The document discusses managing social responsibility and ethics in organizations. It covers topics like corporate social responsibility, organizational social responsibility, stakeholder management, and ethical decision making for managers. The learning objectives are to explain perspectives on social responsibility, describe how organizations respond socially, understand ethical challenges in management, and explain guidelines for ethical management and decision making.
The document discusses the organization structure of the public relations department of Auspicious Bank of India (ABI). It describes the PR department as a well-managed group that works to maintain positive relationships and support the bank. It outlines some of the key functions of the PR department, including publicity efforts like offering incentives, developing strategic partnerships, and creating a client prospect wall. It also discusses employee job profiles in the PR department and the processes for recruitment, selection and training of new employees. The PR department uses various tools to perform its functions and support ABI's goals.
The Corporation And Internal stakeholdersAsHra ReHmat
This document discusses organizational culture and internal stakeholders. It begins by outlining how value-based stakeholder management assessments can help implement ethics training programs more effectively. It then defines organizational culture as shared values and meanings held in common and transmitted through leadership, heroes, rituals, and communication. Strong corporate cultures have widely shared philosophies that value people, have symbolic heroes, and celebrate caring rituals. The document also discusses observing culture, leading strategy and structure, and balancing competing internal stakeholder values to ensure integrity and market effectiveness.
This document discusses the responsibilities of senior managers in implementing a new "Back to the Floor" (BTTF) management approach. It outlines that senior managers should: actively participate in information governance to support BTTF activities; comply with information management policies; and cascade relevant information requirements to other managers. The document also provides guidance on best practices for BTTF activities, such as involving employee representatives and providing training to senior managers. It stresses the importance of communication, building trust with employees, and motivating staff.
This document discusses public relations etiquette and protocols. It covers PRISA's code of conduct, which includes respecting public interest, maintaining integrity and accuracy, and not harming other practitioners' reputations. It also discusses customer service protocols like phone etiquette. Corporate social responsibility and investment are defined as voluntary actions that benefit society. A funding proposal should introduce an issue, organization, project details, budget, and management plan to request support.
CH -11 CORPORATE GOVERNANCE AND OTHER STAKEHOLDERSBibek Prajapati
CH -11 CORPORATE GOVERNANCE AND OTHER STAKEHOLDERS
FOR CS PROFESSONAL, CA,CMA, MBA
Stakeholder Concept
• Recognition of Stakeholder Concept In Law
• Stakeholder Engagement
• Stakeholder Analysis
• Types of Stakeholders
• Caux Round Table
• Clarkson Principle of Stakeholder Management
• Governance Paradigm and Stakeholders
• Stakeholders provide resources that are more or less critical to a firm’s long-term success. These resources may be both tangible and intangible. Shareholders, for example, supply capital; suppliers offer material resources or intangible knowledge; employees and managers grant expertise, leadership, and commitment; customers generate revenue and provide infrastructure; and the society builds its positive corporate images.
• A director of a company shall act in good faith in order to promote the objects of the company for the benefit of its members as a whole, and in the best interest of the company, its employees, the community and the environment.
• Stakeholder engagement leads to increased transparency, responsiveness, compliance, organizational learning, quality management, accountability and sustainability. Stakeholder engagement is a central feature of sustainability performance.
• Primary stakeholders are those whose continued association is absolutely necessary for a firm’s survival; these include employees, customers, investors, and shareholders, as well as the governments and communities that provide necessary infrastructure.
• Secondary stakeholders do not typically engage in transactions with a company and thus are not essential for its survival; these include the media, trade associations, and special interest groups.
• Customers are considered as the king to drive the market and they can sometimes exercise influence by consolidating their bargaining power in order to get lower prices.
• The lenders put a check and balance on the governance practices of an organization to ensure safety of their fund and as a societal responsibility.
• The organization which builds a mutually strong relationship with its vendors improves its overall performance in the marketplace.
• The society provides the desired climate for successful operation of a company business. If society turns against the company, then business lose its faith in the eyes of other stakeholders be it government or customer.
