RUNNING HEAD: MISSION STATEMENT
MISSION STATEMENT OF DREAM COMPANY 5
Mission Statement of Dream Company
Jackie L. Howell JR
Columbia Southern University
In any company in the industry that brings many people together to work for a common goal, they need something that guides them (Dewitz, 2014). For example, the workers need to be informed their job description by the human resource manager. The human resource manager should guide, protect and nurture them to help in the delivery of desired results. As a result, the human resources mission statement plays a very significant role. It helps guides the workers and makes them stay committed to the tasks assigned to them (Dewitz, 2014). Therefore, a company should have a clear defined mission statement understood by every stakeholder. The paper provides an analysis of a company of choice and looks at some of the mission statements to help come up with a suitable mission statement.
Several big companies around the world offer various goods and services, and they tend to have one similarity. It involves their humble beginnings which leave a person wondering how they have made their up to the current state (Dewitz, 2014). After seeing how there has been a great rise in the number of businesses, there is a need for more banking systems. As a result, the company of choice involves a banking system that will help potential investors obtain the required starting capital. The current business persons face a lot of frustration from the existing banks due to high-interest rates (Dewitz, 2014). Some of them have considered leaving their business idea as they cannot meet the process of acquiring the startup capital.
The mission statements of the already operating companies do not favor many customers who mostly constitute business people (Dewitz, 2014). The mission statement forms a primary marketing strategy for any business that wants to thrive in the industry (Dewitz, 2014). It helps in capturing the company’s chief brand position and makes it remain competitive among the rivals. By studying the samples of human resources mission statements provided, they differ in some aspects. In the first example, the company here only stresses on the idea offering quality products and services to the customers. It does not indicate how the employees will be equipped, motivated and guided to implement the quality customer service.
The second sample seems to the most attractive and suitable to market the company as compared to the rest. It ensures that all customers receive quality products and services. Also, it first provides that every worker is equipped with appropriate skills through training to enable them to deliver what customers need. The mission statements work well when it addresses both the needs of the consumers and workers (Fazlzadeh, & Malekpour, 2015). It ensures that employees have a safe and comfortable working environment. ...
Business Rio Tinto Group Uk And Human Resource PracticesAmy Moore
Rio Tinto Group is a multinational enterprise (MNE) that must consider various country cultures in its human resource practices. Cultural differences can impact motivation and performance. Rio Tinto responds by embracing workplace diversity and aligning local cultures with business objectives through local partnerships and programs. For example, the Rio Tinto Aboriginal Foundation aims to strengthen indigenous communities and promote diversity. While individualistic cultures may be easier to motivate through performance-based rewards, more community-based cultures require different motivational strategies due to nepotism and preference for rewarding family/friends.
The document discusses the key forces that will shape tomorrow's business environment: demographic changes, rapid technological development, and globalization. It argues that tomorrow's executives will need to focus on attracting and retaining talent, adapting to constant change, and developing a deep understanding of customers. Specifically, executives will need to embrace change, drive agile execution, strengthen human capital, delegate responsibilities, and leverage their entire network to succeed in the future.
1BUSINESS PLAN1Business Plan AssessmentKeesha WestrEttaBenton28
1
BUSINESS PLAN 1
Business Plan Assessment
Keesha Westry
University of Phoenix
STR/581
Business Plan Assessment
The document used to communicate the goals of an organization and the actions needed to achieve these goals, and the other critical element is known as a strategic plan. All organizations need to have a strategic plan because it serves several purposes. This essay will discuss the purpose of Walmart's strategic plan, key objectives, the key performance indicators, and recommend initiatives to improve the strategic plan.
The strategic plan of Walmart gives the company clarity, direction, and focus on what it is supposed to do and achieve by way of a written document. The direction and plan are achieved by connecting the organization's missions and vision by addressing the purpose, vision, and company plan (Jindal et al.,2021). The strategic plan gives the roadmap to success for Walmart. The strategic plan also drives organizational alignment in Walmart. It also communicates the message of what Walmart wants to achieve and the strategic direction of Walmart.
The key objective of Walmart is to provide safe and affordable food and other products to people globally. They will try to achieve this objective through means which enhance economic opportunity, environmental and social sustainability (Jindal et al.,2021). The second key objective of Walmart is to improve the lives of people globally. Walmart achieves market development by lowering the prices of its products and services. The low price strategy has attracted new customers in return, increasing the profits of Walmart. They have also achieved market development by diversifying the products they have to ensure that all the customer requirements are met. The market development strategies fit my plans because they take into consideration the customers' needs and finances.
Walmart has improved purchasing their goods by creating a strong e-commerce platform, making it easier for its customer to purchase goods and services. It has also improved its process by using advanced information technology systems to trace products and have a network of distribution centers to deliver products to its customers and stores. Walmart has led to the development of people by the creation of jobs globally. The low pricing strategy has also helped poor people to access goods and services at a low price, making it possible for them to meet the basic needs of life (Stankevičiūtė et al., 2012). Walmart delivers its products and services through Express delivery which delivers goods to its customers in under two hours. One can also access their products and services by going to their retail stores. Yes, there is a way to improve quality over time by reducing the delivery time of the goods to its customers.
Walmart's key performance indicators are e-commerce sales key performance indicators that surround average order size and the shopping cart abandonment rate, and the customer services key performance i ...
The leading industries and companies that contributes to the maximum revenue and profit generation, are opting revolutionary techniques and management strategies so that they can easily manage with the rising need of excellence. On the contrary, the public sector is more into conventional and traditional ways that they practice and that is why there has been a great deal of planning changes that has been reached in most of the sector so that they can show the current market demand. The private sector seems to deliver more into skill set management rather than traditional ways of work ethics
1
2
Wk2
Walmart - Managing Change Paper
Name
Institution
Walmart is among the biggest retail corporations in the United States and the world. It has branches in nearly all the major cities in the United States and many countries worldwide. However, the dominance of Walmart has been threatened by the rise of online and digital marketing centers that have taken advantage of lower pricing to attract customers. Online ventures have gone as far as taking advantage of the traditional Black Friday shopping that was started by Walmart. The one thing that Walmart should change is the way it treats its employees.
Strategic human resource has become influential in the 21st century as evidenced by the high number of companies that attribute their success to strategic human resource management (Hamid, 2013). The company is faced by the increasing competition across the world that threatens to finish its dominance in the retail sector. The first step towards changes starts with getting the right people to steer the change. Therefore, the success of Walmart boils down to a quality human resource team manning the company. A group of motivated employees is in a good position to develop cutting edge strategies that will help Walmart to retain its dominance in the retail sector.
Walmart should consider offering improved compensation, better work experience, and comprehensive benefits (Dessler, 2015). Transparency should also be upheld to ensure that all employees understand performance appraisals and awarding. The company should also develop new ways to attract talented employees who can guide the organization to the future. Strategic human resource management will allow Walmart to create a highly motivated workforce that can counter any strategy developed by competing organizations (Hamid, 2013). The team will also improve the current programs under Walmart Corporation.
Comprehensive benefits and good compensation has seen organizations like Google, Apple, and Microsoft succeed. It is bound to have the same effect in Walmart as the company faces increased competition.
WK3
Shared Vision and Organizational Culture
Team “A”
MGT426 – Managing Change in the Workplace
January 14, 2016
University of Phoenix
Shared Vision and Organizational Culture
Importance of Understanding Shared Vision in Change Management
Without a vision, there is no future. This is a statement that every organization understands very well and knows its implications. A shared vision is important as it plays a role in change management because it is the driving force for all organizational change it initiates. By definition, a shared vision is the guideline through which all organization processes, goals and objectives are built. Whether change is occasioned by external forces such as the political, social, economic and technological factors or internal forces such as organizational policy and structure, it is important to develop a vision to provi.
Human Resources And The Human Resource DepartmentAngela Weber
Human resources play a vital role in organizations by managing employees and ensuring legal and regulatory compliance. However, in some small businesses, HR functions are not formally organized due to limited resources. This can negatively impact employees if basic HR needs are not met. Outsourcing HR is recommended for small businesses as it allows the company to focus on core operations while benefiting from professional HR expertise at a lower cost than hiring internal HR staff. Outsourcing also helps reduce risks from non-compliance with employment laws. Overall, properly managing HR is important for business success and for treating employees with dignity.
The macro business environment in India has several strengths such as high and sustained economic growth rates, increasing foreign direct investment, robust GDP growth, and a credible independent central bank maintaining macroeconomic stability. However, weaknesses include a high fiscal deficit and the threat of government intervention in some states. Opportunities exist in unfulfilled customer needs and new technologies while threats include a growing import bill and population explosion putting pressure on resources.
Running head BUSINESS PLAN1 BUSINESS PLAN5.docxtoddr4
This business plan is for a cleaning business. The company will provide various cleaning services for both residential and commercial clients, including office cleaning, furniture cleaning, floor cleaning, and window cleaning. The target customers are homeowners and businesses located in suburban areas. Key competitors offer similar services and have 30-60% of the market share. The company aims to gain market share through high quality services and competitive pricing. Regulations from OSHA will be followed. The plan outlines marketing strategies, pricing structures, and sales plans to target potential customers and grow the business.
Business Rio Tinto Group Uk And Human Resource PracticesAmy Moore
Rio Tinto Group is a multinational enterprise (MNE) that must consider various country cultures in its human resource practices. Cultural differences can impact motivation and performance. Rio Tinto responds by embracing workplace diversity and aligning local cultures with business objectives through local partnerships and programs. For example, the Rio Tinto Aboriginal Foundation aims to strengthen indigenous communities and promote diversity. While individualistic cultures may be easier to motivate through performance-based rewards, more community-based cultures require different motivational strategies due to nepotism and preference for rewarding family/friends.
The document discusses the key forces that will shape tomorrow's business environment: demographic changes, rapid technological development, and globalization. It argues that tomorrow's executives will need to focus on attracting and retaining talent, adapting to constant change, and developing a deep understanding of customers. Specifically, executives will need to embrace change, drive agile execution, strengthen human capital, delegate responsibilities, and leverage their entire network to succeed in the future.
1BUSINESS PLAN1Business Plan AssessmentKeesha WestrEttaBenton28
1
BUSINESS PLAN 1
Business Plan Assessment
Keesha Westry
University of Phoenix
STR/581
Business Plan Assessment
The document used to communicate the goals of an organization and the actions needed to achieve these goals, and the other critical element is known as a strategic plan. All organizations need to have a strategic plan because it serves several purposes. This essay will discuss the purpose of Walmart's strategic plan, key objectives, the key performance indicators, and recommend initiatives to improve the strategic plan.
The strategic plan of Walmart gives the company clarity, direction, and focus on what it is supposed to do and achieve by way of a written document. The direction and plan are achieved by connecting the organization's missions and vision by addressing the purpose, vision, and company plan (Jindal et al.,2021). The strategic plan gives the roadmap to success for Walmart. The strategic plan also drives organizational alignment in Walmart. It also communicates the message of what Walmart wants to achieve and the strategic direction of Walmart.
The key objective of Walmart is to provide safe and affordable food and other products to people globally. They will try to achieve this objective through means which enhance economic opportunity, environmental and social sustainability (Jindal et al.,2021). The second key objective of Walmart is to improve the lives of people globally. Walmart achieves market development by lowering the prices of its products and services. The low price strategy has attracted new customers in return, increasing the profits of Walmart. They have also achieved market development by diversifying the products they have to ensure that all the customer requirements are met. The market development strategies fit my plans because they take into consideration the customers' needs and finances.
Walmart has improved purchasing their goods by creating a strong e-commerce platform, making it easier for its customer to purchase goods and services. It has also improved its process by using advanced information technology systems to trace products and have a network of distribution centers to deliver products to its customers and stores. Walmart has led to the development of people by the creation of jobs globally. The low pricing strategy has also helped poor people to access goods and services at a low price, making it possible for them to meet the basic needs of life (Stankevičiūtė et al., 2012). Walmart delivers its products and services through Express delivery which delivers goods to its customers in under two hours. One can also access their products and services by going to their retail stores. Yes, there is a way to improve quality over time by reducing the delivery time of the goods to its customers.
Walmart's key performance indicators are e-commerce sales key performance indicators that surround average order size and the shopping cart abandonment rate, and the customer services key performance i ...
The leading industries and companies that contributes to the maximum revenue and profit generation, are opting revolutionary techniques and management strategies so that they can easily manage with the rising need of excellence. On the contrary, the public sector is more into conventional and traditional ways that they practice and that is why there has been a great deal of planning changes that has been reached in most of the sector so that they can show the current market demand. The private sector seems to deliver more into skill set management rather than traditional ways of work ethics
1
2
Wk2
Walmart - Managing Change Paper
Name
Institution
Walmart is among the biggest retail corporations in the United States and the world. It has branches in nearly all the major cities in the United States and many countries worldwide. However, the dominance of Walmart has been threatened by the rise of online and digital marketing centers that have taken advantage of lower pricing to attract customers. Online ventures have gone as far as taking advantage of the traditional Black Friday shopping that was started by Walmart. The one thing that Walmart should change is the way it treats its employees.
Strategic human resource has become influential in the 21st century as evidenced by the high number of companies that attribute their success to strategic human resource management (Hamid, 2013). The company is faced by the increasing competition across the world that threatens to finish its dominance in the retail sector. The first step towards changes starts with getting the right people to steer the change. Therefore, the success of Walmart boils down to a quality human resource team manning the company. A group of motivated employees is in a good position to develop cutting edge strategies that will help Walmart to retain its dominance in the retail sector.
Walmart should consider offering improved compensation, better work experience, and comprehensive benefits (Dessler, 2015). Transparency should also be upheld to ensure that all employees understand performance appraisals and awarding. The company should also develop new ways to attract talented employees who can guide the organization to the future. Strategic human resource management will allow Walmart to create a highly motivated workforce that can counter any strategy developed by competing organizations (Hamid, 2013). The team will also improve the current programs under Walmart Corporation.
Comprehensive benefits and good compensation has seen organizations like Google, Apple, and Microsoft succeed. It is bound to have the same effect in Walmart as the company faces increased competition.
WK3
Shared Vision and Organizational Culture
Team “A”
MGT426 – Managing Change in the Workplace
January 14, 2016
University of Phoenix
Shared Vision and Organizational Culture
Importance of Understanding Shared Vision in Change Management
Without a vision, there is no future. This is a statement that every organization understands very well and knows its implications. A shared vision is important as it plays a role in change management because it is the driving force for all organizational change it initiates. By definition, a shared vision is the guideline through which all organization processes, goals and objectives are built. Whether change is occasioned by external forces such as the political, social, economic and technological factors or internal forces such as organizational policy and structure, it is important to develop a vision to provi.
Human Resources And The Human Resource DepartmentAngela Weber
Human resources play a vital role in organizations by managing employees and ensuring legal and regulatory compliance. However, in some small businesses, HR functions are not formally organized due to limited resources. This can negatively impact employees if basic HR needs are not met. Outsourcing HR is recommended for small businesses as it allows the company to focus on core operations while benefiting from professional HR expertise at a lower cost than hiring internal HR staff. Outsourcing also helps reduce risks from non-compliance with employment laws. Overall, properly managing HR is important for business success and for treating employees with dignity.
The macro business environment in India has several strengths such as high and sustained economic growth rates, increasing foreign direct investment, robust GDP growth, and a credible independent central bank maintaining macroeconomic stability. However, weaknesses include a high fiscal deficit and the threat of government intervention in some states. Opportunities exist in unfulfilled customer needs and new technologies while threats include a growing import bill and population explosion putting pressure on resources.
Running head BUSINESS PLAN1 BUSINESS PLAN5.docxtoddr4
This business plan is for a cleaning business. The company will provide various cleaning services for both residential and commercial clients, including office cleaning, furniture cleaning, floor cleaning, and window cleaning. The target customers are homeowners and businesses located in suburban areas. Key competitors offer similar services and have 30-60% of the market share. The company aims to gain market share through high quality services and competitive pricing. Regulations from OSHA will be followed. The plan outlines marketing strategies, pricing structures, and sales plans to target potential customers and grow the business.
1. Key Term and Why You Are Interested in ItAs I sit here readinSantosConleyha
1. Key Term and Why You Are Interested in It
As I sit here reading and focusing on my future, I decided to choose managerial commitment (MC) for the topic I am interested in. Due to the degree of study that I am working towards, this topic falls within my wheelhouse. To become successful as a business manager I need to be able to broaden my thoughts and vision on other ways to become successful. Giving the tools and being informed of areas that tend to be overlooked will set me up for a better career. Additionally, gaining a better understanding of what managers needs to do and the commitment that they need to apply for the job can make a company successful. This holds true especially for those who look to take their business overseas and thrive.
2. Explanation of the Key Term
The term managerial commitment is used by company executives that participate directly in the aspects of a business’s operations or organizational level tasks. The level to which commitment is executed or accepted often depends on how much trust and authority the managers have been entrusted with from senior leadership. “The nature of managerial commitment to an intervention shapes its character: it is not the intervention itself that is key, but the meaning given to it by participants” (Greasley & Edwards, 2015). A commitment from an employee, manager, or even CEO depends on the level of success and reward that is associated with it.
3. Major Article Summary
Due to the reduction of the operating costs within organizations, there are other ways to save money and still produce the same quality of customer service. This has to do with an increase of employee interaction while implementing a more proactive approach for customer interaction. “Quality improvement involves the transformation of the entire organization toward customer orientation through employee involvement” (Lämsä & Savolainen, 2000, p. 297). When it comes to downsizing, senior leadership must retain the managers and workers who produce a higher quality return and takes the lead on company improvement methods. These improvements are not limited to just the work within the physical company walls, but this also goes for the external representation as well.
4. Discussion
a. How the cited work relates to your above explanation.
MC is always significant for the overall success and without the proper engagement, there could potentially be a decline in productivity which would lead to a decrease in revenue. Aside from revenue, the initial path for which a company travels down is typically a direct reflection of those managers that are involved with during initial meetings. Many organizations may not have a lack of enthusiastic individuals looking to promote within, however, choosing the right individual(s) to lead and represent will take proper vectoring and honest selection to fulfill those positions. “Management is also responsible for the mode, direction, and speed with which the company advanc ...
1. Key Term and Why You Are Interested in ItAs I sit here readinAbbyWhyte974
1. Key Term and Why You Are Interested in It
As I sit here reading and focusing on my future, I decided to choose managerial commitment (MC) for the topic I am interested in. Due to the degree of study that I am working towards, this topic falls within my wheelhouse. To become successful as a business manager I need to be able to broaden my thoughts and vision on other ways to become successful. Giving the tools and being informed of areas that tend to be overlooked will set me up for a better career. Additionally, gaining a better understanding of what managers needs to do and the commitment that they need to apply for the job can make a company successful. This holds true especially for those who look to take their business overseas and thrive.
