Artikel ilmiah ini adalah pengembangan dari tugas individual penulis saat S2 di The Hague Univ. Fokus tulisan ini adalah pada metode praktis untuk mengaplikasikan keterampilan komunikasi pada level organisasi atau perusahaan, terutama strategi pelaksanaan dialog dengan stakeholder.
Artikel ini sebelumnya telah dipublikasikan pada jurnal ilmiah inspirasi. Univ. Muhammadiyah Bengkulu. ISSN 0854-4808.
CSIC research fellow Tracey Wright interviews 12 DC-area small businesses to explore how they use social media to communicate their socially responsible business practices to their stakeholders.
The top five mistakes companies make in engaging stakeholdersWayne Dunn
Tobias Webb, Founder and Managing Director of Innovation Forum interviews Wayne Dunn, Professor of Practice in CSR and Founder and President of the CSR Training Institute on the Five mistakes companies make in engaging stakeholders.
Front line engagement & peer-to-peer management systemsRon McFarland
With today's communication technology and changing attitudes toward work, a new management system is becoming popular and successful. It is front-line people managing and making decisions for themselves. This presentation offers some guidelines on how to make this system more productive than traditionally managed organizations.
Businesses today are increasingly expected to deliver some sort of social value in addition to shareholder value, or, at the very least, to not create harm to society.
Whether they realize it or not, whether they actively manage it or not, pretty much all companies with market, financial or human resource connections to Europe and North America have a Social Value Brand or SVB
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter. If interested the CSR Knowledge Centre http://bit.ly/CSRknowledge contains a series of short, pragmatic articles on CSR Strategy, Management and related areas.
Artikel ilmiah ini adalah pengembangan dari tugas individual penulis saat S2 di The Hague Univ. Fokus tulisan ini adalah pada metode praktis untuk mengaplikasikan keterampilan komunikasi pada level organisasi atau perusahaan, terutama strategi pelaksanaan dialog dengan stakeholder.
Artikel ini sebelumnya telah dipublikasikan pada jurnal ilmiah inspirasi. Univ. Muhammadiyah Bengkulu. ISSN 0854-4808.
CSIC research fellow Tracey Wright interviews 12 DC-area small businesses to explore how they use social media to communicate their socially responsible business practices to their stakeholders.
The top five mistakes companies make in engaging stakeholdersWayne Dunn
Tobias Webb, Founder and Managing Director of Innovation Forum interviews Wayne Dunn, Professor of Practice in CSR and Founder and President of the CSR Training Institute on the Five mistakes companies make in engaging stakeholders.
Front line engagement & peer-to-peer management systemsRon McFarland
With today's communication technology and changing attitudes toward work, a new management system is becoming popular and successful. It is front-line people managing and making decisions for themselves. This presentation offers some guidelines on how to make this system more productive than traditionally managed organizations.
Businesses today are increasingly expected to deliver some sort of social value in addition to shareholder value, or, at the very least, to not create harm to society.
Whether they realize it or not, whether they actively manage it or not, pretty much all companies with market, financial or human resource connections to Europe and North America have a Social Value Brand or SVB
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter. If interested the CSR Knowledge Centre http://bit.ly/CSRknowledge contains a series of short, pragmatic articles on CSR Strategy, Management and related areas.
About the Stand for Your Mission CampaignBoardSource
The Stand for Your Mission campaign is a challenge to all nonprofit decision-makers to stand up for the organizations they believe in by actively representing their organization’s mission and values, and creating public will for positive social change.
One of the paradoxes of business today is that the most profitable businesses in the world are not those which are the most profit-focused. Substantial research has consistently shown that purpose-driven organisations generate far more returns as compared to profit-driven organisations.
Nonprofit Advocacy: Lobbying and Election-Related Activities for 501(c)(3)s4Good.org
Many nonprofits often desire certain legislative and public policy changes by our legislators and publicly elected officials to help further or achieve their charitable missions. Nonprofits, however, often avoid advocating for such changes because the IRS rules regarding nonprofit advocacy tend to be complex and commonly misunderstood. 501(c)(3) organizations in particular are often unsure or unaware of which advocacy activities are permissible and which advocacy activities may jeopardize their tax-exempt status. Additionally, nonprofit advocacy and compliance with IRS regulations is a common hot topic for other groups such as the media, public, and authorities, especially during election years. Given the increased attention and scrutiny to nonprofit lobbying and election-related activities that is to be expected this year, 501(c)(3) organizations would greatly benefit from becoming knowledgeable about nonprofit advocacy rules.
Workshop given at the Willamette Valley Development Officers Annual Conference May 17, 2012.
Helping nonprofits to think strategically using a venture philanthropy mindset
Building a Stronger Nonprofit Community: The Impact of CollaborationiConnectXSolutions
oin this presentation to explore the profound impact of collaboration on the nonprofit community. Learn how shared goals, collective knowledge, and resource pooling can strengthen organizations and amplify their influence. Discover innovative ways to foster a culture of collaboration and forge meaningful partnerships.