The work of HR part two the flow ofinformation and work.docxchristalgrieg
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
This document provides information about different types of business organizations and considerations for starting a business. It discusses sole proprietorships, partnerships, corporations, cooperatives, and joint ventures. Factors to evaluate such as reasons for selling an existing business are also outlined. The key steps for starting a business include planning, selecting an organization form, securing financing, choosing a location, and obtaining necessary licenses and permits.
The document discusses the organization structure of the public relations department of Auspicious Bank of India (ABI). It describes the PR department as a well-managed group that works to maintain positive relationships and support the bank. It outlines some of the key functions of the PR department, including publicity efforts like offering incentives, developing strategic partnerships, and creating a client prospect wall. It also discusses employee job profiles in the PR department and the processes for recruitment, selection and training of new employees. The PR department uses various tools to perform its functions and support ABI's goals.
The Corporation And Internal stakeholdersAsHra ReHmat
This document discusses organizational culture and internal stakeholders. It begins by outlining how value-based stakeholder management assessments can help implement ethics training programs more effectively. It then defines organizational culture as shared values and meanings held in common and transmitted through leadership, heroes, rituals, and communication. Strong corporate cultures have widely shared philosophies that value people, have symbolic heroes, and celebrate caring rituals. The document also discusses observing culture, leading strategy and structure, and balancing competing internal stakeholder values to ensure integrity and market effectiveness.
This document discusses the responsibilities of senior managers in implementing a new "Back to the Floor" (BTTF) management approach. It outlines that senior managers should: actively participate in information governance to support BTTF activities; comply with information management policies; and cascade relevant information requirements to other managers. The document also provides guidance on best practices for BTTF activities, such as involving employee representatives and providing training to senior managers. It stresses the importance of communication, building trust with employees, and motivating staff.
This document discusses public relations etiquette and protocols. It covers PRISA's code of conduct, which includes respecting public interest, maintaining integrity and accuracy, and not harming other practitioners' reputations. It also discusses customer service protocols like phone etiquette. Corporate social responsibility and investment are defined as voluntary actions that benefit society. A funding proposal should introduce an issue, organization, project details, budget, and management plan to request support.
CH -11 CORPORATE GOVERNANCE AND OTHER STAKEHOLDERSBibek Prajapati
CH -11 CORPORATE GOVERNANCE AND OTHER STAKEHOLDERS
FOR CS PROFESSONAL, CA,CMA, MBA
Stakeholder Concept
• Recognition of Stakeholder Concept In Law
• Stakeholder Engagement
• Stakeholder Analysis
• Types of Stakeholders
• Caux Round Table
• Clarkson Principle of Stakeholder Management
• Governance Paradigm and Stakeholders
• Stakeholders provide resources that are more or less critical to a firm’s long-term success. These resources may be both tangible and intangible. Shareholders, for example, supply capital; suppliers offer material resources or intangible knowledge; employees and managers grant expertise, leadership, and commitment; customers generate revenue and provide infrastructure; and the society builds its positive corporate images.
• A director of a company shall act in good faith in order to promote the objects of the company for the benefit of its members as a whole, and in the best interest of the company, its employees, the community and the environment.
• Stakeholder engagement leads to increased transparency, responsiveness, compliance, organizational learning, quality management, accountability and sustainability. Stakeholder engagement is a central feature of sustainability performance.
• Primary stakeholders are those whose continued association is absolutely necessary for a firm’s survival; these include employees, customers, investors, and shareholders, as well as the governments and communities that provide necessary infrastructure.
• Secondary stakeholders do not typically engage in transactions with a company and thus are not essential for its survival; these include the media, trade associations, and special interest groups.
• Customers are considered as the king to drive the market and they can sometimes exercise influence by consolidating their bargaining power in order to get lower prices.
• The lenders put a check and balance on the governance practices of an organization to ensure safety of their fund and as a societal responsibility.
• The organization which builds a mutually strong relationship with its vendors improves its overall performance in the marketplace.
• The society provides the desired climate for successful operation of a company business. If society turns against the company, then business lose its faith in the eyes of other stakeholders be it government or customer.