2. Explanation of the Key Term
The term managerial commitment is used by company executives that participate directly in the aspects of a business’s operations or organizational level tasks. The level to which commitment is executed or accepted often depends on how much trust and authority the managers have been entrusted with from senior leadership. “The nature of managerial commitment to an intervention shapes its character: it is not the intervention itself that is key, but the meaning given to it by participants” (Greasley & Edwards, 2015). A commitment from an employee, manager, or even CEO depends on the level of success and reward that is associated with it.
3. Major Article Summary
Due to the reduction of the operating costs within organizations, there are other ways to save money and still produce the same quality of customer service. This has to do with an increase of employee interaction while implementing a more proactive approach for customer interaction. “Quality improvement involves the transformation of the entire organization toward customer orientation through employee involvement” (Lämsä & Savolainen, 2000, p. 297). When it comes to downsizing, senior leadership must retain the managers and workers who produce a higher quality return and takes the lead on company improvement methods. These improvements are not limited to just the work within the physical company walls, but this also goes for the external representation as well.
4. Discussion
a. How the cited work relates to your above explanation.
MC is always significant for the overall success and without the proper engagement, there could potentially be a decline in productivity which would lead to a decrease in revenue. Aside from revenue, the initial path for which a company travels down is typically a direct reflection of those managers that are involved with during initial meetings. Many organizations may not have a lack of enthusiastic individuals looking to promote within, however, choosing the right individual(s) to lead and represent will take proper vectoring and honest selection to fulfill those positions. “Management is also responsible for the mode, direction, and speed with which the company advanc ...
The document summarizes advice from Mark Oettinger on starting and growing a business. It discusses the two types of entrepreneurs, developing an elevator pitch and business plan, obtaining funding, and driving revenue. Oettinger emphasizes the importance of being knowledgeable, honest, and remarkable to succeed in sales and fundraising.
James Holt is a General Manager at Microsoft responsible for a $179M federal civilian services business. He has grown new work sold by 265% and service delivery by 222% over the past 5 years. Holt leads diverse teams providing consulting, support, and cloud services to federal agencies and partners. As GM, he cultivates innovation, adapts strategies to market changes, and ensures an inclusive work environment. Previously, Holt held leadership roles at Oracle and CGI-AMS growing their federal civilian practices and turning around struggling projects and portfolios.
James Holt has over 30 years of experience managing technology services businesses. He currently serves as General Manager of Microsoft's $179M Federal Civilian Services business, where he has grown revenue 265% over 5 years. Previously, Holt held leadership roles at Oracle, CGI, and Unisys, turning around struggling business units. Holt has extensive experience developing strategies, managing teams and resources, and delivering results for clients such as the VA, SSA, and World Bank.
This document discusses trends in global talent mobility and how companies are adapting their mobility programs. Some key points:
- Demand for mobility is increasing as companies expand into new markets and look to develop a more global workforce. Short-term assignments and business travel will see the biggest increases.
- Mobility types are diversifying to include more talent-focused moves like talent swaps and developmental assignments. Companies are also moving toward more localized reward packages instead of tax-equalized home-based assignments.
- Managing global talent and mobility is becoming more complex as the typical assignee profile changes. Companies must tap into growing talent pools in emerging markets and develop a strong global employer brand to attract top talent.
PwC Global Mobility Insights -Moving People with Purpose - Modern Mobility Su...Peter Clarke
This document discusses trends in global talent mobility and how companies are adapting their mobility programs. Some key points:
- Demand for mobility is increasing as companies expand into new markets and need to access talent pools globally. Short-term assignments and business travel will see the biggest increases.
- Mobility is being used not just for tactical deployment but also for strategic talent development. There is a growing use of moves like talent swaps and developmental assignments.
- Reward structures are becoming more varied and global. While tax-equalized assignments still have a role, there is a shift to local-plus moves and permanent transfers, as well as more global pay packages.
- Managing the mix of local and mobile
The document discusses trends in customer experience and loyalty. It notes that customers now have greater power and access to information due to digital technologies. Companies must work to understand individual customers and earn their loyalty. Effective leadership approaches that empower employees, such as flatter organizational structures, can help improve both customer satisfaction and employee retention. Customer service is becoming an increasingly important factor for brands.
· From the assigned textbook, Managing Organizational Change 3rd r.docxoswald1horne84988
· From the assigned textbook, Managing Organizational Change 3rd read:
· Vision and the Direction of Change
· https://digitalbookshelf.argosy.edu/#/books/1260003663/cfi/6/32!/4/2/24/84/[email protected]:0
John Pendlebury et al. (1998) specify three components of visions key to change management:
1. Why the change is needed: The problem that validates the need for change
2. The aim of the change: The solution, which must be credible, meaningful, and feasible
3. The change actions that will be taken: The means, how actions will be mobilized and delivered
We can thus identify the desirable features of vision statements. However, this does not reveal the criteria on which those features should be assessed. This suggests that the affective or “feel good” content of vision is important; we know it when we see it, but this is difficult to define or to measure. Consider the sample of vision statements taken from leading (Fortune 100) global companies. Which ofthese vision statements have the characteristics that we have identified so far? Which do not have these characteristics? Based on these vision statements, for which of these companies would you find it attractive to work? Whose vision statements would turn you away? Why? How do you explain your preferences and dislikes with regard to these visions?
Ira Levin (2000, p. 92) argues that some vision statements have a “bumper sticker” style, based on jargon and fashionable terms. Their similarities thus mean that they could be used by several different companies, and they are not inspirational. Hugh Davidson (2004) calls these “me-too” statements that lack distinctiveness, such as Ericsson’s vision in the 1990s, “to be the leading company in tomorrow’s converged data and telecommunications market.” Levin (2000) advocates instead the development of “vision stories” that176portray the future in a manner to which people can relate. Table 6.4 outlines the process for producing vision stories. Levin cites Arthur Martinez, chief executive of Sears, as someone adept at using visionstories. Martinez required his senior managers to write stories about the businesses that they managed and how customers related to those businesses (Domm, 2001).177
TABLE 6.4
Vision as Storytelling—How to Develop the Narrative
Step
Actions for the Senior Team
1. Become informed
Leadership team articulate their vision for the future—five to fifteen years ahead—of the organization, taking into account:
External impacts and future business challenges?
Economic, social, political, and technological trends and developments?
What are other organizations doing to prepare for the future?
Core values and beliefs?
2. Visit the future
Imagine it is five years into the future, and the organization has been so successful that business magazines want to report the story, covering:
What is the organization’s reputation and what do competitors envy?
What is the customers’ experience?
What contributions have been made to the community?
What do.
The Benefits Of Innovation Workshops: Co-Creation And Remote CollaborationHarry Alford
Innovation workshops drive companies to develop a compelling point of view, see competitive challenges in a new light, address specific painful problems, and create hooks of synchronicity to stimulate productivity. Over the course of a three-hour session, we facilitate design thinking exercises to connect problems to a solution. This presentation articulates the benefits of participating in an innovation workshop.
The document discusses the marketing environment and its impact on business organizations. It explains that marketing activities are influenced by uncontrollable external factors known as the marketing environment. The environment consists of micro and macro elements. The micro environment includes factors directly affecting the company like customers, suppliers, and competitors. The macro environment comprises broader forces like demographics, economics, technology, and culture that impact all businesses. Understanding both the micro and macro environments is important for developing a strategic marketing plan and succeeding in the market.
Insights from the World Economic Forum in Davos, where world leaders discussed the importance of emerging markets and how technology is changing the way we connect with each other.
Influence Of French Food On The Food Service IndustrySandy Harwell
The document discusses the influence of French cuisine on the food service industry in the United States. It notes that French food has had a large impact for many centuries due to delicacies like escargots and foie gras. One of the most obvious influences is seen in New Orleans, which was founded by the French and still retains French and Creole influences in its cuisine. However, French food has expanded beyond this and can be found in many different forms across the country due to its popularity and complexity.
Running header BUSINESS PLAN 1BUSINESS PLAN .docxagnesdcarey33086
Running header: BUSINESS PLAN 1
BUSINESS PLAN 14
Garden City Real Estate Consultants
Name
University
Contents
i.Abstract3
1.0 Business Description3
1.1 Business name3
1.2 Business Location3
1.3 Ownership4
1.4 Products and services10
1.5.1Table of productst10
2.0 Marketing6
2..1.1 Customer segmentation……… 7
2.1.2 Individual Customers ……… 7
2.1.3 Institutional Customers ……… 7
2.1.4 Other Customer ……… 7
2.2 Marketing strategies ……… 7
2.2.1 Products ……… 7
2.2.2 Advertisementr ……… 8
2.2.3 Promotion ……… 8
2.2. SWOT Analysis ……… 9
3.0 Financial management ……… 10
3.1 Pre-Operational Cost ……… 10
3.1.1 Cash flow projection for the year 2013 ……… 11
References………………………………………………………………………………………15
ABSTRACT
Real estate business has been one of the growing businesses in the world’s economy. This can be attributed to the ever growing population which has perhaps led to the need for housing and other related facilities. The business requires patience and a high level of skills, because it entails valuing of property market value, based on a number of parameters. The fact of high demand for more housing facilities does not mean that there is a ready market. Therefore not everyone can enter the real estate market and product tangible profits. Real estate business is a risky affair and one needs to have skills and an elegant understanding in risk management.
1.0 Business Description
*Add Business Description*
1.1 Business Name
The name of the business will be Garden City Consultants. The name is derived from the fact that the Company will be offering a range of real estate services from house construction, facilitating renting of properties and landscaping as well as interior designs (Darian 2003). The name is meant to resonate well with potential clients in the sense that when they visual a garden city, they see a beautiful dream home with well-manicured lawns and flower beds. The mission statement of this business will be “HIGHER GROUNDS FOR HIGHER GOALS”. The business will would seek to satisfy customers by setting trends that would not be able to be attained by rivals.1.2 Business location
It will be located at Newton town in Kansas State. Newton is not a big town as such but it is located in a centralized place where most people living inside the rural schemes have to pass by before them head on to the other bigger cities like Wichita, and it is the town that is a central point for people connecting on their way to their work places and businesses. The business will be located near the next to Hutchinson community College terminus which is also close to the county Hospital, Several other businesses are already operating within the same point, though they are not well because the area just opened up recently, they seem to be doing relatively well. There are various factors that motivated the choi.
Case Study 1 Applying Theory to PracticeSocial scientists hav.docxcowinhelen
Case Study 1: Applying Theory to Practice
Social scientists have proposed a number of theories to explain juvenile delinquency. Each has its own strengths and weaknesses. For this assignment, go to the following Website, located at http://listverse.com/2011/05/14/top-10-young-killers/ and select one of the juvenile case studies.
After reading the case, select one (1) of the psychological theories discussed in Chapter 4 of the text.
Write a two to three (2-3) page paper in which you:
1. Summarize three (3) key aspects of the juvenile case study that you selected.
2. Highlight at least three (3) factors that you believe are important for one to understand the origins of the juvenile’s delinquent behavior.
3. Apply at least two (2) concepts from the theory that you chose from the text that would help explain the juvenile’s behavior.
4. Identify one (1) appropriate strategy geared toward preventing delinquency that is consistent with the theory you chose.
5. Use at least three (3) quality references. Note: Wikipedia and other Websites do not qualify as academic resources.
Discussion-
"The Changing Family System"
Using what you’ve learned this week, respond to the following prompts in your post:
· Explain at least two (2) roles that different parenting styles play in shaping the overall behavior of children. Next, indicate the significant impacts that each role has in contributing to delinquent behavior among juveniles.
· Think about the following question: Should juvenile delinquents be removed from their home and parent(s) and placed in a foster home or group home if the child continues to commit criminal acts after repeated attempts at treatment and confinement? Based on this question, discuss your thoughts on this subject. Provide support for your response.
Discussion-
"Exploring Monopolies and Oligopolies"
Watch this video, Oligopolies and Monopolistic Competition, to help you prepare for this week’s discussion.
Reply to these prompts by using the company for which you currently work, a business with which your familiar, or a dream business you want to start:
· With your selected business in mind, determine if it is competitive, monopolistic competitive, an oligopoly, or pure monopoly. Explain how you drew your conclusion about its market structure.
· How does the business/firm in this industry determine the price it will charge for the products or services it sells?
Discussion-
"Considering Tradeoffs You Make Every Day"
Let's talk about two tradeoffs we face every day: how we spend our time and money.
We can only do two things with income: spend it or save it. Time is the ultimate resource. We can choose to spend time working to earn an income or we can do other things, broadly classified as leisure. Reply to these prompts to start your discussion:
· How does a change in interest rate affect your decision to spend or save? How would a change in the interest rate affect a firm's decision to invest or save?
· How might an increas.
Case Study - Option 3 BarbaraBarbara is a 22 year old woman who h.docxcowinhelen
Case Study - Option 3: Barbara
Barbara is a 22 year old woman who has recently graduated from college with a psychology degree. She is currently working as a waitress at a popular restaurant near campus, and says she has always planned to attend law school. Barbara was born in a New Orleans, Louisiana. Her mother is an African American who is an assistant manager at a grocery store. Her father is Caucasian and works at a department store. Barbara reports that she was a shy, unattractive child, but that in general her early childhood was "pretty happy." Barbara says that during elementary school, she was constantly harassed by classmates about being of mixed race. Still, she says that she felt very close to her family during this period. She now insists that "I am not black or white, I am me."
Barbara is sexually active and engages in sexual activity with different men at least 1 time a week. Barbara indicates that she does not need protection because she is on the pill. She says she is simply too young to settle down. During her junior year of high school, Barbara had her first serious boyfriend, Morris, who was a high school classmate. She describes the relationship as warm and supportive and they became sexually active during her senior year of high school. They broke up soon after the first sexual interaction. In college, Barbara has dated and she acknowledges some bisexual experimentation. Barbara says that she prefers heterosexual relationships, however.
Although Barbara appears to be a natural athlete, she leads a relatively sedentary lifestyle. She does not exercise regularly and indicates that it is just not enjoyable.
Barbara does not like her job at the restaurant, but seems unwilling to look for other employment. She says that she feels "very jittery" whenever she gets ready for work, and she uses any excuse to take days off. She also refuses to associate with fellow employees, and reports getting very anxious when she was given a surprise birthday party. Recently, she has lost interest in cleaning her house and seldom cooks for herself. She also attends less to her personal grooming.
Diagnosis – Social Anxiety Disorder/Minor Depression
DSM-5 – Diagnostic Criteria for Social Anxiety Disorder
1. Fear or anxiety specific to social settings, in which a person feels noticed, observed, or scrutinized.
2. Typically the individual will fear that they will display their anxiety and experience social rejection,
3. Social interaction will consistently provoke distress,
4. Social interactions are either avoided, or painfully and reluctantly endured,
5. The fear and anxiety will be grossly disproportionate to the actual situation,
6. The fear, anxiety or other distress around social situations will persist for six months or longer and
7. Cause personal distress and impairment of functioning in one or more domains, such as interpersonal or occupational functioning,
8. The fear or anxiety cannot be attributed to a medical disorder, s.
Case Study - Cyberterrorism—A New RealityWhen hackers claiming .docxcowinhelen
Case Study - Cyberterrorism—A New Reality:
When hackers claiming to support the Syrian regime of Bashar Al-Assad attacked and disabled the website of Al Jazeera, the Qatar-based satellite news channel, in September 2012, the act was another act of hacktivism, purporting to promote a specific political agenda over another. Hacktivism has become a very visible form of expressing dissent. Even though there have been numerous incidents reported by the media, the first case of hacktivism was documented in 1989 when a member of the Cult of the Dead Cow hacker collective named Omega coined the term in 1996. However, hacktivism is not the only form of cyber protest and conflict that has everyone from ICT professionals to governments scrambling for solutions. Individuals, enterprises, and governments alike rely in many instances almost completely on network computing technologies, including cloud computing. The international and ever-evolving nature of the Internet along with inadequate law enforcement and the anonymity the global architecture offers creates opportunities for hackers to attack vulnerable nodes for personal, financial, or political gain.
The Internet is also rapidly becoming the political and advocacy platform of choice, bringing with it both positive and negative consequences. Increasingly sophisticated off-the-shelf technologies and easy access to the Internet are significantly increasing incidents of cyberterrorism, netwars, and cyberwarfare. The following are a few examples.
• According to The Israel Electric Company, Israel is attacked 1,000 times a minute by cyberterrorists targeting the country’s infrastructure—water, electricity, communications, and other services.• The New York Times, quoting military officials, said there was a seventeen-fold increase in cyberattacks targeting the US critical infrastructure between 2009 and 2011.• The 2010 Data Breach Investigations Report has data recording more than 900 instances of computer hacking and other data breaches in the past seven years, resulting in some 900 million compromised records. In 2012, the same study listed 855 breaches, resulting in 174 million compromised records in 2011 alone, up from 4 million in 2010.• Another study of 49 breaches in 2011 reported that the average organizational cost of a data breach (including detection, internal response, notification, post notification cost) was $5.5 million. This number was down from $7.2 million in 2010.14 The Telegraph (London) reported that “India blamed a new ‘cyber-jihad’ by Pakistani militant groups for the exodus of thousands of people from India’s north-eastern minorities from its main southern cities in August after text messages warning them to flee went viral.”
There have been recorded instances of nations allegedly engaging in cyberwarfare. The Center for the Study of Technology and Society has identified five methods by which cyberwarfare can be used as a means of military action. These include defacing or di.
Case Study - APA paper with min 4 page content Review the Blai.docxcowinhelen
Case Study - APA paper with min 4 page content
Review the
Blaine
case on the capital structure by understanding the case well enough to help the CEO make informed analysis and decisions on the issues listed in the second paragraph.
I want you to, of course, show me that you understand the situation but then to add the
.
Case Study - Global Mobile Corporation Damn it, .docxcowinhelen
Case Study - Global Mobile Corporation
“Damn it, he's done it again!”
Charlie Newburg had to get up and walk around his office, he was so frustrated. He had been
reviewing the most recent design, parts, and assembly specifications for Global Mobile's latest
smart phone (code named: Nonphixhun) that had been released for production the previous
Thursday. The files had just come back to Charlie's engineering services department with a
caustic note that began, “This one can't be produced, either…” It was the fourth time production
had returned the design.
Newburg, director of engineering for the Global Mobile Corporation, was normally a quiet
person. But the Nonphixhun project was stretching his patience; it was beginning to appear like
several other new products that had hit delays and problems in the transition from design to
production during the eight months Charlie had worked for Global Mobile. These problems were
nothing new at Global Mobile's Asian factory; Charlie's predecessor in the engineering job had
run afoul of them, too, and had finally been fired for protesting too vehemently about the other
departments. But the Nonphixhun phone should have been different. Charlie and the firm's
president, Hannah Hoover, had video-conferenced two months earlier (on July 3, 2006) with the
factory superintendent, Tyson Wang, to smooth the way for the new phone's design. He thought
back to the meeting …
• “Now, we all know there's a tight deadline on the Nonphixhun,” Hannah Hoover said, “and
Charlie's done well to ask us to talk about its introduction. I'm counting on both of you to find
any snags in the system, and to work together to get that first production run out by October
2. Can you do it?” “We can do it in production if we get a clean design two weeks from
now, as scheduled,” answered Tyson Wang, the factory manager. “Charlie and I have already
talked about that, of course. I've spoken with our circuit board and other parts suppliers and
scheduled assembly capacity, and we'll be ready. If the design goes over schedule, though, I'll
have to fill in with other runs, and it will cost us a bundle to break in for the Nonphixhun.
