact Info, Da.docxfelicidaddinwoodie
Business Plan
Cover Page
Name of Project, Contact Info, Date
Picture/graphics
Table of Contents
Executive Summary
The Company
The Project
The Industry
The Market
Distribution
Risk Factors
Financing
Sources
List of sources, specific articles, and websites
I WILL PROVIDE MORE INFORMATION IN CHAT TO COMPLETE PROPOSAL.
.
Business Planning and Program Planning A strategic plan.docxfelicidaddinwoodie
Business Planning and Program Planning
A strategic plan specifies how a particular program will realize its objectives. With a strategic plan, it is possible to focus efforts on the accomplishment of a program's goals. A strategic plan provides a link between what a program seeks to accomplish and the required actions for successful program implementation (Kettner, Moroney & Martin, 2017). A business plan, on the contrary, defines the path of business. It includes a company's organizational structure, marketing plan as well as financial projections (Kettner et al., 2017).
Impact of Business Plan on a Program’s Strategic Plan
The logic model can help understand the impact of a business plan on a program’s strategic plan. The logic model comprises five major elements such as inputs, activities, outputs, outcomes, and impacts. The inputs are the resources such as funding, facilities, staff and volunteers needed for a given program. The activities are the events or actions of a program such as running the program and data collection. Outputs are the direct products and the desired effects of a program. Impact recalls the goals of a program (Hodges & Videto, 2011).
The financial projection element of a business plan can impact the strategic planning process of a program. This medium is because the allocated budget, as well as its parameters, must be assessed to ascertain if the funds available are enough to perform the tasks and activities of a program, which is what amounts to strategic planning. Hodges and Videto (2011) asserted that the resources required to implement a program, including those available and those needed, should be reviewed to determine if there are enough resources to achieve the goals of a program. The budget must include allocations for facilities and space, staff, supplies and materials, marketing resources as well as other operational expenses. An accurate budget is vital for the success of a program, and it is critical to consider all the possible expenses plus income.
The relationship between Business Planning and Program Planning
Programs usually face resource constraints, including the difficulty to attract funding streams. Business planning, according to the United States Small Business Administration (n.d.) is a methodology that can be used to address the challenge of financial constraints systematically. A business plan can demonstrate the link or association between a proposed program and social return. Through a funded plan, it is possible for a program to secure funding sources. As such a program plan must include a budget that specifies the number of revenues needed to achieve the program's goals and objectives. From this medium perspective, a budget is considered as an integral component rather than a stand-alone activity of program planning process (Kettner, Moroney and Martin, 2017).
The program planning process must include areas that require add.
Business Plan In your assigned journal, describe the entity you wil.docxfelicidaddinwoodie
Business Plan: In your assigned journal, describe the entity you will utilize and explain your decision.
Must be:
At required length or longer
Written in American English at graduate level
Received on or before the deadline
Must pass turn it in
Written in APA with references
.
Business Plan Part IVPart IV of the Business PlanPart IV of .docxfelicidaddinwoodie
Business Plan Part IV
Part IV of the Business Plan
Part IV of the business plan is due in week 7. Together with this part, you must show to your instructor that you have implemented the necessary corrections based on the part I feedback.
Part IV Requirements
1. Financials Plan
a. Present an in-depth narrative to demonstrate the viability of your business to justify the need for funding.
b. In this section describe financial estimates and rationale which include financial statements and forms that document the viability of your proposed business and its soundness as an investment.
c. Tables and figures must be introduced in the narrative.
i. Describe the form of business (sole-proprietor, LLC, or Corporation).
ii. Prepare three-year projections for income, expenses, and sources of funds.
iii. Base predictions on industry and historical trends.
iv. Make realistic assumptions.
v. Allow for funding changes at different stages of your company’s growth.
vi. Present a written rationale for your projections.
vii. Indicate your startup costs.
viii. Detail how startup funds will be used to advance your proposed business
ix. List current capital and any other sources of funding you may have
x. Document your calculations.
xi. Use reasonable estimates or actual data (where possible).
2. Continuous Improvement System
a. Present a brief summary of the continuous improvement processes that you will utilize for quality management (Six sigma, TQM, etc).
.
BUSINESS PLAN FORMAT Whether you plan to apply for a bu.docxfelicidaddinwoodie
BUSINESS PLAN FORMAT
Whether you plan to apply for a business loan or not, you need to have a roadmap or plan to get you from where you are to the successful operation of your business. The pages that follow demonstrate the content of a simple business plan which has been found to be successful in obtaining startup funds from banks. You are encouraged to use all or whatever portions of this fit your business.
Please DO NOT write page after page of drivel or copy from someone else’s plan or one of those templates you can find on the Internet. In most cases this will not “sound" like you, nor will it be short and to the point. Those who read these things are busy people and will not be inclined to spend time reading irrelevant paperwork.
Throughout this sample, there are
italicized
comments which are meant to guide you in preparation. If you follow this format it is reasonable to expect a finished document with 15-20 pages plus the supporting documents in the last section.
If you have good quality pictures of your space, products or other items, you might include them as another way to convey just what you plan to do. A map of your location, diagram of floor space, or other illustration is also sometimes helpful. On the other hand, do not add materials simply to “bulk-up” the report.
While content is critical, it is also important to make this presentation look as good as possible. For this course, you will create the business plan in Word and submit the plan and all attachments through the Assignment drop box. That means all attachments have to be in digital form. For a bank loan or an investor, you would normally provide them with a print version. Print the pages in black ink on a high quality tinted letterhead paper. Color is not necessary but would add some interest in headlines, etc. Bind the document in a presentation folder or with a spiral binding. Don’t simply punch a staple in the upper left corner.
If your were going to pursue a bank loan or an investor, it would be normal to take this business plan to your SCORE counselor for a review and critique.
NOTE: Before you begin your inspection of the simple plan outline which follows, take a moment to review the Business Plan Checklist on the next page.
BUSINESS PLAN CHECKLIST
By way of review, here is a concise list of the basic requirements for a Business Plan, as recommended by the MIT Enterprise Forum:
·
Appropriate Arrangement
- prepare an executive summary, a table of contents and chapters in the right order.
·
Right Length
- make it not too long and not too short, not too fancy and not too plain.
·
Expectations
- give a sense of what founder(s) and the company expect to accomplish three to seven years in the future.
·
Benefits
- explain in quantitative and qualitative terms the benefit to the consumer of the products and services.
·
Marketability
- present hard evidence of the mar.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
2. a good way to sum up the
guiding philosophy behind deontological ethics. T/F
Answers can be found at the end of the chapter.