The work of HR part two the flow ofinformation and work.docxchristalgrieg
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
This document provides information about different types of business organizations and considerations for starting a business. It discusses sole proprietorships, partnerships, corporations, cooperatives, and joint ventures. Factors to evaluate such as reasons for selling an existing business are also outlined. The key steps for starting a business include planning, selecting an organization form, securing financing, choosing a location, and obtaining necessary licenses and permits.
This document summarizes a lecture on stakeholder engagement. It discusses stakeholder theory, mapping stakeholders, and engaging middle managers. It provides examples of mapping stakeholders and prioritizing them based on their power, support, legitimacy, and urgency. The document outlines six phases for embedding corporate responsibility and provides key lessons for senior managers, such as clarifying roles and responsibilities and encouraging frank engagement. It also gives brief examples of companies that effectively engaged stakeholders, such as SAB Miller, Anglo American, and Nestle.
SRM STUDENTS - APPLYING STAKEHOLDER THEORY TO AN ORGANIZATION.pptxEstherAttiogbe
The document outlines Toyota's approach to stakeholder relationship management. It identifies Toyota's key stakeholders as employees, customers, investors, the environment, and communities. It describes how Toyota addresses the interests of each stakeholder group through various corporate social responsibility initiatives, such as career development programs for employees, emphasis on quality and innovation for customers, focusing on profitability for investors, environmental conservation programs, and community support programs. The conclusion emphasizes the importance of considering all stakeholders for business success and sustainability.
Mc'donald's analysis - McDonald's is the world's largest restaurant chain by revenue, serving over 69 million customers daily in over 100 countries across 37,855 outlets as of 2018.McDonald's Corporation is an American-based multinational fast food chain, founded in 1940 as a restaurant operated by Richard and Maurice McDonald, in San Bernardino, California, United States. They rechristened their business as a hamburger stand, and later turned the company into a franchise, with the Golden Arches logo being introduced in 1953 at a location in Phoenix, Arizona. In 1955, Ray Kroc (1902–1984), a businessman, joined the company as a franchise agent and proceeded to purchase the chain from the McDonald brothers. McDonald's had its previous headquarters in Oak Brook, Illinois, but moved its global headquarters to Chicago in June 2018. McDonald's first filed for a U.S. trademark on the name "McDonald's" with the description "Drive-In Restaurant Services", which continues to be renewed. By September 13, McDonald's, under the guidance of Ray Kroc, filed for a trademark on a new logo—an overlapping, double-arched "M" symbol. But before the double arches, McDonald's used a single arch for the architecture of their buildings. Although the "Golden Arches" logo appeared in various forms, the present version was not used until November 18, 1968, when the company was favored a U.S. trademark.
This document outlines the key topics covered in Chapter 1 of Principles of Management Second Edition. It defines management and organizations, describes the management process and functions, discusses different manager levels and roles, and examines the changing nature of management and challenges managers face.
Concept of management is discussed in this presentation. It explains the basics of management. It also focuses on providing fundamental knowledge about management
This document provides an overview of organizational concepts including:
1. It defines organization as a social arrangement for controlled performance of collective goals with a boundary separating it from the environment. Stakeholders have a personal or financial interest in the organization.
2. Organizations exist to overcome individual limitations, enable specialization, save time, and achieve synergy. They may differ in ownership, control, legal status, and profit motive.
3. Business objectives include maximizing profit at an acceptable risk level or satisficing profit. Secondary objectives include product development, market share, employees, technology, and social responsibility.
4. Not-for-profit organizations provide goods/services to beneficiaries rather than earning profit,
Trends in stakeholder management shruti prashantGuneet Singh
This document discusses stakeholder management. It begins by defining stakeholders and identifying primary and secondary stakeholders. It then covers strategies for stakeholder identification, prioritization, understanding stakeholders, and engaging with them. Specific techniques discussed include stakeholder mapping and categorization. The document also provides an industry example of Coca-Cola's stakeholder management challenges. It concludes with some issues to consider, such as understanding stakeholder interests, effective communication, leadership commitment, and aligning stakeholder values.