Successful collaborations for non profit organizationsMyoung526
Today it's critical for non-profits to see their way to collaboration as a tool to reduce expenses and increase revenue. It's also a way to encourage support from foundations who are looking at innovative ways to think about doing business. Successful non-profit collaborations help with establishing an authentic relationship and handling the challenges.
About the Stand for Your Mission CampaignBoardSource
The Stand for Your Mission campaign is a challenge to all nonprofit decision-makers to stand up for the organizations they believe in by actively representing their organization’s mission and values, and creating public will for positive social change.
One of the paradoxes of business today is that the most profitable businesses in the world are not those which are the most profit-focused. Substantial research has consistently shown that purpose-driven organisations generate far more returns as compared to profit-driven organisations.
Nonprofit Advocacy: Lobbying and Election-Related Activities for 501(c)(3)s4Good.org
Many nonprofits often desire certain legislative and public policy changes by our legislators and publicly elected officials to help further or achieve their charitable missions. Nonprofits, however, often avoid advocating for such changes because the IRS rules regarding nonprofit advocacy tend to be complex and commonly misunderstood. 501(c)(3) organizations in particular are often unsure or unaware of which advocacy activities are permissible and which advocacy activities may jeopardize their tax-exempt status. Additionally, nonprofit advocacy and compliance with IRS regulations is a common hot topic for other groups such as the media, public, and authorities, especially during election years. Given the increased attention and scrutiny to nonprofit lobbying and election-related activities that is to be expected this year, 501(c)(3) organizations would greatly benefit from becoming knowledgeable about nonprofit advocacy rules.
Workshop given at the Willamette Valley Development Officers Annual Conference May 17, 2012.
Helping nonprofits to think strategically using a venture philanthropy mindset
Building a Stronger Nonprofit Community: The Impact of CollaborationiConnectXSolutions
oin this presentation to explore the profound impact of collaboration on the nonprofit community. Learn how shared goals, collective knowledge, and resource pooling can strengthen organizations and amplify their influence. Discover innovative ways to foster a culture of collaboration and forge meaningful partnerships.
Successful collaborations for non profit organizationsMyoung526
Today it's critical for non-profits to see their way to collaboration as a tool to reduce expenses and increase revenue. It's also a way to encourage support from foundations who are looking at innovative ways to think about doing business. Successful non-profit collaborations help with establishing an authentic relationship and handling the challenges.
Successful collaborations for non profit organizationsMyoung526
Non-profits need to start collaborating. Solid collaborations reduce expenses, expand services and revenue and build stronger constituencies. But there are pitfalls! Find out what makes collaborations a success and what to look out for.
6 best practices in stakeholder engagementWayne Dunn
I recently did a piece on 5 mistakes companies make in stakeholder engagement and many of you asked me to give a list of best practices. Here are six.
1. Think Value and Interests – and do it transparently
2. It’s OK to disagree – but, disagree without being disagreeable. And stay curious
3. Do compliance but think and act strategic – check the boxes yes, but that is just the foundation
4. Share the credit, multiply the resources. Find partners!
5. Communicate so you are heard and understood.
6. Define stakeholders broadly and strategically – go beyond compliance
CSR Value Continuum: Value Distribution to Value CreationWayne Dunn
A short article discussing a CSR Value Continuum, a framework for understanding how CSR projects, programs and initiatives can be viewed along a continuum from value distribution to value creation.
The article contrasts this approach with the widely known Shared Value approach.
The article was published by Triple Pundit at http://www.triplepundit.com/2014/02/csr-value-continuum-value-distribution-shared-value-creation/
Regardless of the role, with a compassionate mindset and purpose providing the context for your partnering relationship, you can help everyone thrive in your pursuit of shared goals. As you invest in each other and share ownership of strategy and results, a more equal partnership creates room for mutual growth.
the pursuit of healthy relationships and strategic partnerships is not merely a means to an end but an end in itself—a journey of self-discovery, growth, and shared prosperity. As we embark on this journey, let us remember that the most meaningful and impactful accomplishments arise from the strength of our connections and the unity of purpose.
Ideas That Work: Extending the Success of Your Innovation ProgramMindjet
Companies that invest in developing strong innovation teams in their core product areas can extend that skill to other parts of the organization. In this eBook, Mindjet's Doug Collins looks at the skills your innovators are now developing and how they can be repurposed and extended.
A panel discussion considering what the future hold for charities and their governance, and how trustees can support their charities to survive and thrive.
Here we share our progress on updating the Charity Governance Code. Hear from the Code steering group about changes that are being made to the Diversity and Integrity principles following its refresh.
The panel will share some of the proposed changes to the Integrity principle, offering a preview of the updates. They will also reflect on findings from engagement and the extended consultation on enhancements to the Diversity principle. This will be an opportunity for the steering group to share their learning, having listened to a range of experiences. It is also an opportunity to discuss best practice which has been identified through the revision work. Finally, the group will offer an update on next steps on the Code's revision.