Introduction
Chapter 1 discussed the importance of building sustainable
corporations. Running a socially
responsible organization requires multiple people in the
organization to work toward this
goal. The word corps means a body of people engaged in a
collective action. But who consti-
tutes the “corps” in corporation? Achieving sustainability
involves understanding the “who”
of corporations—the human beings who work within them and
help determine their work
culture and behavior patterns.
Achieving corporate sustainability also requires identifying
opportunities and problems and
turning to corporate actors (and outsiders) to help address them.
Most corporate systems
are incredibly large and complex, and they involve a lot of
people. Reasonable boundaries
are needed to delineate the responsibilities of leaders,
managers, and employees. We need to
define who is closest to an issue and who is responsible for
generating solutions to problems.
In order to understand the corporate system and its
characteristics, one must first define the
system. Social network theory helps categorize people in and
around a corporate system (the
stakeholders of the firm) and how they relate to each other and
the organization.
4. affected by their actions. This
means managers need to understand how to identify these
entities. One way to do so is to use
social networks and develop appropriate communication
strategies that allow corporations
to both reach and learn from all parties affected by corporate
behavior.
In any publicly traded corporation, the shareholders (or
stockholders) are those who have
paid money to own part of the company. An older view of
corporations suggests that stake-
holders and shareholders are the same group of people. From
such a vantage point, owners
are the primary ones who matter. People who hold this view
believe that only those who have
a financial interest in the company should provide input on the
company’s strategy. More
recently, stakeholder theory introduced the idea that
shareholders represent just one of
many people who have a legitimate and viable right to impact
corporate strategy.
A stakeholder, then, is a person or organization that has
something to gain or lose through the
outcomes of corporate planning, processes, or projects; or
because of the corporation’s ongo-
ing function. Prudent leaders know how to identify
stakeholders, inform them, solicit their
input, learn from them, and engage them in creating an
appropriate direction for the com-
pany. For example, leaders need the support of at least a
subgroup of stakeholders for every
leadership decision: Employees must enact new plans,
customers need to buy new designs
or services, regulators need to approve new construction or new
5. product launches, activists
need to approve or stop disapproving of corporate changes, and
so on. Thus, all organizations
need to have a clear understanding of who their stakeholders
are, which stakeholder inter-
ests matter, and how to involve stakeholders in creating a
common and profitable future. For
new and perhaps unusual or controversial social responsibility
and sustainability goals, lead-
ers need a very sharp understanding of which stakeholders
might agree with new ideas and
which ones may not. The next sections introduce categories of
stakeholders that are present
in the modern corporation, including their characteristics and
relationships to the corporate
social network.
Market and Nonmarket Stakeholders
Two broad categories of relationships exist between companies
and corporate stakeholders.
The first is between companies and market stakeholders, a term
that includes employees,
stockholders/shareholders, customers, suppliers, retail
wholesalers or dealers, and possibly
creditors. What market stakeholders have in common relates to
the role each stakeholder
plays in getting a product or service to the market or to
consumers. Each one has a particular
kind of interest (usually financial) in the corporation’s well-
being.
The second relationship exists between a company and
nonmarket stakeholders (some-
times called “secondary stakeholders”). A nonmarket
stakeholder has no direct financial
relationship to the corporation but has indirect social,
7. employees’ behavior, since con-
sumer reactions relate to employee options (more customers
equal more work and employ-
ment, fewer customers might mean layoffs or reassignments).
Customer complaints regard-
ing problems could impact employees or lawyers on a daily
basis. The issue also impacts
the marketing efforts, as other employees are trying to continue
to sell Hyundai cars in the
United States. Furthermore, the issue impacts the media, which
chooses whether to report
the issue and what to report, and it also affects those within the
company who deal with the
problem’s public relations aspects. Of course, government
regulators also become involved,
as do people in the legal system who may be involved in the
lawsuits that evolve from the mat-
ter. Moving outward, other Korean manufacturers become
involved too, when they worry if
negative press surrounding Hyundai will hurt other Korean
brands. In total, there are several
thousand stakeholders in this issue that pertains to a select
number of cars. It thus becomes
very difficult for corporate leaders to identity all the competing
and conflicting stakeholder
interests and account for them in their corporate stewardship.
Stakeholder Interests
Market stakeholders primarily have financially motivated
interests in a corporation. Employ-
ees enter into a contract with the corporation to provide time
and talent in exchange for
money. They want a stable relationship with appropriate
compensation and a safe working
environment. Stockholders offer capital to the corporation and
expect an appropriate return
9. resale or redistribution.
Section 2.1Identifying Stakeholders
site. If such people choose not to or cannot speak for
themselves, or if activists in another part
of the world take an interest in that population, then activists in
distant locations also become
nonmarket stakeholders. Nonmarket stakeholders also include
the people who use the prod-
uct extracted from the mine or use products in which the mined
resource is an ingredient.
Think of the materials in most cell phones—everyone with a
particular cell phone constitutes
a market or nonmarket stakeholder in relation to any chemicals
or precious metals that are
common across the brand.
Nongovernmental organizations (NGOs) also have a stake in the
corporation’s well-being
because they monitor corporate actions and ensure they conform
to legal and ethical stan-
dards to protect public safety. In other words, NGOs want to
protect other stakeholder groups.
Regarding the previous example of a mining company, NGOs
interested in indigenous rights,
historical preservation, or environmental safety become
nonmarket stakeholders too. Simi-
larly, media, government organizations, and regulators might be
nonmarket stakeholders.
Competitors are also impacted by corporate decisions such as
changes in price or ingredients,
additional or removed features, or new service offerings, so
they too become stakeholders.
10. The list of stakeholders seems extensive and can be
overwhelming.
As the web of stakeholders within and around a corporation
grows and becomes more com-
plex, the analysis expands from market stakeholders to
nonmarket stakeholders. Corporate
leaders cannot give all stakeholders the same weight. Thus,
good leaders need methods to
identify, weigh, engage, or disregard stakeholders. Some
options for doing so are outlined in
the following section.
Albrecht’s Eight Strategic Radar Screens
Karl Albrecht, Canadian futurist and coauthor of Service
America: Doing Business in the New
Economy, categorizes stakeholders in a more complicated
typology than market and nonmar-
ket. He places stakeholders into categories associated with
various issues. For example, cus-
tomers have particular issues with corporations that differ from
those they have with the gov-
ernment. Albrecht claims that leaders draw issues from eight
distinct strategic radar screens,
or categories. Thoughtful leaders, according to Albrecht, should
categorize issues, people, and
organizations using these dimensions (Albrecht, & Zemke,
2008). These eight areas include
consumer, competitor, economic, technological, social,
political, legal, and geophysical envi-
ronments (see Figure 2.1).