How does it look in engineering, Charlie?” “I've just reviewed the design for the second
time,” Charlie replied. “If Marianne Price can keep the salespeople out of our hair, and avoid
any more last minute changes, we've got a shot. I've pulled my technical support people off of
three other overdue jobs to get this one out. But, Tyson, that means we can't spring engineers
loose to confer with your production people on other manufacturing problems.” “Well
Charlie, most of those problems are caused by the engineers, and we need them to resolve the
difficulties. We've all agreed that production problems come from both of us bowing to sales
pressure, and putting equipment into production before the designs are really ready. That's
just wh.
Case Study #3Apple Suppliers & Labor PracticesWith its h.docxcowinhelen
Case Study #3
Apple Suppliers & Labor Practices
With its highly coveted line of consumer electronics, Apple has a cult following among loyal consumers. During the 2014 holiday season, 74.5 million iPhones were sold. Demand like this meant that Apple was in line to make over $52 billion in profits in 2015, the largest annual profit ever generated from a company’s operations. Despite its consistent financial performance year over year, Apple’s robust profit margin hides a more complicated set of business ethics. Similar to many products sold in the U.S., Apple does not manufacture most its goods domestically. Most of the component sourcing and factory production is done overseas in conditions that critics have argued are dangerous to workers and harmful to the environment.
For example, tin is a major component in Apple’s products and much of it is sourced in Indonesia. Although there are mines that source tin ethically, there are also many that do not. One study found workers—many of them children—working in unsafe conditions, digging tin out by hand in mines prone to landslides that could bury workers alive. About 70% of the tin used in electronic devices such as smartphones and tablets comes from these more dangerous, small-scale mines. An investigation by the BBC revealed how perilous these working conditions can be. In interviews with miners, a 12-yearold working at the bottom of a 70-foot cliff of sand said: “I worry about landslides. The earth slipping from up there to the bottom. It could happen.”
Apple defends its practices by saying it only has so much control over monitoring and regulating its component sources. The company justifies its sourcing practices by saying that it is a complex process, with tens of thousands of miners selling tin, many of them through middle-men. In a statement to the BBC, Apple said “the simplest course of action would be for Apple to unilaterally refuse any tin from Indonesian mines. That would be easy for us to do and would certainly shield us from criticism. But that would also be the lazy and cowardly path, since it would do nothing to improve the situation. We have chosen to stay engaged and attempt to drive changes on the ground.”
In an effort for greater transparency, Apple has released annual reports detailing their work with suppliers and labor practices. While more recent investigations have shown some improvements to suppliers’ working conditions, Apple continues to face criticism as consumer demand for iPhones and other products continues to grow.
Essay directions –
Students will have to identify and analyze the above ethical dilemma. Write a 750 – 1000 word, double-spaced paper, and APA style.
Students are expected to identify the key stakeholders, discussion of the implications of the ethical dilemma, and answer the case study questions. Each paper should have the following sections: • Introduction of the case• The ethical dilemma • Stakeholders • Questions • Conclusions • References .
CASE STUDY (Individual) Scotland In terms of its physical l.docxcowinhelen
CASE STUDY (Individual): Scotland
* In terms of its physical landscape, where is the region that is experiencing a devolutionary process located and what type of climate is prevalent? (use Figure 2.5 and 2.4 of the textbook).
* According to the sources you have consulted, do these physical/natural characteristics have played any role in the historical background for this devolutionary process? How?
* How do the people that inhabit the region you are studying speak about their relationship to the land and the environment? Do they express any ideas on biodiversity conservation?
* Do they say anything about their homeland? If the region you are studying has a website (official or not), what role do maps play on their web site/s?
* Is this region located close to or far from the center of power of the country (the national capital city)?
* Does this condition have any impact on the reasons why they would like to gain at-least more autonomy to make their own decisions?
* According to the source/s you have consulted, what are the main reason/s why this population would like to break-up from the country in which they live in?
Do this/these source/s mention any explanation/s based on cultural or ethnic characteristics? For example, speaking a different language? Which one? Professing a different religion? Which one? Economic disparities
.
Case Study #2 T.D. enjoys caring for the children and young peop.docxcowinhelen
Case Study #2
T.D. enjoys caring for the children and young people in the schools where she works, but sometimes she is faced with tough situations such as suspected child abuse and neglect, teen pregnancy, and alcohol and drug use among teenagers. She works hard to ensure that the children in her schools receive the best care possible.
Question:
Several third graders reports having received no breakfast at home for more than a week. T.D. is exercising Advocacy for the students under her care. What type of actions she might be doing to exercise advocacy for the students?
Discuss this:
Moral distress is a frequent situation where health care providers should face. Please define and discuss a personal experience where you have faced Moral distress in your practice.
Discuss how health promotion relates to morality.
Discuss your insights about your own communication strengths and weaknesses. Identify situations in which it may be difficult for you to establish or terminate a therapeutic relationship.
*
formatted and cited in current APA style with support from at least 2 academic sources.
.
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1. Key Term and Why You Are Interested in ItAs I sit here readinSantosConleyha
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As I sit here reading and focusing on my future, I decided to choose managerial commitment (MC) for the topic I am interested in. Due to the degree of study that I am working towards, this topic falls within my wheelhouse. To become successful as a business manager I need to be able to broaden my thoughts and vision on other ways to become successful. Giving the tools and being informed of areas that tend to be overlooked will set me up for a better career. Additionally, gaining a better understanding of what managers needs to do and the commitment that they need to apply for the job can make a company successful. This holds true especially for those who look to take their business overseas and thrive.
2. Explanation of the Key Term
The term managerial commitment is used by company executives that participate directly in the aspects of a business’s operations or organizational level tasks. The level to which commitment is executed or accepted often depends on how much trust and authority the managers have been entrusted with from senior leadership. “The nature of managerial commitment to an intervention shapes its character: it is not the intervention itself that is key, but the meaning given to it by participants” (Greasley & Edwards, 2015). A commitment from an employee, manager, or even CEO depends on the level of success and reward that is associated with it.
3. Major Article Summary
Due to the reduction of the operating costs within organizations, there are other ways to save money and still produce the same quality of customer service. This has to do with an increase of employee interaction while implementing a more proactive approach for customer interaction. “Quality improvement involves the transformation of the entire organization toward customer orientation through employee involvement” (Lämsä & Savolainen, 2000, p. 297). When it comes to downsizing, senior leadership must retain the managers and workers who produce a higher quality return and takes the lead on company improvement methods. These improvements are not limited to just the work within the physical company walls, but this also goes for the external representation as well.
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As I sit here reading and focusing on my future, I decided to choose managerial commitment (MC) for the topic I am interested in. Due to the degree of study that I am working towards, this topic falls within my wheelhouse. To become successful as a business manager I need to be able to broaden my thoughts and vision on other ways to become successful. Giving the tools and being informed of areas that tend to be overlooked will set me up for a better career. Additionally, gaining a better understanding of what managers needs to do and the commitment that they need to apply for the job can make a company successful. This holds true especially for those who look to take their business overseas and thrive.
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The term managerial commitment is used by company executives that participate directly in the aspects of a business’s operations or organizational level tasks. The level to which commitment is executed or accepted often depends on how much trust and authority the managers have been entrusted with from senior leadership. “The nature of managerial commitment to an intervention shapes its character: it is not the intervention itself that is key, but the meaning given to it by participants” (Greasley & Edwards, 2015). A commitment from an employee, manager, or even CEO depends on the level of success and reward that is associated with it.
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The document summarizes advice from Mark Oettinger on starting and growing a business. It discusses the two types of entrepreneurs, developing an elevator pitch and business plan, obtaining funding, and driving revenue. Oettinger emphasizes the importance of being knowledgeable, honest, and remarkable to succeed in sales and fundraising.
James Holt is a General Manager at Microsoft responsible for a $179M federal civilian services business. He has grown new work sold by 265% and service delivery by 222% over the past 5 years. Holt leads diverse teams providing consulting, support, and cloud services to federal agencies and partners. As GM, he cultivates innovation, adapts strategies to market changes, and ensures an inclusive work environment. Previously, Holt held leadership roles at Oracle and CGI-AMS growing their federal civilian practices and turning around struggling projects and portfolios.
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· Vision and the Direction of Change
· https://digitalbookshelf.argosy.edu/#/books/1260003663/cfi/6/32!/4/2/24/84/[email protected]:0
John Pendlebury et al. (1998) specify three components of visions key to change management:
1. Why the change is needed: The problem that validates the need for change
2. The aim of the change: The solution, which must be credible, meaningful, and feasible
3. The change actions that will be taken: The means, how actions will be mobilized and delivered
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TABLE 6.4
Vision as Storytelling—How to Develop the Narrative
Step
Actions for the Senior Team
1. Become informed
Leadership team articulate their vision for the future—five to fifteen years ahead—of the organization, taking into account:
External impacts and future business challenges?
Economic, social, political, and technological trends and developments?
What are other organizations doing to prepare for the future?
Core values and beliefs?
2. Visit the future
Imagine it is five years into the future, and the organization has been so successful that business magazines want to report the story, covering:
What is the organization’s reputation and what do competitors envy?
What is the customers’ experience?
What contributions have been made to the community?
What do.
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Running header BUSINESS PLAN 1BUSINESS PLAN .docxagnesdcarey33086
Running header: BUSINESS PLAN 1
BUSINESS PLAN 14
Garden City Real Estate Consultants
Name
University
Contents
i.Abstract3
1.0 Business Description3
1.1 Business name3
1.2 Business Location3
1.3 Ownership4
1.4 Products and services10
1.5.1Table of productst10
2.0 Marketing6
2..1.1 Customer segmentation……… 7
2.1.2 Individual Customers ……… 7
2.1.3 Institutional Customers ……… 7
2.1.4 Other Customer ……… 7
2.2 Marketing strategies ……… 7
2.2.1 Products ……… 7
2.2.2 Advertisementr ……… 8
2.2.3 Promotion ……… 8
2.2. SWOT Analysis ……… 9
3.0 Financial management ……… 10
3.1 Pre-Operational Cost ……… 10
3.1.1 Cash flow projection for the year 2013 ……… 11
References………………………………………………………………………………………15
ABSTRACT
Real estate business has been one of the growing businesses in the world’s economy. This can be attributed to the ever growing population which has perhaps led to the need for housing and other related facilities. The business requires patience and a high level of skills, because it entails valuing of property market value, based on a number of parameters. The fact of high demand for more housing facilities does not mean that there is a ready market. Therefore not everyone can enter the real estate market and product tangible profits. Real estate business is a risky affair and one needs to have skills and an elegant understanding in risk management.
1.0 Business Description
*Add Business Description*
1.1 Business Name
The name of the business will be Garden City Consultants. The name is derived from the fact that the Company will be offering a range of real estate services from house construction, facilitating renting of properties and landscaping as well as interior designs (Darian 2003). The name is meant to resonate well with potential clients in the sense that when they visual a garden city, they see a beautiful dream home with well-manicured lawns and flower beds. The mission statement of this business will be “HIGHER GROUNDS FOR HIGHER GOALS”. The business will would seek to satisfy customers by setting trends that would not be able to be attained by rivals.1.2 Business location
It will be located at Newton town in Kansas State. Newton is not a big town as such but it is located in a centralized place where most people living inside the rural schemes have to pass by before them head on to the other bigger cities like Wichita, and it is the town that is a central point for people connecting on their way to their work places and businesses. The business will be located near the next to Hutchinson community College terminus which is also close to the county Hospital, Several other businesses are already operating within the same point, though they are not well because the area just opened up recently, they seem to be doing relatively well. There are various factors that motivated the choi.
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Case Study 1 Applying Theory to PracticeSocial scientists hav.docxcowinhelen
Case Study 1: Applying Theory to Practice
Social scientists have proposed a number of theories to explain juvenile delinquency. Each has its own strengths and weaknesses. For this assignment, go to the following Website, located at http://listverse.com/2011/05/14/top-10-young-killers/ and select one of the juvenile case studies.
After reading the case, select one (1) of the psychological theories discussed in Chapter 4 of the text.
Write a two to three (2-3) page paper in which you:
1. Summarize three (3) key aspects of the juvenile case study that you selected.
2. Highlight at least three (3) factors that you believe are important for one to understand the origins of the juvenile’s delinquent behavior.
3. Apply at least two (2) concepts from the theory that you chose from the text that would help explain the juvenile’s behavior.
4. Identify one (1) appropriate strategy geared toward preventing delinquency that is consistent with the theory you chose.
5. Use at least three (3) quality references. Note: Wikipedia and other Websites do not qualify as academic resources.
Discussion-
"The Changing Family System"
Using what you’ve learned this week, respond to the following prompts in your post:
· Explain at least two (2) roles that different parenting styles play in shaping the overall behavior of children. Next, indicate the significant impacts that each role has in contributing to delinquent behavior among juveniles.
· Think about the following question: Should juvenile delinquents be removed from their home and parent(s) and placed in a foster home or group home if the child continues to commit criminal acts after repeated attempts at treatment and confinement? Based on this question, discuss your thoughts on this subject. Provide support for your response.
Discussion-
"Exploring Monopolies and Oligopolies"
Watch this video, Oligopolies and Monopolistic Competition, to help you prepare for this week’s discussion.
Reply to these prompts by using the company for which you currently work, a business with which your familiar, or a dream business you want to start:
· With your selected business in mind, determine if it is competitive, monopolistic competitive, an oligopoly, or pure monopoly. Explain how you drew your conclusion about its market structure.
· How does the business/firm in this industry determine the price it will charge for the products or services it sells?
Discussion-
"Considering Tradeoffs You Make Every Day"
Let's talk about two tradeoffs we face every day: how we spend our time and money.
We can only do two things with income: spend it or save it. Time is the ultimate resource. We can choose to spend time working to earn an income or we can do other things, broadly classified as leisure. Reply to these prompts to start your discussion:
· How does a change in interest rate affect your decision to spend or save? How would a change in the interest rate affect a firm's decision to invest or save?
· How might an increas.
Case Study - Option 3 BarbaraBarbara is a 22 year old woman who h.docxcowinhelen
Case Study - Option 3: Barbara
Barbara is a 22 year old woman who has recently graduated from college with a psychology degree. She is currently working as a waitress at a popular restaurant near campus, and says she has always planned to attend law school. Barbara was born in a New Orleans, Louisiana. Her mother is an African American who is an assistant manager at a grocery store. Her father is Caucasian and works at a department store. Barbara reports that she was a shy, unattractive child, but that in general her early childhood was "pretty happy." Barbara says that during elementary school, she was constantly harassed by classmates about being of mixed race. Still, she says that she felt very close to her family during this period. She now insists that "I am not black or white, I am me."
Barbara is sexually active and engages in sexual activity with different men at least 1 time a week. Barbara indicates that she does not need protection because she is on the pill. She says she is simply too young to settle down. During her junior year of high school, Barbara had her first serious boyfriend, Morris, who was a high school classmate. She describes the relationship as warm and supportive and they became sexually active during her senior year of high school. They broke up soon after the first sexual interaction. In college, Barbara has dated and she acknowledges some bisexual experimentation. Barbara says that she prefers heterosexual relationships, however.
Although Barbara appears to be a natural athlete, she leads a relatively sedentary lifestyle. She does not exercise regularly and indicates that it is just not enjoyable.
Barbara does not like her job at the restaurant, but seems unwilling to look for other employment. She says that she feels "very jittery" whenever she gets ready for work, and she uses any excuse to take days off. She also refuses to associate with fellow employees, and reports getting very anxious when she was given a surprise birthday party. Recently, she has lost interest in cleaning her house and seldom cooks for herself. She also attends less to her personal grooming.
Diagnosis – Social Anxiety Disorder/Minor Depression
DSM-5 – Diagnostic Criteria for Social Anxiety Disorder
1. Fear or anxiety specific to social settings, in which a person feels noticed, observed, or scrutinized.
2. Typically the individual will fear that they will display their anxiety and experience social rejection,
3. Social interaction will consistently provoke distress,
4. Social interactions are either avoided, or painfully and reluctantly endured,
5. The fear and anxiety will be grossly disproportionate to the actual situation,
6. The fear, anxiety or other distress around social situations will persist for six months or longer and
7. Cause personal distress and impairment of functioning in one or more domains, such as interpersonal or occupational functioning,
8. The fear or anxiety cannot be attributed to a medical disorder, s.
Case Study - Cyberterrorism—A New RealityWhen hackers claiming .docxcowinhelen
Case Study - Cyberterrorism—A New Reality:
When hackers claiming to support the Syrian regime of Bashar Al-Assad attacked and disabled the website of Al Jazeera, the Qatar-based satellite news channel, in September 2012, the act was another act of hacktivism, purporting to promote a specific political agenda over another. Hacktivism has become a very visible form of expressing dissent. Even though there have been numerous incidents reported by the media, the first case of hacktivism was documented in 1989 when a member of the Cult of the Dead Cow hacker collective named Omega coined the term in 1996. However, hacktivism is not the only form of cyber protest and conflict that has everyone from ICT professionals to governments scrambling for solutions. Individuals, enterprises, and governments alike rely in many instances almost completely on network computing technologies, including cloud computing. The international and ever-evolving nature of the Internet along with inadequate law enforcement and the anonymity the global architecture offers creates opportunities for hackers to attack vulnerable nodes for personal, financial, or political gain.
The Internet is also rapidly becoming the political and advocacy platform of choice, bringing with it both positive and negative consequences. Increasingly sophisticated off-the-shelf technologies and easy access to the Internet are significantly increasing incidents of cyberterrorism, netwars, and cyberwarfare. The following are a few examples.
• According to The Israel Electric Company, Israel is attacked 1,000 times a minute by cyberterrorists targeting the country’s infrastructure—water, electricity, communications, and other services.• The New York Times, quoting military officials, said there was a seventeen-fold increase in cyberattacks targeting the US critical infrastructure between 2009 and 2011.• The 2010 Data Breach Investigations Report has data recording more than 900 instances of computer hacking and other data breaches in the past seven years, resulting in some 900 million compromised records. In 2012, the same study listed 855 breaches, resulting in 174 million compromised records in 2011 alone, up from 4 million in 2010.• Another study of 49 breaches in 2011 reported that the average organizational cost of a data breach (including detection, internal response, notification, post notification cost) was $5.5 million. This number was down from $7.2 million in 2010.14 The Telegraph (London) reported that “India blamed a new ‘cyber-jihad’ by Pakistani militant groups for the exodus of thousands of people from India’s north-eastern minorities from its main southern cities in August after text messages warning them to flee went viral.”