We’ve put together this video guide to using the governance wheel to carry out a board effectiveness review. It will be most useful for trustees or staff who are undertaking a board review for their own charity and want to know how best to use the governance wheel to support them in this.
As the charity sector continues to manage the impact of the pandemic, many charities are facing financial uncertainty. In this context many senior leaders, to ensure their charity’s sustainability, will be considering collaboration and merger. In this webinar, in association with Bates Wells, we aim to answer questions such as: When should a charity in crisis consider merging? What are the alternatives? How can you make the best decision for your organisation? You will also hear about a new online decision-making tool which will help organisations chart the options open to them in a tight financial spot.
Normal working practices have changed dramatically in a very short period. Most staff are still working remotely, and many organisations have made use of the furlough scheme. This has meant organisations are having to manage and support staff remotely; review some existing policies to ensure they are still fit for purpose; and manage with a reduced and rotating staff capacity. In partnership with our Trusted Supplier Croner, in this webinar we will be sharing good practice on managing and supporting staff in this new environment. We will be joined by Vicky Scott, Operations and HR Manager at Hackney CVS who will share the experiences and learnings of Hackney CVS in this new context.
The economic impact of coronavirus means that many voluntary sector organisations will be going through a period of significant change over the coming months. For many of the hardest hit charities, the process of restructuring and making redundancies will sadly be inevitable. In this webinar we help organisations prepare for this context.
Entering a new phase of the Covid-19 pandemic, with the option of returning to your workplace, has legal and practical implications for all charities. Employers need to be clear about what they are required to do to ensure the health and safety of their staff and volunteers. Employers are having to consider questions such as: what reasonable adjustments should employers make for their workforce in returning to a ‘new normal?’ How can we prepare for what lies ahead? In partnership with TrustLaw, in this webinar we aim to answer these questions. We will be joined by Sarah Valentine, Senior Associate at Eversheds Sutherland and Andrew New, Head of Education at St John Ambulance.
Slides from a webinar broadcast on 15 July 2020, sharing what volunteering organisations have learned since the lockdown in March.
Watch the full recording here: https://www.youtube.com/watch?v=HyFbDAtHHQo
Slides of NCVO webinar that took place on 24 June 2020 covering:
the general health and safety obligations to staff and volunteers, the key legal and practical issues employers need to consider and where to go for further support and guidance.
Watch the webinar: https://www.youtube.com/watch?v=RDBvyTIFTIc
Slides of the NCVO webinar that took place in June 2020 covering:
1) the role of the chair and the board in supporting organisations in the next phase
2) challenges and opportunities which the easing of lockdown presents for trustees
3) tips and resources to help boards plan in a period of significant change
Watch the webinar: https://www.youtube.com/watch?v=HaPktkiCRgo
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
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.
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.
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.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
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 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.
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.
Achieving More for Less, Lucian Hudson: NCVO Collaborative Learning Network launchevent Oct 2010.
1. Collaborative Learning Network Achieving More for Less Lucian J. Hudson, Chairman, Collaborative Strategies Network Partner and Managing Director, Cornerstone Global Associates Former Director of Communication, FCO
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7. Collaboration: challenge to roles and boundaries? “ Collaboration, by its very nature, means that traditional means of control - market and hierarchy - cannot be used to manage relations among participating organizations. Instead, it depends on the ongoing negotiation of relationships by individuals who are both participants in the collaboration, and, at the same time, accountable to and representative of the diverse organizations and communities involved in, and affected by, it.” Hardy and Grant, 2005. Quoted in: Lotia and Hardy (2008) pp. 366-367
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Editor's Notes
Contact details ljh@cstoneglobal.com 07796-155327 Based on a draft report still under discussion with interested organizations.
Collaboration is the technology for the knowledge economy. It gathers information to produce fresh choices, by creating fission – drawing out different perspectives and interests, yet also producing fusion – drawing in the parties first to agree on the problem, then to agree and act on the solution. It pulls together task, people, resource and process in pursuit of a common end, and joins up organizations and makes them to connect with their stakeholders and citizens. Because it holds out the promise of creating value where it didn’t exist before, it can expand the size of the cake, and bring about agreement on the highest common denominator. It galvanises governments and multinational companies both to be get business done (be technically effective, whatever their field of expertise), and to ensure the risks and benefits of getting business done involve those directly or indirectly affected (build legitimacy and public support). It draws on NGOs and others in civil society – think-tanks, institutes, Business Schools, Universities - to see themselves as part of the solution, agents rather than critics or bystanders. As a catalyst, it brings about a change in disparate organizations to achieve focus and momentum, and once it has done its work, can be brought to an end, or given a new task
Lotia and Hardy (2008) argue that collaboration is social insofar as it requires the negotiation of relationships and tensions (Beech and Huxham, 2003); political in that it involves individuals playing a dual role as members of both collaboration and organization; and dynamic in that roles in collaboration emerge, evolve and change over time (Hibbert and Huxham, 2006). By “tensions”, Beech and Huxham refer to the idea that good practice advice can pull in different directions. Lucian Hudson’s report refers more widely to the inevitable tensions that arise when people work together.