Consumer Environment
Specifically, the consumer environment includes consumers
with various demographics and
characteristics. Consumers vary by gender, age, marital status,
12. Types of
Market
Stakeholders
Source: Adapted from Corporate Radar: Tracking Forces That
Are Shaping Your Forces That Are Shaping Your Business, by
K. Albrecht,
2000, New York: American Management Association.
Competitor Environment
The competitor environment includes organizational
competitors; analysis is required to
consider their strengths and weaknesses. Competitors help
determine how much market
share the corporation can attain and how much the firm can
expand in a particular market-
place. If a competitor is collaborative, firms can gain valuable
insight and technology from
common-ground collaborations or affiliations in trade
associations. There are many exam-
ples of competitors that define a particular corporation’s
strategic approach. For example,
small businesses competing in a small town may change their
strategy and become more
customer-service oriented or offer specialty products if a large
box retail competitor enters
the market and changes the competitive and business landscape.
Economic Environment
The economic environment includes information about cost,
international trade, and other
factors. The availability of investment capital, interest rates,
and the willingness of loan agen-
cies such as banks to provide capital all have a significant
14. products, or even play a role
in customizing and producing a product.
Social Environment
The social environment represents a mixture of many different
voices and influences. This
category includes culture, values, beliefs, and social trends that
arise among employees and
the communities in which corporations reside. For example,
when the gaming industry wants
to open a hotel and casino on tribal land, social organizations
that oppose gambling move to
fight the project. When the tobacco industry develops a vapor
electronic cigarette, social orga-
nizations that advocate for health take public stands in
opposition to the product and propose
regulation. In both examples, there are also advocates for
gaming and for vapor products that
also organize. Almost all corporate activity has at least some
social implication, though not all
corporate activity creates organized social opposition.
Political Environment
The political environment remains a critical factor for firms to
consider, and political consider-
ations represent another type of stakeholder. Political
environmental considerations include
actions that can be taken by all levels of government to regulate
both the import and output
of a particular business. Corporations must often respond to
political issues and trends at the
local, state, provincial, national, and international level. There
are many examples of unsus-
pecting corporations being thrust into the international limelight
when a particular trend or
issue emerges. For example, when former US secretary of state
16. through the heart of Europe and for years was a dumping place
for toxic waste that impacted
every country downstream. An eventual multination agreement
to clean up polluting prac-
tices also impacted all nations along the Rhine.
Section 2.2 introduces social network theory as another way to
consider and identify key
stakeholders. The method works well when distinct categories
or types are hard to identify. It
also helps clarify stakeholder identities and power.
2.2 Social Network Theory
Each of Albrecht’s strategic radar screens to categorize
stakeholders represents a point of
view, actual people, or proxies who advocate for a particular
perspective and behaviors from
the corporation. Each is also part of the web that we call a
social network. For example, when
considering the geophysical or legal environment, neither the
law nor the environment can
speak. People represent those categories and speak about those
issues. It is important to
understand that an organization’s social network includes these
direct and indirect voices.
The social network represents a social structure consisting of
interpersonal connections
between individuals. These connections involve people within
an organization who usually
communicate with other individuals, thus creating and
maintaining relationships with the
people who both give and take valuable information.
Characteristics of Social Networks
Social networks have certain characteristics. First, they are
emergent. This means that social
18. interrelate through different social networks. Once you
understand that everyone has a social
network around them, you can learn to map that network,
analyze it, attempt to enter into it,
or offer to exchange information with members.
An example of a social network that became a business is
Butcher’s Bunches, a small company
in the western United States started by the mother of a young
boy who could not eat sugar.
When she made sugar-free homemade jams for her son and
posted the idea on Facebook, her
friends and family began asking for samples. Before long, she
was making a batch every day
and selling enough to buy a commercial kitchen. Her Facebook
following grew until she had
regular orders, some from retail institutions. Today she has 10
employees but does almost no
marketing, because her social network, which is the modern-day
version of word of mouth,
brings more business than she can handle (Butcher’s Bunches,
2013).
Social networks have become particularly visible over the past
20 years because of the emer-
gence of media-based programs that facilitate social interaction
and social network mapping.
Facebook, Instagram, LinkedIn, and other such software
facilitate the visualization of a social
network.
Benefits of a Social Network
In order to understand social networks, attempt to build a map
of your own. Several online
tools can help you do this, but one of the better (and free)
software products is called E-Net.
19. A simpler but effective way to visually see and effectively map
your social networks involves
taking a piece of paper and writing your name in the middle of
it. Because people in your
social network exchange information and/or resources with you,
the next step is to identify
and list people who have recently given you an important piece
of information or resource.
Write those names down and for each one, draw a line between
your name and the names of
the other people. It is rare to have all your contacts equally
important and close to you. You
can group together the people who give you the most
information and resources. Next, to the
extent that you can, begin connecting people in your network
who know each other by draw-
ing lines between them. Connect those people until the web is a
fairly accurate representation
of how you get your information and resources.
Whether you draw your social network or create it on a website,
you should end up with
something that reveals its size and extent. As you think through
this, you may see that social
networks provide social support. This means that the network
empathizes with you, advises
you, and may physically support you in times of need. The
network, or certain people within
it, represents a place where you can complain, gain sympathy,
and receive emotional aid.
Social support also provides information. All of us need
important information about how
to get things done. Imagine your first day at work, for example.
How did you get information
about where to get supplies, park your car, or eat lunch?
Usually, using your social network
21. ties refer to people and con-
nections who know little about us but whom we can access
because of someone else in our
network (the phrase “friend of a friend” typically refers to a
weak tie). Interestingly, research
shows that weak ties are particularly important to moving a
person or agenda forward. For
example, research by Granovetter (1983) indicates that weak
ties provide novel information,
such as job opportunities. Strong ties most often tell you
something you already know. Many
people make the mistake of building only strong ties, depriving
themselves of important
information and opportunities.
These concepts of social networks, network mapping, and types
of ties all directly relate to
sustainability and CSR because they enable you to know
yourself, your company, and your
competitors from a social network perspective. Once you map
your position and that of others,
you can then craft plans or make strategic choices to include the
right stakeholders who will
help you achieve your goals in your social network. More
importantly, you can take an issue or
idea and attempt to map out the network of possible supporters,
detractors, and bystanders.