There have been recorded instances of nations allegedly engaging in cyberwarfare. The Center for the Study of Technology and Society has identified five methods by which cyberwarfare can be used as a means of military action. These include defacing or di.
Case Study - APA paper with min 4 page content Review the Blai.docxcowinhelen
Case Study - APA paper with min 4 page content
Review the
Blaine
case on the capital structure by understanding the case well enough to help the CEO make informed analysis and decisions on the issues listed in the second paragraph.
I want you to, of course, show me that you understand the situation but then to add the
.
Case Study - Global Mobile Corporation Damn it, .docxcowinhelen
Case Study - Global Mobile Corporation
“Damn it, he's done it again!”
Charlie Newburg had to get up and walk around his office, he was so frustrated. He had been
reviewing the most recent design, parts, and assembly specifications for Global Mobile's latest
smart phone (code named: Nonphixhun) that had been released for production the previous
Thursday. The files had just come back to Charlie's engineering services department with a
caustic note that began, “This one can't be produced, either…” It was the fourth time production
had returned the design.
Newburg, director of engineering for the Global Mobile Corporation, was normally a quiet
person. But the Nonphixhun project was stretching his patience; it was beginning to appear like
several other new products that had hit delays and problems in the transition from design to
production during the eight months Charlie had worked for Global Mobile. These problems were
nothing new at Global Mobile's Asian factory; Charlie's predecessor in the engineering job had
run afoul of them, too, and had finally been fired for protesting too vehemently about the other
departments. But the Nonphixhun phone should have been different. Charlie and the firm's
president, Hannah Hoover, had video-conferenced two months earlier (on July 3, 2006) with the
factory superintendent, Tyson Wang, to smooth the way for the new phone's design. He thought
back to the meeting …
• “Now, we all know there's a tight deadline on the Nonphixhun,” Hannah Hoover said, “and
Charlie's done well to ask us to talk about its introduction. I'm counting on both of you to find
any snags in the system, and to work together to get that first production run out by October
2. Can you do it?” “We can do it in production if we get a clean design two weeks from
now, as scheduled,” answered Tyson Wang, the factory manager. “Charlie and I have already
talked about that, of course. I've spoken with our circuit board and other parts suppliers and
scheduled assembly capacity, and we'll be ready. If the design goes over schedule, though, I'll
have to fill in with other runs, and it will cost us a bundle to break in for the Nonphixhun.
How does it look in engineering, Charlie?” “I've just reviewed the design for the second
time,” Charlie replied. “If Marianne Price can keep the salespeople out of our hair, and avoid
any more last minute changes, we've got a shot. I've pulled my technical support people off of
three other overdue jobs to get this one out. But, Tyson, that means we can't spring engineers
loose to confer with your production people on other manufacturing problems.” “Well
Charlie, most of those problems are caused by the engineers, and we need them to resolve the
difficulties. We've all agreed that production problems come from both of us bowing to sales
pressure, and putting equipment into production before the designs are really ready. That's
just wh.
Case Study #3Apple Suppliers & Labor PracticesWith its h.docxcowinhelen
Case Study #3
Apple Suppliers & Labor Practices
With its highly coveted line of consumer electronics, Apple has a cult following among loyal consumers. During the 2014 holiday season, 74.5 million iPhones were sold. Demand like this meant that Apple was in line to make over $52 billion in profits in 2015, the largest annual profit ever generated from a company’s operations. Despite its consistent financial performance year over year, Apple’s robust profit margin hides a more complicated set of business ethics. Similar to many products sold in the U.S., Apple does not manufacture most its goods domestically. Most of the component sourcing and factory production is done overseas in conditions that critics have argued are dangerous to workers and harmful to the environment.
For example, tin is a major component in Apple’s products and much of it is sourced in Indonesia. Although there are mines that source tin ethically, there are also many that do not. One study found workers—many of them children—working in unsafe conditions, digging tin out by hand in mines prone to landslides that could bury workers alive. About 70% of the tin used in electronic devices such as smartphones and tablets comes from these more dangerous, small-scale mines. An investigation by the BBC revealed how perilous these working conditions can be. In interviews with miners, a 12-yearold working at the bottom of a 70-foot cliff of sand said: “I worry about landslides. The earth slipping from up there to the bottom. It could happen.”
Apple defends its practices by saying it only has so much control over monitoring and regulating its component sources. The company justifies its sourcing practices by saying that it is a complex process, with tens of thousands of miners selling tin, many of them through middle-men. In a statement to the BBC, Apple said “the simplest course of action would be for Apple to unilaterally refuse any tin from Indonesian mines. That would be easy for us to do and would certainly shield us from criticism. But that would also be the lazy and cowardly path, since it would do nothing to improve the situation. We have chosen to stay engaged and attempt to drive changes on the ground.”
In an effort for greater transparency, Apple has released annual reports detailing their work with suppliers and labor practices. While more recent investigations have shown some improvements to suppliers’ working conditions, Apple continues to face criticism as consumer demand for iPhones and other products continues to grow.
Essay directions –
Students will have to identify and analyze the above ethical dilemma. Write a 750 – 1000 word, double-spaced paper, and APA style.
Students are expected to identify the key stakeholders, discussion of the implications of the ethical dilemma, and answer the case study questions. Each paper should have the following sections: • Introduction of the case• The ethical dilemma • Stakeholders • Questions • Conclusions • References .
CASE STUDY (Individual) Scotland In terms of its physical l.docxcowinhelen
CASE STUDY (Individual): Scotland
* In terms of its physical landscape, where is the region that is experiencing a devolutionary process located and what type of climate is prevalent? (use Figure 2.5 and 2.4 of the textbook).
* According to the sources you have consulted, do these physical/natural characteristics have played any role in the historical background for this devolutionary process? How?
* How do the people that inhabit the region you are studying speak about their relationship to the land and the environment? Do they express any ideas on biodiversity conservation?
* Do they say anything about their homeland? If the region you are studying has a website (official or not), what role do maps play on their web site/s?
* Is this region located close to or far from the center of power of the country (the national capital city)?
* Does this condition have any impact on the reasons why they would like to gain at-least more autonomy to make their own decisions?
* According to the source/s you have consulted, what are the main reason/s why this population would like to break-up from the country in which they live in?
Do this/these source/s mention any explanation/s based on cultural or ethnic characteristics? For example, speaking a different language? Which one? Professing a different religion? Which one? Economic disparities
.
Case Study #2 T.D. enjoys caring for the children and young peop.docxcowinhelen
Case Study #2
T.D. enjoys caring for the children and young people in the schools where she works, but sometimes she is faced with tough situations such as suspected child abuse and neglect, teen pregnancy, and alcohol and drug use among teenagers. She works hard to ensure that the children in her schools receive the best care possible.
Question:
Several third graders reports having received no breakfast at home for more than a week. T.D. is exercising Advocacy for the students under her care. What type of actions she might be doing to exercise advocacy for the students?
Discuss this:
Moral distress is a frequent situation where health care providers should face. Please define and discuss a personal experience where you have faced Moral distress in your practice.
Discuss how health promotion relates to morality.
Discuss your insights about your own communication strengths and weaknesses. Identify situations in which it may be difficult for you to establish or terminate a therapeutic relationship.
*
formatted and cited in current APA style with support from at least 2 academic sources.
.
CASE STUDY #2 Chief Complaint I have pain in my belly”.docxcowinhelen
CASE STUDY #2
Chief Complaint:
“I have pain in my belly”
History of Present Illness (HPI):
A 25-year-old female presents to the emergency room (ER) with complaints of severe abdominal pain for 2 weeks . The pain is sharp and crampy It hurts if I run, sit down hard, or if I have sex
PMH:
Patient denies
Drug Hx:
Birth control
Allergies:
NKA
Subjective:
Nausea and vomiting, Last menstrual period 5 days ago, New sexual partner about 2 months ago, No condoms, he hates them No pain, blood or difficulty with urination
Objective Data:
PE:
B/P 138/90; temperature 99°F; (RR) 20; (HR) 110, regular; oxygen saturation (PO2) 96%; pain 5/10
General:
acute distress and severe pain
HEENT:
Atraumatic, normocephalic, PERRLA, EOMI, conjunctiva and sclera clear; nares patent, nasopharynx clear, good dentition. Piercing in her right nostril and lower lip.
Lungs:
CTA AP&L
Card:
S1S2 without rub or gallop
Abd:
INSPECTION: no masses or thrills noted; no discoloration and skin is warm to; no tattoos or piercings; abdomen is nondistended and round
• AUSCULTATION: bowel sounds (BS) are normal in all four quadrants, no bruits noted
• PALPATION: on palpation, abdomen is tender to touch in four quadrants; tenderness noted on light palpation, deep palpation reveals no masses, spleen and liver unremarkable
• PERCUSSION: tympany heard in all quadrants, no dullness noted in abdominal area
GU:
• EXTERNAL: mature hair distribution; no external lesions on labia
• INTROITUS: slight green-gray discharge, no lesions
• VAGINAL: normal rugae; moderate amount of green discharge on vaginal walls
• CERVIX: nulliparous os with small amount of purulent discharge from os with positive cervical motion tenderness (CMT)
• UTERUS: ante-flexed, normal size, shape, and position
• ADNEXA: bilateral tenderness with fullness; both ovaries without masses
• RECTAL: deferred
• VAGINAL DISCHARGE: green in color
Ext:
no cyanosis, clubbing or edema
Integument:
intact without lesions masses or rashes
Neuro:
No obvious deficits and CN grossly intact II-XII
Then answer the following questions:
What other subjective data would you obtain?
What other objective findings would you look for?
What diagnostic exams do you want to order?
Name 3 differential diagnoses based on this patient presenting symptoms?
Give rationales for your each differential diagnosis.
-
Your initial post should be at least 500 words, formatted and cited in current APA style with support from at least 2 academic sources.
.
Case Study #1Jennifer is a 29-year-old administrative assistan.docxcowinhelen
Case Study #1
Jennifer is a 29-year-old administrative assistant married to Antonio, an Italian engineer, whom Jennifer met four years earlier while on a business trip for her marketing company. The couple now lives in Nebraska, where Antonio works for the county's transportation department and Jennifer commutes an hour each way to her marketing office. They have been trying to start a family for over a year. Eight months ago, Jennifer miscarried in her second month of pregnancy. Antonio's parents love Jennifer and often ask her if she is expecting again, hoping to encourage her to focus on her next baby. Jennifer's mother passed away two years ago and her father's health is rapidly deteriorating. Jennifer faces the probability of placing her father in a skilled nursing care facility within the next few months, against his wishes.
At work, Jennifer runs a tight ship. She is organized and prepares lists to assure that everything is done according to schedule. Everyone counts on Jennifer and she takes pride in never letting people down.
Jennifer has visited her physician numerous times in the last six months, complaining of headaches, backaches, and indigestion. Jennifer insists that she is happy and is not feeling stressed, yet she finds herself making more mistakes at work, unable to keep up with housework, and feeling tired and overwhelmed; she has begun to question her effectiveness as an employee, wife, daughter, and potential mother. Her pains seem to be increasing, but her doctor cannot find a physical cause for her discomfort.
Case Study #2
Michael is a 40-year-old airline pilot who has recently begun to experience chest pains. The chest pains began when Michael signed his final divorce papers, ending his 15-year marriage. He fought for joint custody of his two children, ages 12 and 10, but although he wants to be with them more frequently, he only sees them every two weeks. This schedule is, in great part, a result of his employer's announcement that budget constraints would result in layoffs. Michael worries that without his job he will be unable to support his children and lose the new townhouse that he purchased. Michael's chest pains are becoming more frequent and he fears that he may be dying.
Review case studies 1 and 2.
Choose one case study.
Complete the following questions in 150 to 200 words each. Be as detailed as possible and use the information you have learned throughout this course.
• What are the causes of stress in Michael’s or Jennifer’s life? How is stress affecting Michael’s or Jennifer’s health?
• How are these stressors affecting Michael’s or Jennifer’s self-concept and self-esteem?
• How might Michael’s or Jennifer’s situation illustrate adjustment? How might this situation become an opportunity for personal growth?
• What defensive coping methods is Michael or Jennifer using? What active coping methods might be healthier for Michael or Jennifer to use? Explain why you would recom.
Case Study # 2 –Danny’s Unhappy DutyEmployee ProfilesCaro.docxcowinhelen
Case Study # 2 –Danny’s Unhappy Duty
Employee Profiles
:
Carol Brown, Danny Winthrop, Thomas Fletcher
Carol, the Department Secretary for Purchasing and General Stores, has been
working at St. Louis Memorial Hospital for sixteen years, four of which have
been for the present Manager, Dan Winthrop. Carol likes her Boss, who gives
his employees more leeway than most. Carol’s main interests are her work and
her home—traits also typical of the other people who work in the Department.
Carol feels she is part of a close, cooperative group of employees.
Dan, or Danny, as he likes to be called, arrived at St. Louis Memorial four years
ago as a replacement for a Department manager who had been at the Hospital
for a number of years. Danny’s predecessor, Bill Taylor, was very strict in
everything from insisting that employees take exactly one-half hour for lunch
breaks to not having a coffee pot in the Department. When Danny came on
board as a Department Manager, his management style was much less strict.
The result was that Danny’s employees were much happier, and began to meet
and exceed expectations in getting their work done. St. Louis Memorial’s
previous CEO was a good friend and frequently complimented Danny on his
efficient and effective staff. Now a new CEO, Thomas Fletcher, has been hired
by the Hospital’s Board of Directors. Things are about to change.
Thomas Fletcher, new CEO and a recent graduate from a superior school of
hospital management, has always believed in “doing things by the book”.
Thomas originally had wanted to become a doctor, but decided two years into
the process that it was going to take him too long, and that he would be better
off becoming an administrator. He likes the idea of being an administrator,
and wants to be a good one. He has decided to start out his career at St. Louis
Memorial, of the smaller hospitals in the St. Louis area, but hopes to progress to a
a much larger facility in about four years, once he develops a track record at
St. Louis Memorial.
The Challenge: Communication, Criticism and Discipline, Leadership, Motivation,
Rules and Policies
Danny knows his employees quite well. They are generally a happy, cohesive, and cooperative group. They joke around a lot among themselves, but get the work done more than satisfactorily. All of them seem to give a
gr.
Case Study – Multicultural ParadeRead the Case below, and answe.docxcowinhelen
This document provides a case study about a school's multicultural day celebration that resulted in confusion and exclusion. The school encouraged students to participate in a culture parade by wearing clothing representing their ethnic heritage. However, when two students - an African American girl and a white girl - brought everyday clothing, they were not allowed to participate. The teacher was worried others would be confused by their inclusion or that the girls would be ridiculed for misunderstanding the instructions. This highlighted differences between concepts like culture, ethnicity, and nationality.
Case Study THE INVISIBLE SPONSOR1BackgroundSome execut.docxcowinhelen
Case Study : THE INVISIBLE SPONSOR1
Background
Some executives prefer to micromanage projects whereas other executives
are fearful of making a decision because, if they were to make the wrong
decision, it could impact their career. In this case study, the president of the company assigned one of the vice presidents to act as the project sponsor on a project designed to build tooling for a client. The sponsor, however, was reluctant to make any decisions.
Assigning the VP
Moreland Company was well-respected as a tooling design-and-build
company. Moreland was project-driven because all of its income came
from projects. Moreland was also reasonably mature in project management.
When the previous VP for engineering retired, Moreland hired an executive from a manufacturing company to replace him. The new VP for engineering, Al Zink, had excellent engineering knowledge about tooling but had worked for companies that were not project-driven. Al had very little knowledge about project management and had never functioned as a project sponsor. Because of Al’s lack of experience as a sponsor, the president decided that Al should “get his feet wet” as quickly as possible and assigned him as the project sponsor on a mediumsized project. The project manager on this project was Fred Cutler. Fred was an engineer with more than twenty years of experience in tooling design and manufacturing. Fred reported directly to Al Zink administratively.
Fred's Dilemma
Fred understood the situation; he would have to train Al Zink on how to
function as a project sponsor. This was a new experience for Fred because subordinates usually do not train senior personnel on how to do their job. Would Al Zink be receptive?
Fred explained the role of the sponsor and how there are certain project documents that require the signatures of both the project manager and the project sponsor. Everything seemed to be going well until Fred informed Al that the project sponsor is the person that the president eventually holds accountable for the success or failure of the project. Fred could tell that Al was
quite upset over this statement.
Al realized that the failure of a project where he was the sponsor could damage his reputation and career. Al was now uncomfortable about having to act as a sponsor but knew that he might eventually be assigned as a sponsor on other projects. Al also knew that this project was somewhat of a high risk. If Al could function as an invisible sponsor, he could avoid making any critical decisions.
In the first meeting between Fred and Al where Al was the sponsor, Al asked Fred for a copy of the schedule for the project. Fred responded: I’m working on the schedule right now. I cannot finish the schedule until you tell me whether you want me to lay out the schedule based upon best time, least cost, or least risk.
Al stated that he would think about it and get back to Fred as soon as possible.
During the middle of the next week, Fred and Al m.
CASE STUDY Experiential training encourages changes in work beha.docxcowinhelen
CASE STUDY: Experiential training encourages changes in work behavior and growth in one’s abilities, which is accomplished through a multitude of methods. Experiential training has proven to be cost-effective while motivating employees as well as improving self-awareness, personal accountability, teamwork skills, and communication skills (Ritchie, 2011). Additionally, the training methods provide trainees with direct experience, the opportunity to reflect on that experience, and share models to help trainees to deduce using both present and past experience, while accommodating learning styles and strengths (Ritchie, 2011). Valkanos and Fragoulis identify several reasons why experiential training provides value:
1. Ongoing advances in technology requiring changes in knowledge, skills, and abilities
2. Divergence between theory and practice
3. Mergers and acquisitions of enterprises which tend to bring new jobs, organizational culture, and work content
4. Constant environment of change, from working conditions to processes and procedures relating to organizational issues, quality, and new products or services, and requiring new competencies, duties, or work content (Valkanos & Fragoulis, 2007, p. 22).
Method
Description
On-the-job Training
Receives instructions on the functions of their job in their assigned workplace.
Simulators
Teaches employees on how to operate equipment in a given context
Role Playing
Developing interpersonal and business skills, such as decision-making, communication, conflict resolution, and solving complex problems.
Case Study
Develops critical thinking skills to include analytical, higher-level skills, and exploring and resolving complex problems.
Games
Develops general business and organizational principles addressing application in a variety of situations.
Behavior Modeling
Used when learning goals are a rule and inflexible procedures. Provides skills and practice to modify and model behavior.
In-basket Techniques
A variety of items placed in an envelope that reflects what might be found in an inbox. This activity is used to assist trainees in developing and applying their strategic and operational skills.
(Blanchard & Thacker, 2013, pp. 222-223)
References:
· Blanchard, P. N., & Thacker, J. W. (2013). Effective training: Systems, strategies, and practices (5th ed.). Upper Saddle River, NJ: Pearson Education, Inc.
· Valkanos, E., & Fragoulis, I. (2007). Experiential learning – its place in in‐house education and training. Development and Learning in Organizations: An International Journal, 21(5), 21-23. doi:10.1108/14777280710779454
Discussion Question--Choose one perspective in which to respond.
Non-HR Perspective: Your department is not meeting performance expectations. What steps do you take to resolve the issue? Is training a possible solution; if so, which of the above training methods would be the most effective in addressing the issue? Would you, at any point, involve HR--if so, at what point and why?.
Case Study Hereditary AngioedemaAll responses must be in your .docxcowinhelen
Case Study: Hereditary Angioedema
All responses must be in your own words. Answers that have been copied and pasted will not receive credit.
1. Translate “angioedema”. [Note: I am not looking for a description of the disorder. Rather, I would like you to translate the medical term itself.]
2. The complement system is described as a ‘cascade system’. How does the system fit into this description of being a cascade? [Suggestion: Google the definition of cascade, then think about the complement system in light of the definition]
3. Is complement involved in the innate, or the adaptive immune system, or both? Please explain you answer.
4. What role does C1INH play in the complement system? Why is it so important?
5. What was the physiologic cause of Richard’s abdominal pain?
6. How can one distinguish the swelling of HAE from the swelling of allergic angioedema?
7. What is bradykinin’s role in HA?
8. Do you think Richard’s infancy colic was related to his HA? No need to research this. Just use your intuition. Explain your thinking.
9. What is typically used to treat attacks of HAE?
10. Swelling in the extremities is not dangerous. What other areas of the body are subject to swelling? What is the most dangerous location for swelling to occur and why is it the most dangerous?
2018
BUS 308 Week 2 Lecture 1
Examining Differences - overview
Expected Outcomes
After reading this lecture, the student should be familiar with:
1. The importance of random sampling.
2. The meaning of statistical significance.
3. The basic approach to determining statistical significance.
4. The meaning of the null and alternate hypothesis statements.
5. The hypothesis testing process.
6. The purpose of the F-test and the T-test.
Overview
Last week we collected clues and evidence to help us answer our case question about
males and females getting equal pay for equal work. As we looked at the clues presented by the
salary and comp-ratio measures of pay, things got a bit confusing with results that did not see to
be consistent. We found, among other things, that the male and female compa-ratios were fairly
close together with the female mean being slightly larger. The salary analysis showed a different
view; here we noticed that the averages were apparently quite different with the males, on
average, earning more. Contradictory findings such as this are not all that uncommon when
examining data in the “real world.”
One issue that we could not fully address last week was how meaningful were the
differences? That is, would a different sample have results that might be completely different, or
can we be fairly sure that the observed differences are real and show up in the population as
well? This issue, often referred to as sampling error, deals with the fact that random samples
taken from a population will generally be a bit different than the actual population parameters,
but will be “close” enough to the actual.
case studieson Gentrification and Displacement in the Sa.docxcowinhelen
case studies
on Gentrification and Displacement
in the San Francisco Bay Area
Authors:
Miriam Zuk and Karen Chapple
Chapter 3: Nicole Montojo
Chapter 4: Sydney Cespedes, Mitchell Crispell, Christina Blackston, Jonathan Plowman, and
Edward Graves
Chapter 5: Logan Rockefeller Harris, Mitchell Crispell, Fern Uennatornwaranggoon, and Hannah Clark
Chapter 6: Nicole Montojo and Beki McElvain
Chapter 7: Celina Chan, Viviana Lopez, Sydney Céspedes, and Nicole Montojo
Chapter 8: Alexander Kowalski, Julia Ehrman, Mitchell Crispell and Fern Uennatornwaranggoon
Chapter 9: Mitchell Crispell
Chapter 10: Logan Rockefeller Harris and Sydney Cespedes
Chapter 11: Mitchell Crispell
Partner Organizations:
Causa Justa :: Just Cause, Chinatown Community Development Center, Marin Grassroots, Monument
Impact, People Organizing to Demand Environmental & Economic Rights (PODER), San Francisco
Organizing Project / Peninsula Interfaith Action , Working Partnerships USA
Acknowledgements:
Research support was provided by Maura Baldiga, Julian Collins, Mitchell Crispell, Julia Ehrman, Alex
Kowalski, Jenn Liu, Beki McElvain, Carlos Recarte, Maira Sanchez, Mar Velez, David Von Stroh, and
Teo Wickland. Report layout and design was done by Somaya Abdelgany.
Additional advisory support was provided by Carlos Romero. This case study was funded in part by
the Regional Prosperity Plan1 of the Metropolitan Transportation Commission as part of the “Regional
Early Warning System for Displacement” project and from the California Air Resources Board2 as part
of the project “Developing a New Methodology for Analyzing Potential Displacement.”
The Center for Community Innovation (CCI) at UC-Berkeley nurtures effective solutions that expand
economic opportunity, diversify housing options, and strengthen connection to place. The Center
builds the capacity of nonprofits and government by convening practitioner leaders, providing techni-
cal assistance and student interns, interpreting academic research, and developing new research out
of practitioner needs.
communityinnovation.berkeley.edu
July 2015
Cover Photographs: Robert Campbell, Ricardo Sanchez, David Monniaux, sanmateorealestateonline.com/Redwood-City, marinretail-
buzz.blogspot.com, trulia.com/homes/California/Oakland , bloomingrock.com, sharks.nhl.com/club/gallery, panoramio.com
1 The work that provided the basis for this publication was supported by funding under an award with the U.S. Department of Hous-
ing and Urban Development. The substance and findings of the work are dedicated to the public. The author and publisher are solely
responsible for the accuracy of the statements and interpretations contained in this publication. Such interpretations do not neces-
sarily reflect the views of the Government.
2 The statements and conclusions in this report are those of the authors and not necessarily those of the California Air Resources
Board. The mention of commercial products, their source, or their u.
Case Studt on KFC Introduction1) Identify the type of .docxcowinhelen
Case Studt on KFC
Introduction
1) Identify the type of business organization and strategies
2) Key players
Body
1. Opportunities
2. Threats
Closing/Conclusion
1. Make recommendations
2. Offer a plan for implementation
.
Case Study Crocs Revolutionizing an Industry’s Supply Chain .docxcowinhelen
Case Study Crocs: Revolutionizing an Industry’s Supply Chain Model for
Competitive Advantage
If the products sell extremely well, we will
build more in season, and will be back on the
shelves in a few weeks. And we’ll build even
more, and even more, and even more, in that
same season. We’re not going to wait with a
hot new product until next year, when hope-
fully the same trend is alive.
—Ronald Snyder, CEO of Crocs, Inc.1
On May 3, 2007, Crocs, Inc. released its results for the
first quarter of the year. The footwear company,
which had sold its first shoes in 2003, reported reve-
nues of $142 million for the quarter, more than three
times its sales for the first quarter of 2006. Net in-
come, at $0.61 per share was more than 17 percent
of sales, nearly four times higher than the previous
year.2 These results far exceeded market expecta-
tions, which had been for earnings of $0.49 per share
on $114 million of revenue.3 As part of the earnings
release, the company announced a two-for-one stock
split. Immediately after the announcement, the stock
price jumped 15 percent.
The growth and profitability of Crocs, which made
funky, brightly colored shoes using an extremely com-
fortable plastic material, had been astounding. Much
of this growth had been made possible by a highly
flexible supply chain which enabled the company to
build additional product to fulfill new orders quickly
within the selling season, allowing it to respond to un-
expectedly high demand—a capability that was previ-
ously unheard of in the footwear industry. This ability
to fulfill the needs of retailers also made the company
a very popular supplier to shoe sellers.
This success also raised questions about how
the company should grow in the future. Should it
vertically integrate or grow through product line
extension? Should it grow organically or through ac-
quisition? Would potential growth paths exploit
Crocs’ core competencies or defocus them?
CROCS, INC.
In 2002, three friends from Boulder, Colorado went
sailing in the Caribbean. One brought a pair of foam
clog shoes that he had bought from a company in
Canada. The clogs were made from a special mate-
rial that did not slip on wet boat decks, was easy
to wash, prevented odor, and was extremely com-
fortable. The three, Lyndon “Duke” Hanson, Scott
Seamans, and George Boedecker, decided to start a
business selling these Canadian shoes to sailing en-
thusiasts out of a leased warehouse in Florida, as
Hanson said, “so we could work when we went on
sailing trips there.”4 The founders wanted to name
the shoes something that captured the amphibious
nature of the product. Since “Alligator” had already
been taken, they chose to name the shoes “Crocs.”
The shoes were an immediate success, and word
of mouth expanded the customer base to a wide
range of people who spent much of their days stand-
ing, such as doctors and gardeners. In October 2003,
as the business began to grow, th.
Case Studies Student must complete 5 case studies as instructed.docxcowinhelen
Case Studies: Student must
complete 5 case studies
as instructed by course
materials. Fill out form below for 5 different people (imaginary is okay).
Master Herbalist Questionnaire
Date: _____________________
Name: _________________________________ Age: ______ Birth date:_____________
Address: ________________________________________________________________
Home Phone: _________________________ Work Phone:________________________
Height: _________ Weight: _________ 1 year ago:__________ 5 years ago:_________
Occupation: _______________________________________ Full Time Part Time
Living situation: Alone Friends Partner Spouse Parents Children Pets
What are your major health concerns and intentions for your visit today?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Please list any other health care providers or consultants you are currently working with:
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Please list any current health conditions diagnosed by a medical doctor:
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Please use this form
as a source of
reference when
conducting your
Case-Studies.
Treat this part as information only as you are not to treat or prescribe treatment for any specific diseases
It is important to know if the client is receiving treatment from other practitioners and what these entail
Since legally you are not allowed to diagnose disease, it is helpful to get one from an MD
When was your last physical exam?
________________________________________________________________________
Please list all herbs, vitamins, and dietary supplements you are currently taking, includingdosage and frequency:
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
List all medication.
Case Studies in Telehealth AdoptionThe mission of The Comm.docxcowinhelen
Case Studies in Telehealth Adoption
The mission of The Commonwealth
Fund is to promote a high performance
health care system. The Fund carries
out this mandate by supporting
independent research on health care
issues and making grants to improve
health care practice and policy. Support
for this research was provided by
The Commonwealth Fund. The views
presented here are those of the author
and not necessarily those of The
Commonwealth Fund or its directors,
officers, or staff.
For more information about this study,
please contact:
Andrew Broderick, M.A., M.B.A.
Codirector, Center for Innovation
and Technology in Public Health
Public Health Institute
[email protected]
The Veterans Health Administration:
Taking Home Telehealth Services to
Scale Nationally
Andrew Broderick
ABSTRACT: Since the 1990s, the Veterans Health Administration (VHA) has used infor-
mation and communications technologies to provide high-quality, coordinated, and com-
prehensive primary and specialist care services to its veteran population. Within the VHA,
the Office of Telehealth Services offers veterans a program called Care Coordination/
Home Telehealth (CCHT) to provide routine noninstitutional care and targeted care man-
agement and case management services to veterans with diabetes, congestive heart fail-
ure, hypertension, post-traumatic stress disorder, and other conditions. The program uses
remote monitoring devices in veterans’ homes to communicate health status and to cap-
ture and transmit biometric data that are monitored remotely by care coordinators. CCHT
has shown promising results: fewer bed days of care, reduced hospital admissions, and
high rates of patient satisfaction. This issue brief highlights factors critical to the VHA’s
success—like the organization’s leadership, culture, and existing information technology
infrastructure—as well as opportunities and challenges.
OVERVIEW
Since the 1990s, information and communications technologies—including tele-
health—have been at the core of the Veterans Health Administration’s (VHA’s)
successful system-level transformation toward providing continuous, coordinated,
and comprehensive primary and specialist care services. The VHA’s leadership
and culture; underlying health information technology infrastructure; and strong
commitment to standardized work processes, policies, and training have all con-
tributed to the home telehealth program’s success in meeting the chronic care
needs of a population of aging veterans and reducing their use of institutional
care and its associated costs. The home teleheath model also encourages patient
activation, self-management, and helps in the early detection of complications.
To learn more about new publications
when they become available, visit the
Fund's website and register to receive
Fund email alerts.
Commonwealth Fund pub. 1657
Vol. 4
January 2013
www.commonwealthfund.org
www.commonwealthfund.org
mailto:[email pro.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Assessment and Planning in Educational technology.pptxKavitha Krishnan
In an education system, it is understood that assessment is only for the students, but on the other hand, the Assessment of teachers is also an important aspect of the education system that ensures teachers are providing high-quality instruction to students. The assessment process can be used to provide feedback and support for professional development, to inform decisions about teacher retention or promotion, or to evaluate teacher effectiveness for accountability purposes.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
RUNNING HEAD MISSION STATEMENT MISSION STATEMENT OF DREAM C.docx
1. RUNNING HEAD: MISSION STATEMENT
MISSION STATEMENT OF DREAM COMPANY
5
Mission Statement of Dream Company
Jackie L. Howell JR
Columbia Southern University
In any company in the industry that brings many people together
to work for a common goal, they need something that guides
them (Dewitz, 2014). For example, the workers need to be
informed their job description by the human resource manager.
The human resource manager should guide, protect and nurture
them to help in the delivery of desired results. As a result, the
human resources mission statement plays a very significant role.
It helps guides the workers and makes them stay committed to
the tasks assigned to them (Dewitz, 2014). Therefore, a
company should have a clear defined mission statement
understood by every stakeholder. The paper provides an
analysis of a company of choice and looks at some of the
mission statements to help come up with a suitable mission
statement.
Several big companies around the world offer various goods and
services, and they tend to have one similarity. It involves their
humble beginnings which leave a person wondering how they
have made their up to the current state (Dewitz, 2014). After
seeing how there has been a great rise in the number of
businesses, there is a need for more banking systems. As a
result, the company of choice involves a banking system that
will help potential investors obtain the required starting capital.
The current business persons face a lot of frustration from the
existing banks due to high-interest rates (Dewitz, 2014). Some
of them have considered leaving their business idea as they
2. cannot meet the process of acquiring the startup capital.
The mission statements of the already operating companies do
not favor many customers who mostly constitute business
people (Dewitz, 2014). The mission statement forms a primary
marketing strategy for any business that wants to thrive in the
industry (Dewitz, 2014). It helps in capturing the company’s
chief brand position and makes it remain competitive among the
rivals. By studying the samples of human resources mission
statements provided, they differ in some aspects. In the first
example, the company here only stresses on the idea offering
quality products and services to the customers. It does not
indicate how the employees will be equipped, motivated and
guided to implement the quality customer service.
The second sample seems to the most attractive and suitable to
market the company as compared to the rest. It ensures that all
customers receive quality products and services. Also, it first
provides that every worker is equipped with appropriate skills
through training to enable them to deliver what customers need.
The mission statements work well when it addresses both the
needs of the consumers and workers (Fazlzadeh, & Malekpour,
2015). It ensures that employees have a safe and comfortable
working environment. The last sample’s mission statement also
has a narrow perspective of only equipping employees by
proving competent workers. It does not mention anything
concerning the kind of service of goods it offers to clients.
After the careful analysis of the three human resources mission
statement, the company of choice will have the following
mission statement: to offer high quality and reliable goods and
services that meet the customers’ needs through employing
qualified staff. The staff will have a good working environment,
training and understand the value of every client. The mission
statement exists to attract customers and guide every worker in
delivery products and services that match the clients’ demands
3. (Fazlzadeh, & Malekpour, 2015). The human resource will
ensure this by employing qualified staff that can learn fast for
real change. The customers targeted include the individuals who
want to save their money and potential investors.
The company will provide instant services that meet the
customers wants and with minimal delays. The services include
all those requested for by the consumers and additional free
services offered at no charge. The human resource will maintain
a cordial relationship with both the customers and employees.
This way, he or she will easily assess the performance of every
worker and provide the required support (Fazlzadeh, &
Malekpour, 2015). He or she will also interact with customers
often to capture all their complaints and provide the best
solution without losing any client. The underlying values
supporting these responses involve sincerity, honesty, and
teamwork. Finally, the stated mission statement summarizes the
main goal of the company. It will help in curbing frustrations
faced by many people and potential business persons in future
business industry (Fazlzadeh, & Malekpour, 2015).
References
Dewitz, A. V. (2014). VAUDE: Sustainable Value Creation as a
Corporate Mission Statement for Small and Medium-Sized
Companies. CSR, Sustainability, Ethics & Governance
Sustainable Value Chain Management, 261-274.
Fazlzadeh, A., & Malekpour, M. (2015). Top Ten Iranian
Companies' mission statement analysis. EuroMed J. of
Management EMJM,1(1), 92.
Business
in Society
4. P A R T O N E
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2
The Corporation and
Its Stakeholders
Business corporations have complex relationships with many
individuals and organizations in soci-
ety. The term stakeholder refers to all those that affect, or are
affected by, the actions of the firm. An
important part of management’s role is to identify a firm’s
relevant stakeholders and understand the
nature of their interests, power, and alliances with one another.
Building positive and mutually ben-
eficial relationships across organizational boundaries can help
enhance a company’s reputation and
address critical social and ethical challenges. In a world of fast-
paced globalization, shifting public
expectations and government policies, growing ecological
concerns, and new technologies, manag-
5. ers face the difficult challenge of achieving economic results
while simultaneously creating value for
all of their diverse stakeholders.
This Chapter Focuses on These Key Learning Objectives:
• Understanding the relationship between business and society
and the ways in which business
and society are part of an interactive system.
• Considering the purpose of the modern corporation.
• Knowing what a stakeholder is and who a corporation’s
market and nonmarket and internal and
external stakeholders are.
• Conducting a stakeholder analysis and understanding the
basis of stakeholder interests and
power.
• Recognizing the diverse ways in which modern corporations
organize internally to interact with
various stakeholders.
• Analyzing the forces of change that continually reshape the
business and society relationship.
C H A P T E R O N E
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6. Chapter 1 The Corporation and Its Stakeholders 3
1
Nelson Lichtenstein, “Wal-Mart: A Template for Twenty-First
Century Capitalism,” in Wal-Mart: The Face of Twenty-First
Century Capitalism, ed. Nelson Lichtenstein (New York: The
New Press, 2006), pp. 3–30.
2
Global Insight, “The Price Impact of Wal-Mart: An Update
through 2006,” September 4, 2007.
3
“Wal-Mart Stock Near All-Time High,” The Wall Street
Journal, June 28, 2012.
4
“Wal-Mart Hushed Up a Vast Mexican Bribery Case,” The
New York Times, April 21, 2012.