Once you create such maps, you may also become strategic
about when and where you pro-
vide information, since you know with confidence how
information travels through various
networks. You can take this concept from the individual level to
the organizational level and
map connections between stakeholder groups as well. In order
to do so, you need to be able to
move past identifying networks and understand how much
23. Section 2.3Stakeholder Analysis and Dialogue
Legitimate Power
The first source is legitimate power. This power comes from the
belief that a person within
an organization has the formal right to make decisions,
command others, and gain compliance
from them. This formal right can come from a job title or
organizational authority. Presidents
and CEOs often have legitimate power because of their title and
the formal decision-making
role their title signifies.
Reward Power
The second kind of power is reward power. This type of power
assumes the leader has the
ability to reward another person’s performance. When a
manager has this power, he or she
can gain long-term compliance by giving out short-term rewards
that might include praise,
money, status, promotions, or other benefits.
Expert Power
The third type of power is expert power. This power derives
from a person’s superior judg-
ment, skill, or knowledge. It tends to be earned over time and
accrue due to accomplishments.
For example, in a technology-based work environment, the
experts who purchase, install, and
maintain computer systems have exceptional power to control
and influence work flow.
Referent Power
The fourth kind of power is referent power. It comes from the
social connections a person
may have that can protect them from harm or provide them with
25. to reach, communicate with, persuade, and gain information
from. This leads to the issue of
more specific stakeholder analysis.
Inexperienced managers commonly make the mistake of
thinking they can easily identify all
of the stakeholders around a particular issue. Just as with any
dynamic system, understand-
ing those who are influenced by the system is highly
problematic. It requires a systematic
thought process and includes an element of randomness. The
process of identifying the con-
nections, networks, and power of the connections between a
firm and its social network is
called stakeholder analysis.
Stakeholder analysis identifies those vested in a business issue.
It helps people understand
who is in the network of influence or power, as well as who is
in the network of interest. Any
network of influence is usually smaller than the network of
interest. There are generally more
people interested in an issue than people who can influence an
issue. Knowing who is in the
network of interest is extremely important because it allows us
to gauge the potential risks
and benefits of a particular action. When we add stakeholder
influence to a map of our social
network, we can identify people who should be informed and
involved in different phases of
a project.
Steps in Stakeholder Analysis
Conducting a stakeholder analysis involves the following steps:
26. 1. Identify: This step starts with making a list of who the
stakeholders are. What are
their interests and commitments? What risks do each of them
pose?
2. Prioritize: This step attempts to label and quantify power, as
well as note that power
differs by issue. Who is most affected? Who has power and
influence? Who feels
urgency?
3. Map: This step involves considering the known relationships
between and among
actors by exploring the relationships between stakeholders.
Some elements of rela-
tionships are random or private, but it is good practice to
attempt to map all known
relationships.
4. Engage: Brainstorm how stakeholders can be engaged. What
media should we use?
This requires some research about different types of
stakeholders and their prefer-
ences and biases.
5. Monitor and review: Identify how the stakeholder
relationships are changing. How
can we continue to communicate? What new issues are
surfacing? This step requires
monitoring and remapping as issues move from launch phase to
execution or
closure.
Each of these steps will be discussed in more detail in the
following sections.
28. visualization called Stakeholder Circle, in which some
stakeholders remain very close to
the center or central part of the issue. Others belong further
away. However, some who are
far away also have the power to end the project. Some
stakeholders who are very close to
the center have the power to influence the project but do not
control sufficient resources
to terminate it. Good managers understand these types of power
issues and consider
them when they make decisions regarding how to lead and
manage or otherwise engage
relevant people.
Prioritize Stakeholders
Once the list of stakeholders is made, it is important to rank
them in priority order. Consider
the following:
Impact: Who will be most impacted by the decision?
Power: Who has the power to influence the decision?
Need: Who needs or wants to be involved in the discussion?
Support: Who can offer the support required to be successful?
Figure 2.2 reflects a stakeholder categorization model proposed
by Mitchell, Agle, and Wood
(1997), who classify stakeholders based on their power to
influence the decision or issue and
on the interest and urgency of the stakeholder’s claim on the
issue or decision. This type of
analysis allows a manager who is operating with limited
resources to assess which types of
stakeholders to track and which types to potentially ignore or
pay less attention to. Also, since
this type of analysis includes advice on how to engage or
interact with different stakeholders,
30. Monitor
(minimum
effort)
Keep
Informed
Source: Figure by Lynda Bourne / CC BY
Leaders often manage issues under significant resource
constraints, as no firm has unlimited
financial and human resources. In addition, most businesses and
leaders face more issues
than a single person—or even a single team—can manage.
Therefore, leaders must choose
which issues to address. To help them prioritize, urgency or
issue importance comes into play.
General Dwight D. Eisenhower, the head of Allied forces in
World War II, used a particular
model known as the urgent versus important decision model to
sort issues. He continued to
use this tool as a decision-making and time-management model
when he became president
of the United States (see Figure 2.3).
The model suggests sorting issues around importance and
urgency. Important things that are
not urgent can be done later, or be scheduled and dealt with at
the appropriate time. Unim-
portant things that are not urgent can be delegated to someone
else or even ignored. Impor-
tant things that are urgent must take the first priority. The skill
lies in deciding what and who
is important or urgent—such decisions may require
collaboration within an organization and
32. Task
is
top
priority
Do
task
later
Delegate
task
Source: Adapted from The Decision Book: 50 Models for
Strategic Thinking by Mikael Krogerus and Roman Tschäppeler,
2012.
Stakeholder Communication and Engagement
There are four common approaches for engaging with
stakeholders. The first is an inactive
approach, which means taking no action. In studying corporate
citizenship, Professor San-
dra Waddock (2006) researched various ways corporations
engage stakeholders. Surpris-
ingly, data indicates that most firms do not deal with
stakeholders in any systematic fashion.
Research suggests that most companies wrongly believe that
inaction will help the issue go
away. Or managers believe that giving an issue attention by
dealing with it openly serves
to worsen the problem (Waddock, 2006). In other words, while
an issue might be impor-
tant and urgent for one person or group, the same issue may be
unimportant and not urgent
to another. Usually these differences of perception lead to
internal difficulties and external
34. According to Waddock (2006), the best strategy for engagement
is the interactive approach.
This means that companies actively engage with stakeholders in
an ongoing relationship.
Ways to achieve this kind of relationship include hosting
stakeholders in corporate meetings,
appointing them to governing boards, creating industry
associations together, and otherwise
nurturing an ongoing relationship (Waddock, 2006). Good
communication within a firm is
not enough to make an organization more responsible and
sustainable; enacting good com-
munication practices outside of the firm is equally important. In
the next section, we describe
how to engage stakeholders using dialogue.