5
“Wal-Mart Cuts Some Health Care Benefits,” The New York
Times , October 20, 2011.
6
“Chinatown Walmart Opponents Plan 10,000-Strong March,”
7. NBC Southern California, at www.nbclosangeles.com .
7
Julie Davis et al., “The Impact of an Urban Wal-Mart Store on
Area Businesses: An Evaluation of One Chicago Neighbor-
hood’s Experience,” Center for Urban Research and Learning,
Loyola University Chicago, December 2009.
Walmart has been called “a template for 21st century
capitalism.” In each period of history,
because of its size and potential impact on many groups in
society, a single company often
seems to best exemplify the management systems, technology,
and social relationships of
its era. In 1990, this company was U.S. Steel. In 1950, it was
General Motors. Now, in the
2010s, it is Walmart. 1
In 2012, Walmart was the largest private employer in the
world, with 2.2 million em-
ployees worldwide. The company operated more than 10,000
facilities in 28 countries
and had annual sales of $405 billion. The retailer was
enormously popular with custom-
ers, drawing them in with its great variety of products under one
roof and “save money,
live better” slogan; 200 million customers worldwide shopped
there every week. Econo-
mists estimated that Walmart had directly through its own
actions and indirectly through
its impact on its supply chain saved American shoppers $287
billion annually, about
$957 for every person in the United States. 2 Shareholders who
invested early were richly
rewarded; the share price rose from 5 cents (split adjusted)
8. when the company went
public in 1970 to around $69 a share in 2012, near its all-time
high. 3 Walmart was a
major customer for 61,000 suppliers worldwide, ranging from
huge multinationals to
tiny one-person operations.
Yet, Walmart had become a lightning rod for criticism from
many quarters, charged
with corruption; driving down wages, benefits, and working
conditions; and hurting local
communities. Consider that:
• In 2012, the company confronted shocking charges that it had
conducted a “campaign
of bribery” to facilitate its rapid growth in Mexico. According
to an investigation by The
New York Times, Walmart had made $24 million in payments
to government officials to
clear the way for hundreds of new stores in what became the
company’s most important
foreign subidiary, in probable violation of both U.S. and
Mexican law. 4
• In 2011, Walmart announced that it would eliminate health
insurance for part-timers
working less than 24 hours a week. Other employees faced an
increase in health care
premiums of more than 40 percent, on top of deductibles that
sometimes exceeded
20 percent of their annual pay. 5 Three years earlier, the
company had settled a lawsuit,
agreeing to pay at least $352 million, for violations of labor
law. The retailer had
allegedly forced employees to work off the clock, without pay.
• In 2012, local activists organized to block construction of a
9. Walmart neighborhood mar-
ket in Los Angeles’s Chinatown. It was the latest of many
incidents in which local com-
munities resisted the arrival of the retail giant, saying it would
hurt small businesses. 6
Economists studying Walmart’s impact in Chicago, for example,
found that about one
quarter of neighborhood retailers near a new Walmart had gone
out of business, causing
a loss of 300 jobs. 7
Lee Scott, then the company’s CEO, commented in an
interview with BusinessWeek in
2005, “We always believed that if we sat here in Bentonville
[the company’s headquarters
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4 Part One Business in Society
in Arkansas] and took care of our customers and took care of
associates that the world it-
self would leave us alone.” That, he acknowledged, was no
longer the case. “We have to
continue to evolve in how we operate and how we interface with
society,” he said. 8 In an
effort to shore up its reputation, the company offered grants to
small businesses, donated to
wildlife habitat restoration, and announced a plan to lower the
10. salt, fat, and sugar in many
of its packaged foods. 9 It also pursued ambitious
environmental goals to reduce waste, use
more renewable energy, and sell more sustainable products, and
began reporting to the
public on its progress. 10 “Reputation is very important to
Wal-Mart,” said a historian who
had studied the company. “They put a lot of money into
building it.” 11
Walmart’s experience illustrates, on a particularly large scale,
the challenges of manag-
ing successfully in a complex global network of stakeholders.
The company’s actions af-
fected not only itself, but also many other people, groups, and
organizations in society.
Customers, suppliers, employees, stockholders, creditors,
business partners, governments,
and local communities all had a stake in Walmart’s decisions.
Walmart had to learn just
how difficult it could be to simultaneously satisfy multiple
stakeholders with diverse and,
in some respects, contradictory interests.
Every modern company, whether small or large, is part of a
vast global business system.
Whether a firm has 50 employees or 50,000—or, like Walmart,
more than 2 million—its
links to customers, suppliers, employees, and communities are
certain to be numerous, di-
verse, and vital to its success. This is why the relationship
between business and society is
important to understand for both citizens and managers.
Business and Society
Business today is arguably the most dominant institution in
the world. The term business
refers here to any organization that is engaged in making a
11. product or providing a service
for a profit. Consider that in the United States today there are 6
million businesses, ac-
cording to government estimates, and in the world as a whole,
there are uncounted mil-
lions more. Of course, these businesses vary greatly in size and
impact. They range from
a woman who helps support her family by selling handmade
tortillas by the side of the
road in Mexico City for a few pesos, to ExxonMobil, a huge
corporation that employs
83,600 workers and earns annual revenues approaching $500
billion in 200 nations
worldwide.
Society , in its broadest sense, refers to human beings and to
the social structures they
collectively create. In a more specific sense, the term is used to
refer to segments of hu-
mankind, such as members of a particular community, nation, or
interest group. As a set of
organizations created by humans, business is clearly a part of
society. At the same time, it
is also a distinct entity, separated from the rest of society by
clear boundaries. Business is
engaged in ongoing exchanges with its external environment
across these dividing lines.
For example, businesses recruit workers, buy supplies, and
borrow money; they also sell
products, donate time, and pay taxes. This book is broadly
concerned with the relationship
between business and society. A simple diagram of the
relationship between the two
appears in Figure 1.1.
8
12. “Can Wal-Mart Fit into a White Hat?” BusinessWeek, October
3, 2005; and extended interview with Lee Scott available
online at www.businessweek.com.
9
“Wal-Mart Stores,” November 15, 2011, at www.nytimes.com.
10
“2011 Global Responsibility Report,”
www.walmartstores.com/sustainability .
11
“Wal-Mart’s Good-Citizen Efforts Face a Test,” The New
York Times, April 30, 2012.
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Chapter 1 The Corporation and Its Stakeholders 5
As the Walmart example that opened this chapter illustrates,
business and society are
highly interdependent. Business activities impact other
activities in society, and actions by
13. various social actors and governments continuously affect
business. To manage these inter-
dependencies, managers need an understanding of their
company’s key relationships and
how the social and economic system of which they are a part
affects, and is affected by,
their decisions.
A Systems Perspective
General systems theory , first introduced in the 1940s, argues
that all organisms are open
to, and interact with, their external environments. Although
most organisms have clear
boundaries, they cannot be understood in isolation, but only in
relationship to their sur-
roundings. This simple but powerful idea can be applied to
many disciplines. For example,
in botany, the growth of a plant cannot be explained without
reference to soil, light, oxy-
gen, moisture, and other characteristics of its environment. As
applied to management
theory, the systems concept implies that business firms (social
organisms) are embedded in
a broader social structure (external environment) with which
they constantly interact. Cor-
porations have ongoing boundary exchanges with customers,
governments, competitors,
the media, communities, and many other individuals and groups.
Just as good soil, water,
and light help a plant grow, positive interactions with society
benefit a business firm.
Like biological organisms, moreover, businesses must adapt to
changes in the environ-
ment. Plants growing in low-moisture environments must
develop survival strategies, like
the cactus that evolves to store water in its leaves. Similarly, a
14. long-distance telephone
company in a newly deregulated market must learn to compete
by changing the products
and services it offers. The key to business survival is often this
ability to adapt effectively
to changing conditions. In business, systems theory provides a
powerful tool to help
managers conceptualize the relationship between their
companies and their external
environments.
Systems theory helps us understand how business and society,
taken together, form an
interactive social system . Each needs the other, and each
influences the other. They are
entwined so completely that any action taken by one will surely
affect the other. They are
both separate and connected. Business is part of society, and
society penetrates far and
FIGURE 1.1
Business and Society:
An Interactive
System Society
Business
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6 Part One Business in Society
15. often into business decisions. In a world where global
communication is rapidly expand-
ing, the connections are closer than ever before. Throughout
this book we discuss exam-
ples of organizations and people that are grappling with the
challenges of, and helping to
shape, business–society relationships.
The Stakeholder Theory of the Firm
What is the purpose of the modern corporation? To whom, or
what, should the firm be re-
sponsible? 12 No question is more central to the relationship
between business and society.
In the ownership theory of the firm (sometimes also called
property or finance theory),
the firm is seen as the property of its owners. The purpose of
the firm is to maximize its
long-term market value, that is, to make the most money it can
for shareholders who own
stock in the company. Managers and boards of directors are
agents of shareholders
and have no obligations to others, other than those directly
specified by law. In this view,
owners’ interests are paramount and take precedence over the
interests of others.
A contrasting view, called the stakeholder theory of the firm
, argues that corporations
serve a broad public purpose: to create value for society. All
companies must make a profit
for their owners; indeed, if they did not, they would not long
survive. However, corpora-
tions create many other kinds of value as well, such as
professional development for their
employees and innovative new products for their customers. In
this view, corporations have
16. multiple obligations, and all stakeholders’ interests must be
taken into account. This ap-
proach has been expressed well by the pharmaceutical company
Novartis, which states in
its code of conduct that it “places a premium on dealing fairly
with employees, commercial
partners, government authorities, and the public. Success in its
business ventures depends
upon maintaining the trust of these essential stakeholders.” 13
Supporters of the stakeholder theory of the firm make three
core arguments for their
position: descriptive, instrumental, and normative. 14
The descriptive argument says that the stakeholder view is
simply a more realistic de-
scription of how companies really work. Managers have to pay
keen attention, of course, to
their quarterly and annual financial performance. Keeping Wall
Street satisfied by manag-
ing for growth—thereby attracting more investors and
increasing the stock price—is a core
part of any top manager’s job. But the job of management is
much more complex than this.
In order to produce consistent results, managers have to be
concerned with producing high-
quality and innovative products and services for their
customers, attracting and retaining
talented employees, and complying with a plethora of complex
government regulations. As
a practical matter, managers direct their energies toward all
stakeholders, not just owners.
The instrumental argument says that stakeholder management
is more effective as a
corporate strategy. A wide range of studies have shown that
companies that behave respon-
sibly toward multiple stakeholder groups perform better
financially, over the long run, than
17. those that do not. (This empirical evidence is further explored
in Chapters 3 and 4.) These
findings make sense, because good relationships with
stakeholders are themselves a source
12
One summary of contrasting theories of the purpose of the firm
appears in Margaret M. Blair, “Whose Interests Should
Corporations Serve?” in Margaret M. Blair and Bruce K.
MacLaury, Ownership and Control: Rethinking Corporate
Governance
for the Twenty-First Century (Washington, DC: Brookings
Institution, 1995), ch. 6, pp. 202–34. More recently, these
questions
have been taken up in James E. Post, Lee E. Preston, and
Sybille Sachs, Redefining the Corporation: Stakeholder
Manage-
ment and Organizational Wealth (Palo Alto, CA: Stanford
University Press, 2002).
13
Novartis Corporation Code of Conduct, online at
www.novartis.com.
14
The descriptive, instrumental, and normative arguments are
18. summarized in Thomas Donaldson and Lee E. Preston, “The
Stakeholder Theory of the Corporation: Concepts, Evidence and
Implications,” Academy of Management Review 20, no. 1
(1995), pp. 65–71. See also, Post, Preston, and Sachs,
Redefining the Corporation, ch. 1.
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Chapter 1 The Corporation and Its Stakeholders 7
of value for the firm. Attention to stakeholders’ rights and
concerns can help produce
motivated employees, satisfied customers, and supportive
communities, all good for the
company’s bottom line.
The normative argument says that stakeholder management is
simply the right thing to
do. Corporations have great power and control vast resources;
these privileges carry with
them a duty toward all those affected by a corporation’s actions.
Moreover, all stakehold-
ers, not just owners, contribute something of value to the
corporation. A skilled engineer at
Microsoft who applies his or her creativity to solving a difficult
programming problem has
made a kind of investment in the company, even if it is not a
monetary investment. Any
19. individual or group who makes a contribution, or takes a risk,
has a moral right to some
claim on the corporation’s rewards. 15
A basis for both the ownership and stakeholder theories of the
firm exists in law. The
legal term fiduciary means a person who exercises power on
behalf of another, that is, who
acts as the other’s agent. In U.S. law, managers are considered
fiduciaries of the owners of
the firm (its stockholders) and have an obligation to run the
business in their interest. These
legal concepts are clearly consistent with the ownership theory
of the firm. However, other
laws and court cases have given managers broad latitude in the
exercise of their fiduciary
duties. In the United States (where corporations are chartered
not by the federal govern-
ment but by the states), most states have passed laws that permit
managers to take into
consideration a wide range of other stakeholders’ interests,
including those of employees,
customers, creditors, suppliers, and communities. In addition,
many federal laws extend speci-
fic protections to various groups of stakeholders, such as those
that prohibit discrimination
against employees or grant consumers the right to sue if harmed
by a product.
In other nations, the legal rights of nonowner stakeholders are
often more fully devel-
oped than in the United States. For example, a number of
European countries—including
Germany, Norway, Austria, Denmark, Finland, and Sweden—
require public companies to
include employee members on their boards of directors, so that
their interests will be ex-
plicitly represented. Under the European Union’s so-called
20. harmonization statutes, manag-
ers are specifically permitted to take into account the interests
of customers, employees,
creditors, and others.
In short, while the law requires managers to act on behalf of
stockholders, it also gives
them wide discretion—and in some instances requires them—to
manage on behalf of the
full range of stakeholder groups. The next section provides a
more formal definition and an
expanded discussion of the stakeholder concept.
The Stakeholder Concept
The term stakeholder refers to persons and groups that affect,
or are affected by, an or-
ganization’s decisions, policies, and operations. 16 The word
stake, in this context, means an
interest in—or claim on—a business enterprise. Those with a
stake in the firm’s actions
15
Another formulation of this point has been offered by Robert
Phillips, who argues for a principle of stakeholder fairness.
This states that “when people are engaged in a cooperative
effort and the benefits of this cooperative effort are accepted,
obligations are created on the part of the group accepting the
benefit” [i.e., the business firm]. Robert Phillips, Stakeholder
Theory and Organizational Ethics (San Francisco: Berrett-
Koehler, 2003), p. 9 and ch. 5.
21. 16
The term stakeholder was first introduced in 1963 but was not
widely used in the management literature until the publi-
cation of R. Edward Freeman’s Strategic Management: A
Stakeholder Approach (Marshfield, MA: Pitman, 1984). For
more
recent summaries of the stakeholder theory literature, see
Thomas Donaldson and Lee E. Preston, “The Stakeholder
Theory
of the Corporation: Concepts, Evidence, Implications,”
Academy of Management Review , January 1995, pp. 71–83;
Max B.
E. Clarkson, ed., The Corporation and Its Stakeholders: Classic
and Contemporary Readings (Toronto: University of Toronto
Press, 1998); and Abe J. Zakhem, Daniel E. Palmer, and Mary
Lyn Stoll, Stakeholder Theory: Essential Readings in Ethical
Leadership and Management (Amherst, NY: Prometheus Books,
2008).
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8 Part One Business in Society
22. include such diverse groups as customers, employees,
stockholders, the media, govern-
ments, professional and trade associations, social and
environmental activists, and nongov-
ernmental organizations. The term stakeholder is not the same
as stockholder , although
the words sound similar . Stockholders—individuals or
organizations that own shares of a
company’s stock—are one of several kinds of stakeholders.
Business organizations are embedded in networks involving
many participants. Each of
these participants has a relationship with the firm, based on
ongoing interactions. Each
of them shares, to some degree, in both the risks and rewards of
the firm’s activities. And
each has some kind of claim on the firm’s resources and
attention, based on law, moral
right, or both. The number of these stakeholders and the variety
of their interests can be
large, making a company’s decisions very complex, as the
Walmart example illustrates.
Managers make good decisions when they pay attention to the
effects of their decisions
on stakeholders, as well as stakeholders’ effects on the
company. On the positive side,
strong relationships between a corporation and its stakeholders
are an asset that adds value.
On the negative side, some companies disregard stakeholders’
interests, either out of
the belief that the stakeholder is wrong or out of the misguided
notion that an unhappy
customer, employee, or regulator does not matter. Such attitudes
often prove costly to the
company involved. Today, for example, companies know that
they cannot locate a factory
23. or store in a community that strongly objects. They also know
that making a product that is
perceived as unsafe invites lawsuits and jeopardizes market
share.
Different Kinds of Stakeholders
Business interacts with society in many diverse ways, and a
company’s relationships with
various stakeholders differ.
Market stakeholders are those that engage in economic
transactions with the company
as it carries out its purpose of providing society with goods and
services. Each relationship
between a business and one of its market stakeholders is based
on a unique transaction, or
two-way exchange. Stockholders invest in the firm and in return
receive the potential for
dividends and capital gains. Creditors loan money and collect
payments of interest and
principal. Employees contribute their skills and knowledge in
exchange for wages, bene-
fits, and the opportunity for personal satisfaction and
professional development. In return
for payment, suppliers provide raw materials, energy, services,
and other inputs; and
wholesalers, distributors, and retailers engage in market
transactions with the firm as they
help move the product from plant to sales outlets to customers.
All businesses need cus-
tomers who are willing to buy their products or services.
The puzzling question of whether or not managers should be
classified as stakeholders
along with other employees is discussed in Exhibit 1.A.
Nonmarket stakeholders , by contrast, are people and groups
who—although they do
not engage in direct economic exchange with the firm—are
24. nonetheless affected by or can
affect its actions. Nonmarket stakeholders include the
community, various levels of gov-
ernment, nongovernmental organizations, the media, business
support groups, competitors,
and the general public. Nonmarket stakeholders are not
necessarily less important than
others, simply because they do not engage in direct economic
exchange with a business.
On the contrary, interactions with such groups can be critical to
a firm’s success or failure,
as shown in the following example.
In 2001, a company called Energy Management Inc. (EMI)
announced a plan to
build a wind farm about six miles off the shore of Cape Cod,
Massachusetts, to sup-
ply clean, renewable power to New England customers. The
project, called Cape
Wind, immediately generated intense opposition from socially
prominent residents
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9
of Cape Cod and nearby islands, who were concerned that its
130 wind turbines
would spoil the view and get in the way of boats. Opponents of
25. the project were
able to block its progress for more than a decade. Finally, in
2011, Cape Wind
secured its final permits and made plans to build the wind farm.
17
In this instance, the community was able to block the
company’s plans for more than a
decade, even though it did not have a market relationship with
it.
Theorists also distinguish between internal stakeholders and
external stakeholders .
Internal stakeholders are those, such as employees and
managers, who are employed by the
firm. They are “inside” the firm, in the sense that they
contribute their effort and skill, usually
at a company worksite. External stakeholders, by contrast, are
those who—although they
may have important transactions with the firm—are not directly
employed by it. Figure 1.2
shows the market and nonmarket, and internal and external,
stakeholders of business. (Of
note, firms have no internal, nonmarket stakeholders.)
Are Managers Stakeholders?
Are managers, especially top executives, stakeholders? This has
been a contentious issue in stake-
holder theory.
On one hand, the answer clearly is “yes.” Like other
stakeholders, managers are impacted by
the firm’s decisions. As employees of the firm, managers
receive compensation—often very gener-
ous compensation, as shown in Chapter 14. Their managerial
roles confer opportunities for pro-
fessional advancement, social status, and power over others.
26. Managers benefit from the company’s
success and are hurt by its failure. For these reasons, they might
properly be classified as employees.
On the other hand, top executives are agents of the firm and are
responsible for acting on its be-
half. In the stakeholder theory of the firm, their role is to
integrate stakeholder interests, rather than
to promote their own more narrow, selfish goals. For these
reasons, they might properly be classified
as representatives of the firm itself, rather than as one of its
stakeholders.
Management theory has long recognized that these two roles of
managers potentially conflict.
The main job of executives is to act for the company, but all too
often they act primarily for them-
selves. Consider, for example, the many top executives of
Lehman Brothers, MF Global, and Merrill
Lynch, who enriched themselves personally at the expense of
shareholders, employees, customers,
and other stakeholders. The challenge of persuading top
managers to act in the firm’s best interest is
further discussed in Chapter 14.
Exhibit 1.A
17
The website of the project is at www.capewind.org . The
story of the opposition to Cape Wind is told in Robert
Whitcomb
and Wendy Williams, Cape Wind: Money, Celebrity, Energy,
Class, Politics, and the Battle for Our Energy Future (New
York:
27. PublicAffairs, 2008).
Market Stakeholders Nonmarket Stakeholders
Internal Stakeholders Employees
Managers
External Stakeholders Stockholders Governments
Customers Communities
Creditors Nongovernmental Organizations
Suppliers Business Support Groups
Wholesalers and Retailers Media
Competitors
FIGURE 1.2
The Stakeholders
of Business
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10 Part One Business in Society
The classification of government as a nonmarket stakeholder
has been controversial in
stakeholder theory. Most theorists say that government is a
nonmarket stakeholder (as does
this book) because it does not normally conduct any direct
market exchanges (buying and
28. selling) with business. However, money often flows from
business to government in the
form of taxes and fees, and sometimes from government to
business in the form of subsi-
dies or incentives. Moreover, some businesses—defense
contractors for example— do sell
directly to the government and receive payment for goods and
services rendered. For this
reason, a few theorists have called government a market
stakeholder of business. And, in a
few cases, the government may take a direct ownership stake in
a company—as the U.S.
government did after the financial crisis of 2008–09 when it
invested in several banks
and auto companies, becoming a shareholder of these firms.
Government also has special
influence over business because of its ability to charter and tax
corporations, as well as
make laws that regulate their activities. The unique relationship
between government and
business is discussed throughout this book.
Other stakeholders also have some market and some nonmarket
characteristics. For ex-
ample, the media is normally considered a nonmarket
stakeholder. However, business buys
advertising time on television and radio and in newspapers—a
market transaction. Similarly,
companies may pay dues to support groups, such as the
Chamber of Commerce. Communi-
ties are a nonmarket stakeholder, but receive taxes,
philanthropic contributions, and other
monetary benefits from businesses. These subtleties are further
explored in later chapters.
Modern stakeholder theory recognizes that most business firms
are embedded in a com-
plex web of stakeholders, many of which have independent
29. relationships with each other. 18
In this view, a business firm and its stakeholders are best
visualized as an interconnected
network. Imagine, for example, an electronics company, based
in the United States, that
produces smartphones, tablets, and music players. The firm
employs people to design, en-
gineer, and market its devices to customers in many countries.
Shares in the company are
owned by investors around the world, including many of its own
employees and managers.
Production is carried out by suppliers in Asia. Banks provide
credit to the company, as well
as to other companies. Competing firms sell their products to
some of the same customers
and also contract production to some of the same Asian
suppliers. Nongovernmental or-
ganizations may seek to lobby the government concerning the
firm’s practices and may
count some employees among their members. A visual
representation of this company and
its stakeholders is shown in Figure 1.3.
As Figure 1.3 suggests, some individuals or groups may play
multiple stakeholder roles.
Some theorists use the term role sets to refer to this
phenomenon. For example, one person
may work at a company but also live in the surrounding
community, own shares of
company stock in his or her 401(k) retirement account, and even
purchase the company’s
products from time to time. This person has several stakes in a
company’s actions.
Later sections of this book (especially Chapters 14 through 19)
will discuss in more
detail the relationship between business and its various
stakeholders.
30. Stakeholder Analysis
An important part of the modern manager’s job is to identify
relevant stakeholders and to
understand both their interests and the power they may have to
assert these interests. This
process is called stakeholder analysis . The organization from
whose perspective the
18
Timothy J. Rowley, “Moving Beyond Dyadic Ties: A Network
Theory of Stakeholder Influence,” Academy of Management
Review 22, no. 4 (October 1997).
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Chapter 1 The Corporation and Its Stakeholders 11
analysis is conducted is called the focal organization .
Stakeholder analysis asks four key
questions, as follows.
Who are the relevant stakeholders?
The first question requires management to identify and map the
relevant stakeholders. Fig-
ure 1.2 provides a guide. However, not all stakeholders listed
31. will be relevant in every
management situation. For example, a privately held firm will
not have stockholders. Some
businesses sell directly to customers online and therefore will
not have retailers. In other
situations, a firm may have a stakeholder—say, a creditor that
has loaned money—but this
group is not relevant to a particular decision or action that
management must take.
But stakeholder analysis involves more than simply
identifying stakeholders; it also in-
volves understanding the nature of their interests, power,
legitimacy, and links with one
another.
Stakeholder Interests
What are the interests of each stakeholder?
Each stakeholder has a unique relationship to the organization,
and managers must respond
accordingly. Stakeholder interests are, essentially, the nature
of each group’s stake. What
are their concerns, and what do they want from their
relationship with the firm? 19
Business
Firm
Government
Customers
Stockholders
Employees
Creditors
32. Competitors
Suppliers
Non-
governmental
organizations
FIGURE 1.3
A Firm and Its
Stakeholders
19
A full discussion of the interests of stakeholders may be found
in R. Edward Freeman, Ethical Theory and Business
(Englewood Cliffs, NJ: Prentice Hall, 1994).
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12 Part One Business in Society
Stockholders, for their part, have an ownership interest in the
firm. In exchange for their
investment, stockholders expect to receive dividends and, over
time, capital appreciation.
33. The economic health of the corporation affects these people
financially; their personal
wealth—and often, their retirement security—is at stake. They
may also seek social objec-
tives through their choice of investments. Customers, for their
part, are most interested in
gaining fair value and quality in exchange for the purchase
price of goods and services.
Suppliers, likewise, wish to receive fair compensation for
products and services they pro-
vide. Employees, in exchange for their time and effort, want to
receive fair compensation
and an opportunity to develop their job skills. Governments,
public interest groups, and lo-
cal communities have another sort of relationship with the
company. In general, their stake
is broader than the financial stake of owners, customers, and
suppliers. They may wish
to protect the environment, assure human rights, or advance
other broad social interests.
Managers need to understand these complex and often
intersecting stakeholder interests.
Stakeholder Power
What is the power of each stakeholder ?
Stakeholder power means the ability to use resources to make
an event happen or to secure
a desired outcome. Stakeholders have five different kinds of
power: voting power,
economic power, political power, legal power, and
informational power.
Voting power means that the stakeholder has a legitimate
right to cast a vote. Stockhold-
ers typically have voting power proportionate to the percentage
of the company’s stock
they own. Stockholders typically have an opportunity to vote on
34. such major decisions as
mergers and acquisitions, the composition of the board of
directors, and other issues that
may come before the annual meeting. (Stockholder voting power
should be distinguished
from the voting power exercised by citizens, which is discussed
below.)
For example, Starboard Value LP, a New York–based hedge
fund, used its voting
power as a shareholder to force change in a company it had
invested in. In 2011,
Starboard bought more than 5 percent of the shares of the hair
care company Regis
Corporation. Starboard asserted that Regis, which owned or
operated more than
12,000 hair salons under the Supercuts, Cost Cutters, and Hair
Club for Men and
Women brands, was “bloated with costs and lacked operational
focus.” The hedge
fund reached out to other shareholders and won majority
support in a contentious
campaign to replace three members of the board of directors
with its own nominees.
Regis subsequently replaced several top executives and set out
to cut expenses. 20
Customers, suppliers, and retailers have economic power
with the company. Suppliers
can withhold supplies or refuse to fill orders if a company fails
to meet its contractual re-
sponsibilities. Customers may refuse to buy a company’s
products or services if the com-
pany acts improperly. Customers can boycott products if they
believe the goods are too
expensive, poorly made, or unsafe. Employees, for their part,
35. can refuse to work under
certain conditions, a form of economic power known as a strike
or slowdown. Economic
power often depends on how well organized a stakeholder group
is. For example, workers
who are organized into unions usually have more economic
power than do workers who try
to negotiate individually with their employers.
Governments exercise political power through legislation,
regulations, or lawsuits.
While government agencies act directly, other stakeholders use
their political power
20
“Regis Investor Wins 3 Board Seats in Proxy Fight,” Twin
Cities Business, October 27, 2011; “Regis Ousts COO
Following
Board Shake-Up,” Twin Cities Business, January 24, 2012, at
www.tcbmag.com ; and “Is Regis About to Bring Down the
Hammer?” [Minnesota] Star Tribune, January 25, 2012.
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Chapter 1 The Corporation and Its Stakeholders 13
36. indirectly by urging government to use its powers by passing
new laws or enacting regula-
tions. Citizens may also vote for candidates that support their
views with respect to govern-
ment laws and regulations affecting business, a different kind of
voting power than the one
discussed above. Stakeholders may also exercise political power
directly, as when social,
environmental, or community activists organize to protest a
particular corporate action.
Stakeholders have legal power when they bring suit against a
company for damages, based
on harm caused by the firm; for instance, lawsuits brought by
customers for damages caused by
defective products, brought by employees for damages caused
by workplace injury, or brought
by environmentalists for damages caused by pollution or harm
to species or habitat. After the
mortgage lender Countrywide collapsed, many institutional
shareholders, such as state pension
funds, sued Bank of America (which had acquired Countrywide)
to recoup some of their losses.
Finally, stakeholders have informational power when they
have access to valuable data,
facts, or details. The disclosure (or nondisclosure) of
information can be used to persuade,
mobilize, or threaten others. With the explosive growth of
technologies that facilitate the
sharing of information, this kind of stakeholder power has
become increasingly important.
Consumers’ ability to use social networks to share information
about businesses
they like—and do not like—has given them power they did not
previously have. For
example, Yelp Inc. operates a website where people can search
37. for local businesses,
post reviews, and read others’ comments. Since its launch in
2004, Yelp has at-
tracted more than 50 million users. Its reviewers collectively
have gained consider-
able influence. Restaurants, cultural venues, hair salons, and
other establishments
can attract customers with five-star ratings and “People Love Us
on Yelp” stickers
in their windows—but, by the same token, can be badly hurt
when reviews turn
nasty. A recent study in the Harvard Business Review reported
that a one-star in-
crease in an independent restaurant’s Yelp rating led to a 5 to 9
percent increase in
revenue. Some businesses have complained that Yelp reviewers
have too much
power. “My business just died,” said the sole proprietor of a
housecleaning
business. “Once they locked me into the 3.5 stars, I wasn’t
getting any calls.” 21
Activists often try to use all of these kinds of power when they
want to change a company’s
policy. For example, human rights activists wanted to bring
pressure on Unocal Corporation to
change its practices in Burma, where it had entered into a joint
venture with the government
to build a gas pipeline. Critics charged that many human rights
violations occurred during this
project, including forced labor and relocations. In an effort to
pressure Unocal to change its
behavior, activists organized protests at stockholder meetings (
voting power ), called for boy-
cotts of Unocal products ( economic power ), promoted local
ordinances prohibiting cities from
38. buying from Unocal ( political power ), brought a lawsuit for
damages on behalf of Burmese
villagers ( legal power), and gathered information about
government abuses by interviewing
Burmese refugees and publishing the results online (
informational power). These activists
increased their chances of success by mobilizing many kinds of
power. This combination of
tactics eventually forced Unocal to pay compensation to people
whose rights had been vio-
lated and to fund education and health care projects in the
pipeline region. 22
Exhibit 1.B provides a schematic summary of some of the
main interests and powers of
both market and nonmarket stakeholders.
Stakeholder Coalitions
An understanding of stakeholder interests and power enables
managers to answer the final
question of stakeholder analysis.
21
“Is Yelp Fair to Businesses?” PC World, November 15, 2011.
22
Further information about the campaign against Unocal is
available at www.earthrights.org/unocal.
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14
Stakeholders: Nature of Interest
and Power
Stakeholder
Nature of Interest—
Stakeholder Wishes To:
Nature of Power—Stakeholder
Influences Company By:
Market Stakeholders
Employees ■ Maintain stable employment
in firm
■ Receive fair pay for work
■ Work in safe, comfortable
environment
■ Union bargaining power
■ Work actions or strikes
■ Publicity
Stockholders ■ Receive a satisfactory return
on investments (dividends)
■ Realize appreciation in stock
value over time
40. ■ Exercising voting rights based
on share ownership
■ Exercising rights to inspect
company books and records
Customers ■ Receive fair exchange: value
and quality for money spent
■ Receive safe, reliable products
■ Purchasing goods from
competitors
■ Boycotting companies whose
products are unsatisfactory or
whose policies are
unacceptable
Suppliers ■ Receive regular orders for
goods
■ Be paid promptly for supplies
delivered
■ Refusing to meet orders if
conditions of contract are
breached
■ Supplying to competitors
Retailers
Wholesalers
■ Receive quality goods in a
41. timely fashion at reasonable
Cost
■ Offer reliable products that
consumers trust and value
■ Buying from other suppliers if
terms of contract are
unsatisfactory
■ Boycotting companies whose
goods or policies are
unsatisfactory
Creditors ■ Receive repayment of loans
■ Collect debts and interest
■ Calling in loans if payments are
not made
■ Utilizing legal authorities to
repossess or take over
property if loan payments are
severely delinquent
Exhibit 1.B
How are coalitions likely to form?
Not surprisingly, stakeholder interests often coincide. For
example, consumers of fresh fruit
and farmworkers who harvest that fruit in the field may have a
shared interest in
reducing the use of pesticides, because of possible adverse
health effects from exposure to
chemicals. When their interests are similar, stakeholders may
form coalitions, temporary
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15
alliances to pursue a common interest. Stakeholder coalitions
are not static. Groups that are
highly involved with a company today may be less involved
tomorrow. Issues that are con-
troversial at one time may be uncontroversial later; stakeholders
that are dependent on an
organization at one time may be less so at another. To make
matters more complicated, the
process of shifting coalitions does not occur uniformly in all
parts of a large corporation.
Stakeholder
Nature of Interest—
Stakeholder Wishes To:
Nature of Power—Stakeholder
Influences Company By:
Nonmarket Stakeholders
Communities ■ Employ local residents in the
company
■ Ensure that the local
43. environment is protected
■ Ensure that the local area is
developed
■ Refusing to extend additional
credit
■ Issuing or restricting operating
licenses and permits
■ Lobbying government for
regulation of the company’s
policies or methods of land use
and waste disposal
Nongovernmental
organizations
■ Monitor company actions and
policies to ensure that they
conform to legal and ethical
standards, and that they
protect the public’s safety
■ Gaining broad public support
through publicizing the issue
■ Lobbying government for
regulation of the company
Media ■ Keep the public informed on all
issues relevant to their health,
well-being, and economic status
■ Monitor company actions
44. ■ Publicizing events that affect
the public, especially those
that have negative effects
Business support
groups (e.g., trade
associations)
■ Provide research and
information which will help the
company or industry perform in
a changing environment
■ Using its staff and resources to
assist company in business
endeavors and development
efforts
■ Providing legal or “group”
political support beyond that
which an individual company
can provide for itself
Governments ■ Promote economic development
■ Encourage social improvements
■ Raise revenues through taxes
■ Adopting regulations and laws
■ Issuing licenses and permits
■ Allowing or disallowing
commercial activity
The general public ■ Protect social values
■ Minimize risks
45. ■ Achieve prosperity for society
■ Supporting activists
■ Pressing government to act
■ Condemning or praising
individual companies
Competitors ■ Compete fairly
■ Cooperate on industry-wide or
community issues
■ Seek new customers
■ Pressing government for fair
competition policies
■ Suing companies that compete
unfairly
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16 Part One Business in Society
Stakeholders involved with one part of a large company often
have little or nothing to do
with other parts of the organization.
In recent years, coalitions of stakeholders have become
increasingly international in
46. scope. Communications technology has enabled like-minded
people to come together
quickly, even across political boundaries and many miles of
separation. Smartphones,
blogs, e-mail, faxes, and social networking sites have become
powerful tools in the hands
of groups that monitor how multinational businesses are
operating in different locations
around the world.
In 2000, the Mexican government cancelled plans for a salt
plant in a remote area
on the Pacific coast, after groups from around the world rallied
to oppose it. The
proposed plant was a joint venture of Mitsubishi (a
multinational corporation based
in Japan) and the Mexican government. Together, they wanted
to create jobs, taxes,
and revenue by mining naturally occurring salt deposits along
the Baja California
coast. Environmentalists attacked the venture on the grounds
that it would hurt the
gray whales that migrated every year to a nearby lagoon to give
birth to their
young. In the past, such objections would probably have
attracted little attention.
But critics were able to use the Internet and the media to
mobilize over 50 organiza-
tions worldwide to threaten a boycott of Mitsubishi. One
million people wrote the
company, demanding that it “save the gray whale.” Although
Mitsubishi was con-
vinced that the whales would continue to thrive near the salt
works, it found its
plans blocked at every turn. 23
47. This example illustrates how international networks of
activists, coupled with the me-
dia’s interest in such business and society issues, make
coalition development and issue
activism an increasingly powerful strategic factor for
companies. Nongovernmental or-
ganizations regularly meet to discuss problems such as global
warming, human rights, and
environmental issues, just as their business counterparts do.
Today, stakeholder coalitions
are numerous in every industry and important to every company.