Promoting Dialogue
Deciding and enforcing the appropriate type and scope of
communication within a corpora-
tion remains an age-old problem. Almost every culture, society,
and corporation has its own
norms for dealing with complex problems involving
stakeholders. Different norms and cus-
toms related to dialogue (verbal and nonverbal) reveal how each
community or subculture
develops an agreed-upon, culturally endorsed, and near
communal way of facing problems,
knowing evidence, and determining the best course of action.
The power of dialogue involves more than sharing information
already known to individu-
als; it is also about combining that information and using it to
view problems and solutions
in a different way. It means using the information—and even
the act of convening people—to
develop new and creative approaches. Ideally, dialogue handled
35. and facilitated well leads to
new, more creative, and better approaches than what any one
person could develop alone
(Hammond & Sanders, 2003). Dialogue is thus one major tool
for solving complex problems,
especially problems bigger than one individual.
The following case study illustrates the power of dialogue in
stakeholder relationships and
shows how keeping stakeholders informed—even when there is
bad news—can have long-
term positive effects on a company.
CSR and Sustainability in Action: The Environmental Problem
of Nike Air
When Tom Hartge was product manager in the running shoe
division of Nike
Incorporated, he focused the bulk of his early career on
perfecting the Nike Air product—
the lightweight plastic air pocket embedded in the heel of a
running shoe. He learned
that a German environmental group was singling out all
companies that used an
environmentally harmful chemical called sulfur hexafluoride, or
SF6. This was a problem
for Hartge, because the air pocket in the Nike running shoes
contained air and SF6. The
German group targeted Nike for using SF6 and accused it of
contributing to pollution.
Trying a new stakeholder approach, Nike chose to work side by
side with all stakeholders
to find a solution.
(continued)
37. The solution involved a new technique called thermoforming.
Thermoforming produced a
tighter seal than the previous technique, so Nike could make a
pocket that could hold up
across a shoe’s entire surface (and be good for the
environment). The result was a new
product, the Air Max 360, a light shoe with higher performance.
The new technology led to
increased sales and manufacturing savings.
This case study illustrates the power of stakeholders to drive a
sustainability and CSR
agenda that can be good for the environment, customers, and
companies. In addition to
supporting the value of stakeholder dialogue, it illustrates how
sustainability and CSR
pressures can drive performance increases and financial
benefits.
Source: From “Nike Goes for the Green,” by S. Holmes, 2006
(http://www.bloomberg.com/bw/stories/2006-09-24/
nike-goes-for-the-green).
Dialogue Process
Dialogue forces managers to choose to whom they will listen
and to whom they will not. When-
ever a dialogue occurs, some voices, parts of the social network,
or members of stakeholder
group are invited into the room, while others are excluded
(either intentionally or uninten-
tionally). Thus, in setting up a formal dialogue, the leader or
manager must make choices.
Earlier we described stakeholder relationships and argued that
the best corporations have
an interactive relationship with stakeholders. But all
relationships require resources, time,
energy, and commitment to resolving issues. Deciding which
39. typically ask when they attempt
to bring stakeholders together. As you consider using dialogue
to work toward a more sustain-
able or socially responsible future, you can ask these questions
(or suggest your colleagues
ask them):
• Issue identification: What issues and concerns do we
address?
• Inclusion: Who is included in the dialogue about the
organization’s direction? Who is
excluded?
• Weight: Whose voice is given weight in the dialogue, and
whose voice is not heard?
• Implementation: Who is responsible for executing the
final decisions? Who is
excluded?
• Resources: Who is given access to resources to implement
solutions or take action?
Who is not?
• Benefit: Who benefits, and who does not? Why? Is this
what we want, or is this hap-
pening as a side effect of another choice?
Dialogue Versus Dialectic
Dialogue is such an important tool that it is worth better
understanding when and why it
works, as well as when and why it may not. True dialogic
communication does not assume a
right or wrong answer (although it can be difficult to remember
this during conversations in
which you have strong opinions). Rather, it refers to a process
40. where parties attempt to iden-
tify the best answer for the time and context with the
information available.
What is the difference between having dialogue and being
dialectic? Dialectic communication
is used for persuasion. It is used by professors in lectures,
politicians in debates, market-
ers in their appeal to purchase, and lawyers in courts or public
meetings. It is mandated in
some civic meetings where participants use formal and
mandated rules for speaking, voting,
and recording minutes. Dialectic communication processes
assume that two people arguing
opposing points will create truth somewhere in the middle. A
prosecutor and a defense or an
advocate and a detractor are dialectic roles that pit conservative
against liberal, left against
right, or one party against another. In dialectic communication,
there are winners and losers.
But in dialogic communication, participants are creative. They
find common ground and then
work to discover a solution that is mutually beneficial.
Dialogue that is undertaken in a formal and nondialectic way is
often called a peace-making,
innovation, strategic-planning, or community-engagement
process. All of these labels repre-
sent forms of dialogue that engage stakeholders in communal
knowledge and action.
Research suggests that successful dialogue must have the
following preconditions. First, the
group must be diverse along multiple dimensions so that
information reflects the complex-
ity of the problem and different views are considered. Diversity
42. problem solving, choosing a
more hierarchical and dialectic method instead. To promote
dialogue, avoid the following
behaviors:
• Equivocal language: Using jargon and language others do
not understand
• Information control/withholding: Keeping secrets
• Excessive self-disclosure: Flooding the room with
emotional needs and unnecessary
information
• Inadequate self-disclosure: Shocking people with details
or remaining cryptic
• Process imposition: Requiring others to unnecessarily
follow your communication
practices
• Process equivocation: Failing to clarify the dialogue
process
• Recontextualizing: Changing subjects so it is impossible
to focus on the key issue
The National Park Service uses a particular form of dialogue to
plan all park updates and
changes, and it is worth studying.
CSR and Sustainability in Action: Dialogue at the National
Park Service
In 1994 the National Park Service (NPS) conducted an
intentional dialogue for parties
to focus on reducing the amount of time it takes to plan national
parks. The first step
involved creating a data file of the stakeholders, who were
identified using a stakeholder
44. also considered the
relationship between the parks and the federal government.
In the next section of the dialogue, group members looked at
which social groups used
the parks and which provided political and economic support.
Finally, they considered
what would be an ideal future park-planning process. The group
set standards for what
it wanted to accomplish through park planning and listed steps
toward the ideal future.
Some steps had not existed in the park-planning process before
the group formed.
The NPS example shows how parties in conversation can
discover things as a collective that
no individual could discover on his or her own. Indeed, the
ultimate objective of dialogue is
transcendence or innovation. Transcendence refers to the ability
to find new ways of doing
things. You may come to a conversation with your way in mind,
and another person may come
to the same conversation with his or her way; but dialogue,
when managed properly, provides
an opportunity for parties to find a third way.