Stakeholder Salience and Mapping
Some scholars have suggested that managers pay the most
attention to stakeholders pos-
sessing greater salience . (Something is salient when it
stands out from a background, is
seen as important, or draws attention.) Stakeholders stand out to
managers when they have
power, legitimacy, and urgency. The previous section discussed
various forms of stake-
holder power. Legitimacy refers to the extent to which a
stakeholder’s actions are seen as
proper or appropriate by the broader society. Urgency refers to
the time-sensitivity of a
stakeholder’s claim, that is, the extent to which it demands
immediate action. The more of
these three attributes a stakeholder possesses, the greater the
stakeholder’s salience and the
more likely that managers will notice and respond. 24
Managers can use the salience concept to develop a
stakeholder map , a graphical rep-
resentation of the relationship of stakeholder salience to a
particular issue. Figure 1.4 pre-
sents a simple example of a stakeholder map. The figure shows
the position of various
48. stakeholders on a hypothetical issue—whether or not a company
should shut down an
23
H. Richard Eisenbeis and Sue Hanks, “When Gray Whales
Blush,” case presented at the annual meeting of the North
American Case Research Association, October 2002.
24
Ronald K. Mitchell, Bradley R. Agle, and Donna J. Wood,
“Toward a Theory of Stakeholder Identification and Salience:
Defining the Principle of Who and What Really Counts,”
Academy of Management Review 22, no. 4 (1997), pp. 853–86.
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Chapter 1 The Corporation and Its Stakeholders 17
underperforming factory in a community. The horizontal axis
represents each stakehold-
er’s position on this issue—from “against” (the company should
not shut the plant) to
“for” (the company should shut the plant). The vertical axis
49. represents the salience of the
stakeholder, an overall measure of that stakeholder’s power,
legitimacy, and urgency. In
this example, the company’s creditors (banks) are pressuring the
firm to close the plant.
They have high salience, because they control the company’s
credit line and are urgently
demanding action. Shareholders, who are powerful and
legitimate (but not as urgent in
their demands), also favor the closure. On the other side,
employees urgently oppose shut-
ting the plant, because their jobs are at stake, but they do not
have as much power as the
creditors and are therefore less salient. Local government
officials and local businesses
also wish the plant to remain open, but have lower salience than
the other stakeholders
involved.
A stakeholder map is a useful tool because it enables managers
to see quickly how
stakeholders feel about an issue and whether salient
stakeholders tend to be in favor or op-
posed. It also helps managers see how stakeholder coalitions are
likely to form and what
outcomes are likely. In this example, company executives might
conclude from the stake-
holder map that those supporting the closure—creditors and
shareholders—have the great-
est salience. Although they are less salient, employees, local
government officials, and the
community all oppose the closure and may try to increase their
salience by working to-
gether. Managers might conclude that the closure is likely,
unless opponents organize an
effective coaliton. This example is fairly simple; more complex
stakeholder maps can rep-
50. resent network ties among stakeholders, the size of stakeholder
groups, and the degree of
consensus within stakeholder groups. 25
FIGURE 1.4
Stakeholder Map of
a Proposed Plant
Closure
Community
Creditors
Shareholders
Employees
Local
Government
S
ta
ke
h
o
ld
e
r
S
a
lie
n
51. ce
Position on the IssueAGAINST
HIGH
LOW
FOR
25
For two different approaches to stakeholder mapping, see
David Saiia and Vananh Le, “Mapping Stakeholder Salience,”
presented at the International Association for Business and
Society, June 2009; and Robert Boutilier, Stakeholder
Politics: Social Capital, Sustainable Development, and the
Corporation (Sheffield, UK: Greenleaf Publishing, 2009),
chs. 6 and 7.
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18 Part One Business in Society
The Corporation’s Boundary-Spanning Departments
52. How do corporations organize internally to respond to and
interact with stakeholders?
Boundary-spanning departments are departments, or offices,
within an organization
that reach across the dividing line that separates the company
from groups and people in
society. Building positive and mutually beneficial relationships
across organizational
boundaries is a growing part of management’s role.
Figure 1.5 presents a list of the corporation’s market and
nonmarket stakeholders,
alongside the corporate departments that typically have
responsibility for engaging with
them. As the figure suggests, the organization of the
corporation’s boundary-spanning
functions is complex. For example, in many companies,
departments of public affairs or
FIGURE 1.5 The Corporation’s Boundary-Spanning
Departments
G
o
ve
rn
m
en
t C
o
m
m
u
n
ity
53. CustomersSto
ckh
olde
rs
Customer Relations
• Customer service
• Total quality management
• Liability lawsuit defense
• Recall management
Shareholder Relations,
Investor Relations
• External and internal
audit
• SEC filings, compliance
• Communications
• Proxy election
managementPublic Affairs,
Governmental Affairs,
Government Relations
• Public policy
• Lobbying
• Political action
• Trade associations
• Advocacy ads
• Grassroots mobilization
Human Resources, Labor Relations
• Communications
54. • Union negotiations
• OSHA, EEOC, and labor
law compliance
• Diversity and family–work
programs
Environment,
Health & Safety,
Sustainability
• EPA and state
environmental
compliance
• Internal environmental
auditing
• Recycling, take-back
Community Relations,
Corporate Citizenship
• Corporate philanthropy
• Partners with schools,
NGOs
• Volunteerism, employee
time contributions
Public Relations,
Media Relations,
Corporate Communications
• Public relations
• Executive speeches
• Image advertising
• Crisis management
Corporation
55. Corporate Relations,
Corporate Citizenship, Corporate
Responsibility, External Affairs
• Environmental scanning
• Stakeholder dialogue
• Social reporting
• Social monitoring
Environment M
edi
a
G
en
er
al
p
u
b
lic
, N
G
O
sE
m
p
lo
yees
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Chapter 1 The Corporation and Its Stakeholders 19
government relations interact with elected officials and
regulators. Departments of investor
relations interact with stockholders; human resources with
employees; customer relations
with customers; and community relations with the community.
Specialized departments of
environment, health, and safety may deal with environmental
compliance and worker
health and safety, and public relations or corporate
communications with the media. Many
of these specific departments will be discussed in more detail in
later chapters.
The Dynamic Environment of Business
A core argument of this book is that the external environment
of business is dynamic and
ever changing . Businesses and their stakeholders do not
interact in a vacuum. On the con-
trary, most companies operate in a swirl of social, ethical,
global, political, ecological, and
technological change that produces both opportunities and
threats. Figure 1.6 diagrams the
six dynamic forces that powerfully shape the business and
society relationship. Each of these
forces is introduced briefly below and will be discussed in more
detail later in this book.
Changing societal expectations. Everywhere around the world,
57. society’s expecta-
tions of business are changing. People increasingly expect
business to be more re-
sponsible, believing companies should pay close attention to
social issues and act as
good citizens in society. New public issues constantly arise that
require action. In-
creasingly, business is faced with the daunting task of balancing
its social, legal,
and economic obligations, seeking to meet its commitments to
multiple stakehold-
ers. Modern businesses are increasingly exploring opportunities
to act as social
entrepreneurs often by focusing on those at the bottom of the
pyramid. These
changes in society’s expectations of business, and how
managers have responded,
are described in Chapters 2 and 3.
FIGURE 1.6
Forces That Shape
the Business and
Society Relationship
Explosion
of
New
Technology
Dynamic
Natural
Environment
Evolving
58. Government
Regulation
of Business
Globalization
Growing
Emphasis on
Ethical Values
Changing
Societal
Expectations
Business
and Its
Stakeholders
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20 Part One Business in Society
Growing emphasis on ethical reasoning and actions. The
public also expects busi-
ness to be ethical and wants corporate managers to apply ethical
principles or
values—in other words, guidelines about what is right and
59. wrong, fair and unfair,
and morally correct—when they make business decisions. Fair
employment practices,
concern for consumer safety, contribution to the welfare of the
community, and hu-
man rights protection around the world have become more
prominent and impor-
tant. Business has created ethics programs to help ensure that
employees are aware
of these issues and act in accordance with ethical standards. The
ethical challenges
faced by business, both domestically and abroad—and
business’s response—are
discussed in Chapters 4 and 5.
Globalization. We live in an increasingly integrated world
economy, characterized by
the unceasing movement of goods, services, and capital across
national borders. Large
transnational corporations do business in scores of countries.
Products and services
people buy every day in the United States or Germany may have
come from Indonesia,
Haiti, or Mexico. Today, economic forces truly play out on a
global stage. A finan-
cial crisis on Wall Street can quickly impact economies around
the world. Societal
issues—such as the race to find a cure for HIV/AIDS, the
movement for women’s
equality, or the demands of citizens everywhere for full access
to the Internet—also
cut across national boundaries. Environmental issues, such as
ozone depletion and
species extinction, affect all communities. Globalization
challenges business to inte-
grate their financial, social, and environmental performance.
60. Chapters 6 and 7 address
globalization and business firms’ efforts to become better
global citizens.
Evolving government regulations and business response. The
role of government
has changed dramatically in many nations in recent decades.
Governments around
the world have enacted a myriad of new policies that have
profoundly constrained
how business is allowed to operate. Government regulation of
business periodically
becomes tighter, then looser, much as a pendulum swings back
and forth. Because
of the dynamic nature of this force, business has developed
various strategies to in-
fluence elected officials and government regulators at federal,
state, and local
levels. Business managers understand the opportunities that
may arise from active
participation in the political process. The changing role of
government, its impact,
and business’s response are explored in Chapters 8 and 9.
Dynamic natural environment. All interactions between
business and society occur
within a finite natural ecosystem. Humans share a single planet,
and many of our
resources—oil, coal, and gas, for example—are nonrenewable.
Once used, they are
gone forever. Other resources, like clean water, timber, and
fish, are renewable, but
only if humans use them sustainably, not taking more than can
be naturally replen-
ished. Climate change now threatens all nations. The relentless
demands of human
61. society, in many arenas, have already exceeded the carrying
capacity of the Earth’s
ecosystem. The state of the Earth’s resources and changing
attitudes about the natu-
ral environment powerfully impact the business–society
relationship. These issues
are explored in Chapters 10 and 11.
Explosion of new technology and innovation. Technology is
one of the most dra-
matic and powerful forces affecting business and society. New
technological inno-
vations harness the human imagination to create new machines,
processes, and
software that address the needs, problems, and concerns of
modern society. In re-
cent years, the pace of technological change has increased
enormously. From genet-
ically modified foods to social networking via the Internet, from
nanotechnology to
wireless communications, change keeps coming. The extent and
pace of technologi-
cal innovation pose massive challenges for business, and
sometimes government, as
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Chapter 1 The Corporation and Its Stakeholders 21
62. they seek to manage various privacy, security, and intellectual
property issues em-
bedded in this dynamic force. As discussed in Chapters 12 and
13, new technolo-
gies often force managers and organizations to examine
seriously the ethical
implications of their use.
Creating Value in a Dynamic Environment
These powerful and dynamic forces—fast-paced changes in
societal and ethical expectations,
the global economy, government policies, the natural
environment, and new technology—
establish the context in which businesses interact with their
many market and nonmarket
stakeholders, as discussed in Chapters 14 to 19. This means that
the relationship between
business and society is continuously changing in new and often
unpredictable ways. Environ-
ments, people, and organizations change; inevitably, new issues
will arise and challenge
managers to develop new solutions. To be effective,
corporations must meet the reasonable
expectations of stakeholders and society in general. A
successful business must meet all of its
economic, social, and environmental objectives. A core
argument of this book is that the
purpose of the firm is not simply to make a profit, but to create
value for all its stakeholders.
Ultimately, business success is judged not simply by a
company’s financial performance but
by how well it serves broad social interests.
• Business firms are organizations that are engaged in making a
product or providing a
service for a profit. Society, in its broadest sense, refers to
63. human beings and to the so-
cial structures they collectively create. Business is part of
society and engages in ongo-
ing exchanges with its external environment. Together, business
and society form an
interactive social system in which the actions of each
profoundly influence the other.
• According to the stakeholder theory of the firm, the purpose
of the modern corporation
is to create value for all of its stakeholders. To survive, all
companies must make a profit
for their owners. However, they also create many other kinds of
value as well for their
employees, customers, communities, and others. For both
practical and ethical reasons,
corporations must take all stakeholders’ interests into account.
• Every business firm has economic and social relationships
with others in society. Some
are intended, some unintended; some are positive, others
negative. Stakeholders are all
those who affect, or are affected by, the actions of the firm.
Some have a market rela-
tionship with the company, and others have a nonmarket
relationship with it; some
stakeholders are internal, and others are external.
• Stakeholders often have multiple interests and can exercise
their economic, political, and
other powers in ways that benefit or challenge the organization.
Stakeholders may also act
independently or create coalitions to influence the company.
Stakeholder mapping is a
technique for graphically representing stakeholders’
relationship to an issue facing a firm.
64. • Modern corporations have developed a range of boundary-
crossing departments and
offices to manage interactions with market and nonmarket
stakeholders. The organiza-
tion of the corporation’s boundary-spanning functions is
complex. Most companies
have many departments specifically charged with interacting
with stakeholders.
• A number of broad forces shape the relationship between
business and society. These
include changing societal and ethical expectations; redefinition
of the role of government;
a dynamic global economy; ecological and natural resource
concerns; and the trans-
formational role of technology and innovation. To deal
effectively with these changes,
corporate strategy must address the expectations of all of the
company’s stakeholders.
Summary
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Key Terms stakeholder (market), 8
stakeholder (nonmarket),
8
stakeholder power, 12
65. stakeholder salience, 16
stakeholder theory of the
firm, 6
boundary-spanning
departments, 18
business, 4
external stakeholder, 9
focal organization, 11
general systems
theory, 5
interactive social
system, 5
internal stakeholder, 9
ownership theory of the
firm, 6
society, 4
stakeholder, 11
stakeholder analysis, 10
stakeholder coalitions, 15
stakeholder interests, 11
stakeholder map, 16
Internet
Resources
www.businessweek.com Bloomberg BusinessWeek
www.economist.com The Economist
www.fortune.com Fortune
www.nytimes.com The New York Times
www.wsj.com The Wall Street Journal
www.bloomberg.com Bloomberg
www.ft.com Financial Times (London)
www.cnnmoney.com CNN Money
66. Discussion Case: A Brawl in Mickey’s Backyard
Outside City Hall in Anaheim, California—home to the theme
park Disneyland—dozens
of protestors gathered in August 2007 to stage a skit. Wearing
costumes to emphasize their
point, activists playing “Mickey Mouse” and the “evil queen”
ordered a group of “Disney
workers” to “get out of town.” The amateur actors were there to
tell the city council in a
dramatic fashion that they supported a developer’s plan to build
affordable housing near
the world-famous theme park—a plan that Disney opposed.
“They want to make money, but they don’t care about the
employees,” said Gabriel de
la Cruz, a banquet server at Disneyland. De la Cruz lived in a
crowded one-bedroom apart-
ment near the park with his wife and two teenage children.
“Rent is too high,” he said. “We
don’t have a choice to go some other place.”
The Walt Disney Company was one of the best-known media
and entertainment compa-
nies in the world. In Anaheim, the company operated the
original Disneyland theme park,
the newer California Adventure, three hotels, and the Downtown
Disney shopping district.
The California resort complex attracted 24 million visitors a
year. The company as a whole
earned more than $35 billion in 2007, about $11 billion of
which came from its parks and
resorts around the world, including those in California.
Walt Disney, the company’s founder, had famously spelled out
the resort’s vision when
he said, “I don’t want the public to see the world they live in
while they’re in Disneyland.
I want them to feel they’re in another world.”
Anaheim, located in Orange County, was a sprawling
67. metropolis of 350,000 that had
grown rapidly with its tourism industry. In the early 1990s, the
city had designated two square
miles adjacent to Disneyland as a special resort district, with all
new development restricted
to serving tourist needs, and pumped millions of dollars into
upgrading the area. In 2007, the
resort district—5 percent of Anaheim’s area—produced more
than half its tax revenue.
22 Part One Business in Society
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Chapter 1 The Corporation and Its Stakeholders 23
Housing in Anaheim was expensive, and many of Disney’s
20,000 workers could not
afford to live there. The median home price in the community
was more than $600,000,
and a one-bedroom apartment could rent for as much as $1,400
a month. Custodians at the
park earned around $23,000 a year; restaurant attendants around
$14,000. Only 18 percent
of resort employees lived in Anaheim. Many of the rest
commuted long distances by car
and bus to get to work.
The dispute playing out in front of City Hall had begun in
2005, when a local developer
68. called SunCal had arranged to buy a 26-acre site in the resort
district. (The parcel was di-
rectly across the street from land Disney considered a possible
site for future expansion.)
SunCal’s plan was to build around 1,500 condominiums, with
15 percent of the units set
aside for below-market-rate rental apartments. Because the site
was in the resort district,
the developer required special permission from the city council
to proceed.
Affordable housing advocates quickly backed SunCal’s
proposal. Some of the unions
representing Disney employees also supported the idea, as did
other individuals and groups
drawn by the prospect of reducing long commutes, a contributor
to the region’s air pollu-
tion. Backers formed the Coalition to Defend and Protect
Anaheim, declaring that “these
new homes would enable many . . . families to live near their
places of work and thereby
reduce commuter congestion on our freeways.”
Disney, however, strenuously opposed SunCal’s plan, arguing
that the land should be
used only for tourism-related development such as hotels and
restaurants. “If one devel-
oper is allowed to build residential in the resort area, others will
follow,” a company
spokesperson said. “Anaheim and Orange County have to
address the affordable housing
issue, but Anaheim also has to protect the resort area. It’s not
an either/or.” In support of
Disney’s position, the chamber of commerce, various businesses
in the resort district, and
some local government officials formed Save Our Anaheim
Resort District to “protect our
Anaheim Resort District from non-tourism projects.” The group
69. considered launching an
initiative to put the matter before the voters.
The five-person city council was split on the issue. One
council member said that if
workers could not afford to live in Anaheim, “maybe they can
move somewhere else . . .
where rents are cheaper.” But another disagreed, charging that
Disney had shown “complete
disregard for the workers who make the resorts so successful.”
Sources: “Disneyland Balks at New Neighbors,” USA Today,
April 3, 2007; “Housing Plan Turns Disney Grumpy,” The New
York Times, May 20, 2007; “In Anaheim, the Mouse Finally
Roars,” Washington Post, August 6, 2007; and “Not in
Mickey’s
Backyard,” Portfolio, December 2007.
Discussion
Questions
1. What is the focal organization is this case, and what is the
main issue it faces?
2. Who are the relevant market and nonmarket stakeholders in
this situation?
3. What are the various stakeholders’ interests? Please indicate
if each stakeholder is in
favor of, or opposed to, SunCal’s proposed development.
4. What sources of power do the relevant stakeholders have?
5. Based on the information you have, draft a stakeholder map
of this case. What conclu-
sions can you draw from the stakeholder map?
70. 6. What possible solutions to this dispute might emerge from
dialogue between SunCal
and its stakeholders?
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