Apply Your Knowledge: Stakeholder Analysis and
Dialogue Planning
Issue identification: Identify a key issue facing an organization.
It might be an issue
of environmental or social impact. Describe the issue from a
social and organizational
perspective.
Stakeholder analysis: List the market and nonmarket
46. tain standard, without deviation. For example, speed limit signs
provide a specific number
that defines the boundary between legal speeds and illegal
speeds. Once passed into law, a
speed limit represents a normative statement—an immovable
standard about safe driving
speeds. Similarly, normative ethics dominate business
accounting practices, risk manage-
ment, operations, human resources, and many other aspects of
corporate organizational life.
Government regulations often set normative standards for
environmental impacts or tax
regulations. Such regulations essentially attempt to define and
prescribe the boundaries of
“normal” behavior.
For many years, business students studied ethics from a
normative perspective. They memo-
rized codes of conduct and regulations. What was legal was
considered ethical. Students were
not required to think about going beyond “normal” to proactive
ethical positions. With the
emergence of corporate social responsibility, however, came the
concomitant idea that not all
ethical issues can be anticipated. For example, once managers
consider more than sharehold-
ers who typically want high returns, they begin to consider less
predictable voices—such as
villagers who resist local development or families who demand
improved services. Leaders,
managers, and employees should be empowered to take
proactive anticipatory positions on
ethical matters. This fact often puts corporate citizens in a bind
because they have a duty to a
corporate community, a social community, and an
environmental community. The approach
48. a strong centralized approach
that keeps corporate decisions within a particular group and
communicates dialectically to
other stakeholders about duties and responsibilities. At its
extreme, this kind of organization
resembles an old-style military hierarchy, wherein information
is rationed on a need-to-know
basis and resources are guarded.
Deontology can also be expressed in the opposite manner,
wherein a leader shares openly
with a variety of stakeholders. He or she will listen to their
input and make democratic deci-
sions using a dialogic process. In this kind of organization, a
deontologically minded leader
generally privileges ongoing work processes over outcomes or
deliverables and supports
stakeholders’ extensive involvement.
While the deontological mind-set offers one option for driving
engagement with stakehold-
ers, the other option is a utilitarian mind-set.
Utilitarian Ethics
When a mind-set of utilitarian ethics dominates, the focus
moves from duty and toward cre-
ating the best outcome for the most people. A utilitarian ethic
essentially evaluates the right-
ness or wrongness of an action by considering its consequences.
Utilitarian ethics suggest
that the ultimate goal should be to enable the greatest good for
the greatest number of people.
If the greatest number of people dwells inside the stakeholder
network, then satisfying those
needs is the most ethical course of action.
49. The dialogical approach to building a sustainable corporation is
most common among those
who support utilitarian ethics because in order to do the greatest
good for the greatest
number of people, one needs to understand the needs of others.
Utilitarian leaders tend
to argue that “being heard” is critical to good decision making.
At the core of the utilitar-
ian dialogic approach is inclusion, as more voices have more
potential to identify the solu-
tion that will serve the most people. As you might imagine, this
inclusion requires strong
meeting- management skills, as dialogue tends to become more
complex as the number of
participants rises.
Put in simple terms, in the deontological tradition of ethical
decision making, one would ask,
“Where is the highest duty?” In the utilitarian system, one
would ask, “Who receives the great-
est good?” As you consider how to lead stakeholder discussions,
you will need to consider
where you stand along the deontological–utilitarian continuum.
Or you need to find where
your leader stands, and you may want to speak up for a different
viewpoint to ensure that
diverse opinions emerge. Understanding the mind-set and
ethical bias of different stakehold-
ers allows people to run better meetings and find more ideal
solutions.
A basic discussion of ethical traditions introduces the value of
understanding what point of
view and mind-set a stakeholder has adopted. Understanding
how an ethical position informs
action helps leaders conduct a more inclusive and deliberate
52. Chapter Summary
5. Dialogue is a form of communication best suited to solve
which of the following
problems?
a. simple problems with many stakeholders
b. simple problems with few stakeholders
c. complex problems with many stakeholders
d. complex problems with no stakeholders
6. A person who understands all of the technical aspects of a
product and has unique
knowledge is a person with power.
a. referent
b. reward
c. expert
d. legitimate
7. A person who can punish team members when they do not do
their part has what
kind of power?
a. coercive
b. referent
c. reward
d. expert
8. The ethics of duty is .
a. utilitarian
b. deontological
c. dialogic
d. Kantian
Answers: 1(c); 2(c); 3(b); 4(b); 5(c); 6(c); 7(a); 8(b)
54. 5. Discuss whether dialogue is more difficult than dialectic
communication. What are
the advantages of dialogue in complex systems?
Additional Resources
Social network mapping software includes:
Hashkat, aka “#[email protected]”: http://hashkat.org/
AllegroGraph:
http://allegrograph.com/allegrograph/?gclid=Cj0KEQjwj7q6BR
DcxfG-
4pNTQ2NoBEiQAzUpuWxT9eT7D06Tlmi8_5HaDTWIMke-
DDxIWjRRKf6deyrYaApr-8P8
HAQ
Automap: http://www.casos.cs.cmu.edu/projects/automap/
EgoNet: https://sourceforge.net/projects/egonet/
NetMiner 4.2.2: http://www.netminer.com/main/main-read.do
NetworkX: https://networkx.github.io/
Social Network Visualizer: http://socnetv.sourceforge.net/
Learn more about utilitarianism:
http://www.utilitarianism.com/utilitarianism.html
Learn more about deontological ethics:
http://www.philosophybasics.com/branch_
deontology.html
Answers and Rejoinders to Chapter Pretest
1. False. There are many kinds of stakeholders. A shareholder is
56. Chapter Summary
6. Expert power is defined as specialized knowledge that is
uniquely held.
7. Coercive power is the power to punish or threaten.
8. Deontology is the ethics of duty.
Key Terms
coercive power Power that comes from
the ability to create fear, punish, or remove
resources.
deontological ethics The ethics of duty
usually associated with professional norms.
expert power Power that comes with a per-
son’s superior judgment, skill, or knowledge.
legitimate power Formal authority granted
to people in organizations based on their
position or role.
market stakeholders Those who have a
direct financial interest in the corporation,
such as a shareholder or an employee.
nonmarket stakeholders Those who lack
a direct financial interest in the corporation
but who might be impacted by corporate
actions.
normative ethics A standard of behavior
that is immovable and promotes a certain
ideal without deviation.
59. a business’s
sustainability. T/F
2. Inputs, throughputs, and outputs represent the three elements
of a system. T/F
3. Continuous improvement applies to individual performance
only. T/F
4. Waste, in its many forms, damages the bottom line but does
not impact a business’s
sustainability. T/F
5. Sustainable businesses have a higher capacity for change. T/F
Answers can be found at the end of the chapter.
Introduction
This book advocates a better way to do business, build
organizations, and benefit society.
We argue for a holistic and sustainable approach to business
because we believe business is
not, nor can it be, disconnected from society, communities, the
environment, government, or
individuals. This chapter lays the foundation for this
perspective by introducing the idea of
socially responsible and sustainable firms and by describing a
leadership mind-set for both.
The sustainability mind-set described here moves leaders from a
reactive stance to a proac-
tive one. When they adopt such a mind-set, leaders move away
from reacting to consum-
ers, trends, and activists and toward being proactive and
strategic about the opportunities
and interconnections in business. The sustainability mind-set
also helps guide leaders and
managers regarding when, why, and how to enact socially
responsible behaviors. We intro-
61. Section 1.1Corporate Social Responsibility and Sustainability
Defining Corporate Social Responsibility and Sustainability
Corporate social responsibility (CSR) refers to voluntary
actions taken by firms that are
designed to improve social or environmental conditions
(Mackey, Mackey, & Barney, 2007;
McWilliams & Siegel, 2001). More specifically, CSR refers to
the “continuing commitment by
business to contribute to economic development while
improving the quality of life of the
workforce and their families, as well as of the community and
society at large” (as quoted
in World Business Council on Sustainable Development, 2015).
Originally, the CSR para-
digm simply reflected the fact that some corporations were
aware of their immediate busi-
ness context and generous only to the people within that context
(primarily employees and
customers).
Most heavily discussed by business leaders and consumers in
the 1970s, early CSR efforts
primarily focused on compliance with legal commitments to
shareholders or appeasing and
supporting local communities—the earliest efforts and
discussion of CSR largely focused on
corporate philanthropy and workers’ rights. Early CSR by the
Dow Chemical Company, for
example, included donations to the local museum and
sponsoring flower gardens along the
main streets in the headquarter’s town of Midland, Michigan.
CSR at Dow today is a much
more comprehensive practice that includes innovation and
decisions that pertain to new
62. product development.
Since the 1970s CSR has expanded to focus less on compliance,
philanthropy, and donations
and has become a more strategic, inclusive, and global concept.
Accordingly, the topic has
moved from being discussed primarily in ethical terms to both
ethical and strategic ones;
the word sustainability now also accompanies or replaces the
term CSR in some discus-
sions (Jones Christensen, Peirce, Hartman, Hoffman, & Carrier,
2007). Business sustain-
ability refers to how an enterprise manages the triple bottom
line—a process by which
companies manage financial, social, and environmental risks,
obligations, and opportuni-
ties (often referred to as profits, people, and planet)
(“Definition,” 2015). This definition of
sustainability is partially rooted in the environmental movement
and implies that in order
to increase sustainability, a corporation must reduce its negative
environmental and social
impacts and increase its stewardship of resources. Thus, for
some, sustainability includes
CSR behaviors while also extending and building on historically
CSR activities. This book
advocates the idea that corporate sustainability includes typical
CSR activities and adds
more strategic environmental and social elements to the
concept. Authors writing for the
Harvard Business Review suggest that sustainable business
practices can be the norm in the
future. Chouinard and colleagues (2011) say, “Instead of asking
either ‘how can we turn a
profit?’ or ‘how can we minimize impact?’ managers [of the
future] will see those as two
64. Co., 2015). These include
groundbreaking drugs that help treat diabetes, high cholesterol,
autoimmune disorders
such as arthritis, and cancer. Merck scientist Maurice Hilleman
developed the first
vaccines for mumps, rubella, and chicken pox. Merck scientists
also developed the first
statin class drug and the first effective treatment for
tuberculosis.
In 1987 Merck & Co. partnered with the United Nations (UN) to
develop a drug to donate to
those who suffered from river blindness in Africa. Estimates
suggest that at that time, the
cost of developing such a drug averaged 12 years and $200
million (Hanson, & Weiss, 1991).
The decision to support drug development when the firm might
never recoup the costs was
a major one that Merck executives ultimately supported. There
are now regions in which
river blindness has been eradicated, in large part because of the
financial and social support
from Merck. Merck’s actions continue to be widely known and
publicly commended.
The reputational benefits and free marketing Merck has received
from its charitable actions
has helped it in social and financial ways equal to or beyond
what it could have gained by
taking a for-profit approach. This book addresses how to
identify, evaluate, and intelligently
lead firms to make such choices. More importantly, it is about
how to think beyond narrow
philanthropy-only versions of social responsibility and toward
the wider and strategic goal of
corporate sustainability. This first chapter sets the stage for this
66. and were published in a report called Our Common Future. This
document came to be called
the “Brundtland Report” or the “Brundtland definition” (even
though the entire commission
worked to achieve it) and included the following key text:
The environment is where we live; and development is what we
do in attempt-
ing to improve our lot within that abode. The two are
inseparable. Sustain-
able development meets the needs of the present without
compromising the
ability of future generations to meet their own needs. (World
Commission on
Environment and Development, 1987, Part I)
The establishment of this definition became a landmark event
for sustainable development.
It was notable because it took a long-term view in its mention
of future generations. It also
stood out at a time when the majority of the business
community was operating under a very
short-term and isolationist or nationalist mind-set. With its
focus on long-term accountabil-
ity to future generations, it gave policy makers, businesspeople,
and governments a starting
point from which to evaluate actions and choices. Over time,
the definition was honored for
these accomplishments but also criticized for mentioning
“needs,” as needs are hard to define
and harder still to agree upon for large numbers of people.
Despite that issue, this definition
of sustainability continues to dominate the literature and
popular press on the topic.
67. Interface Carpet represents an early example of how a business
used sustainability principles
to become innovative and profitable while attempting to restore
society and the environment.
Ray Anderson, the company’s founder, admits that for the
company’s first 30 years of opera-
tion he focused solely on profits. He did not consider his own
consumption of raw materials
as impacting the environment or future generations. As
Anderson learned more about the
relationship between ecology and commerce, he pushed the firm
to take responsibility for its
products, from the extraction of raw materials to the disposal of
used product.
CSR and Sustainability in Action: Interface Carpet, Part 1
In 1973 Ray Anderson founded Interface Carpet to provide
modular floor coverings
to corporate and institutional clients. He ultimately built a
billion-dollar company, but
in 1994 Anderson realized the company lacked an
environmental policy. As Anderson
worked to create one, he was inspired by Paul Hawken’s book,
The Ecology of Commerce.
It discusses many principles, but especially how to reframe
business toward a goal of zero
waste (Anderson, 1998).
Anderson was distressed to learn that it took 800 million pounds
of nonrenewable
material extracted from the earth to generate $802 million of
product (Anderson, 1998).
Inspired by Hawken, he felt that business and industry were the
only institutions large
and powerful enough to lead society out of the environmental
69. for (or even considers) a “double or triple bottom line.” This
phrase builds on the concept of
the single bottom line—the term for financial profit. The idea of
a triple bottom line refer-
ences an analysis or accounting tool that evaluates
environmental costs (or liabilities) and
benefits (or assets) along with the costs and benefits of social
and financial decisions.. If a
firm considers two of the three categories, it uses double bottom
line thinking; when a firm
considers all three categories, it serves and measures the triple
bottom line. Some groups
refer to these categories as the Three Ps: profit, people, and
planet.
The Economic Bottom Line: Profit
A basic economic truth about business implies that without
some form of outside subsidy
or similar intervention, companies need a steady financial profit
or they ultimately cease to
exist. When the cost of running the business exceeds the firm’s
financial profit, it must seek a
subsidy or stop operating. Financial profits pay salaries; support
research and development;
fund investments in property, supplies, and equipment;
contribute to the tax base; and other-
wise drive operations. In standard accounting practice, financial
results enable comparisons
to be made between firms, which offer investors and other
stakeholders clear signals about
viability and value. For many, the financial bottom line
represents the most basic type of sus-
tainability—the kind where the company is “sustained” to
operate and thus able to provide
employees and communities with jobs and products. Without
profits, there is no business.
71. there is less turnover, higher pro-
ductivity, and fewer training and replacement costs (Weber,
2008). Whatever the motivation
behind pro-people behaviors, the outcomes remain similar:
higher retention rates, higher
satisfaction rates, fewer errors, lower health care costs, and
other related savings and bene-
fits. Cutting-edge CSR and sustainability practices go beyond
employees to include suppliers,
community members, government, and others (Weber, 2008).
A sustainable firm may also take a long-term approach to
developing people inside and out-
side the company. Managers in such a company may give
employees growth and promotion
opportunities, focus on diversity and inclusion, or take an
expansive view of work–life bal-
ance. Such managers also tend to create an environment where
innovation is rewarded, as
innovation by definition moves everyone forward. Part of
supporting innovation relates to
remaining loyal to people when they experiment; it also means
giving people the resources
and freedom to develop ideas, build prototypes, and test the
final product. Merck & Co. offers
one example of how investing in employees by providing
resources and support for innova-
tion can result in social benefits (more health) and corporate
benefits (more profits) (“Key
facts,” 2015).
Investments in people are often called social investments, which
can take the form of money
spent on training, fair or above-market wages, motivational
programs, benefits packages, and
more. Social investments not only acknowledge that employees
72. make a valuable contribution,
they also highlight the value of the lives of people outside the
company. An excellent example
of this is the mission statement (purposefully called a “credo”)
of Johnson & Johnson, a drug
and consumer products company similar to Merck in some
product categories. Johnson &
Johnson’s credo highlights its priorities. The first line reads:
“We believe our first responsibil-
ity is to the doctors, nurses and patients, to the mothers and
fathers, and all others who use our
products and services” (Johnson & Johnson, 2016).
This important statement guides corporate leaders and
employees in their daily decision
making because it tells them to put the user of the product first,
not the owner of the com-
pany or its shareholders. Such a clear sense of focus can help
decision making and priority
setting, and it likely plays a large role in Johnson & Johnson’s
success since the 1860s. That
said, Johnson & Johnson’s credo does not ignore the business
aspects of the pharmaceutical
enterprise. Its credo says later in the first paragraph: “Our
suppliers and distributors must
have an opportunity to make a fair profit.” The second
paragraph states that the employees
must have a “sense of security in their jobs” (Johnson &
Johnson, 2016).
This last point is evident in Johnson & Johnson’s on-site career
center. There employees who
leave the company can take advantage of the career center’s
resources. Johnson & Johnson
employees have a right to access the career center for the rest of
their professional lives.
74. industry must harvest trees and alter the natural landscape (even
on company property).
Firms in the extractive industry have long received public
attention because mining is danger-
ous and results in obvious pollution. However, there remain
many other and less obvious ways
to consider the environmental impacts of operating a business.
The Environmental Defense
Fund (EDF) reports that 1 in 3 Fortune 500 companies uses
interns and advisors from the
EDF to help reduce their corporate carbon footprint (EDF,
2015). Such support results in sim-
ple initiatives such as carpooling or allowing “work from home
days” to reduce air pollution
generated by employees, as well as more complex initiatives
related to changing packaging
material, altering chemical composition of products, relocating
factories, and so on.
Companies that adopt a CSR and sustainability mind-set no
longer see themselves as iso-
lated in the market or society, or outside of environmental
concerns. They see themselves as
part of the larger system. This mind-set may stem from the
increased global connectivity that
has developed over the past 20 years, as well as from an
increased appreciation for systems
theory concepts, which have been refined and expanded over the
past 60 years. The following
sections introduce systems theory and complexity theory and
examine the impacts of both on
the CSR and sustainability movement.
1.2 Theories Related to Sustainability
The newer approach to CSR takes a systems theory perspective,
which means that respon-
76. tems theorist. He published Perspectives on General Systems
Theory in 1975. In it, he argues
that all systems share certain characteristics. Common elements
include inputs (such as raw
material), throughputs (such as shaping the raw material), and
outputs (a final product ready
to be sold). A system can be defined by what it takes in, what it
changes, and what it puts out.
For example, a lumber company takes in rough-cut trees (input);
then employees dry, saw,
and plane the wood (process); after these processes, the firm
offers a final product in the form
of lumber (output). For a less tangible example, consider a
communication system. There are
inputs (words and signals); throughputs (listening to or
recording the words and signals);
and outputs (additional words and signals that are ideally
related to and link with the inputs).
As mentioned, systems theory operates on the fundamental idea
that all phenomena have a
network of relationships with common patterns. The notion of
patterns leads us to the sec-
ond set of ideas in the family of systems theory that we call
complexity theory. While the
ideas seem closely related to biology and life sciences, business
advisors such as Peter Senge
(1990) and Margaret Wheatley (1992) have written a great deal
about the importance of sys-
tems theory in business thinking and planning. To understand
the relationship, we first need
to describe complexity theory.
Complexity Theory: Another Precursor to Sustainability
Complexity theory refers to a general theory of systems that
describes how corporations,