This document discusses stakeholder engagement and management. It begins by defining stakeholders as individuals or groups affected by or able to influence a company's decisions. Effective stakeholder engagement is described as informing, consulting, and ensuring participation of stakeholders. The benefits of engagement include building trust, cooperation, transparency and accountability. Key aspects of stakeholder management addressed include identifying stakeholders, understanding their expectations, determining responsibilities to stakeholders, and developing strategies to address opportunities and challenges. Principles of stakeholder management emphasize acknowledging, monitoring, listening to and communicating with stakeholders.
This document provides an overview of change management. It defines planned change as changes that result from deliberate efforts by a change agent. The targets of change can be a person's knowledge, attitudes, or behaviors. Effective change follows principles like having good reasons for change and involving those affected. Lewin's model of change involves three stages: unfreezing, moving to a new approach, and refreezing to stabilize the change. The roles of a change agent include diagnosing problems, assessing readiness for change, and maintaining the change process. Reasons for resistance to change include misunderstanding the need for change and fear of the unknown.
This document provides an overview of business policies, including definitions, the policy development process, characteristics of business policies, policy levels, trends influencing policies, and the importance of studying business policies. Specifically, it defines business policies as guidelines that help guide decision-making and ensure consistency, equity, and stakeholder awareness. The policy development process involves scanning the environment, developing objectives and policies, implementing plans, and evaluating outcomes. Business policies should incorporate internal and external factors, have a long-term perspective, and focus on customers, stakeholders, and matching resources to needs.
This document outlines the course syllabus for BA932 Strategic Management. It covers 5 units: 1) Strategy and Process, 2) Competitive Advantage, 3) Strategies, 4) Strategy Implementation & Evaluation, and 5) Other Strategic Issues. Unit 1 discusses strategic concepts like vision, mission, objectives, and the strategy formation process. Unit 2 covers external environment analysis using Porter's five forces model and competitive changes. It also discusses internal analysis of resources, capabilities, and competitive advantage. Unit 3 looks at generic strategies and various levels of strategy. Unit 4 examines strategy implementation and evaluation. Unit 5 covers topics like technology, innovation, and internet strategies.
This document outlines the key concepts and principles of strategic management. It discusses corporate strategy and why it is important for organizations. Corporate strategy involves commitments, decisions and actions to achieve competitive advantage and above average returns. It allows companies to keep pace with a changing environment, minimize competitive disadvantages, provide a clear strategic vision and goals, motivate employees, and strengthen decision-making. The document also defines strategy and outlines Mintzberg's 5 P's of strategy - plan, pattern, position, ploy, and perspective. Overall, corporate strategy is a comprehensive master plan for how a company will achieve its mission and objectives.
This document is the introduction chapter to a textbook on management. It discusses key topics that will be covered in the chapter, including the differences between managers and other employees, the definition of management, and the four primary processes of management. It also briefly outlines the relevance of studying management and how management relates to other academic disciplines.
Conference Hub-Internal Communication and Employee Engagement Conference 2015...Nicola Columbine
This document discusses why change management is so critical for organizations today. It notes that strategy often fails due to a lack of leadership endorsement, shared vision, stakeholder involvement, and poor execution. Effective change management requires aligning communications with business goals, tailoring messages to different audiences, developing an implementation plan, and using innovative communication practices. Key elements that support change include distributed dialogue, a clear vision, transparency about the reasons for change, trust, and employee engagement. The document provides models for stakeholder analysis and communication planning.
1.1 Supporting the team with data collection and analysis
1.2 Preparing presentations and documents
1.3 Administrative tasks like scheduling meetings, travel etc.
Engagement Manager:
1.1 Overall responsibility for delivery and client relationship
1.2 Budgeting and resourcing the project
1.3 Ensuring quality and timely delivery
1.4 Escalation point for any issues
Partner:
1.1 Overall leadership and strategy for the client
1.2 Business development
1.3 Ensuring profitability of the engagement
1.4 Escalation point and sign off on key deliverables
So in summary- analysts do analysis, consultants manage work streams, engagement
managers
The document discusses establishing enterprises in Nepal. It explains that cooperatives must register under the cooperative act by following procedures like holding a preliminary meeting of at least 25 members. An application is then filed with documents like bylaws, objectives, and share capital details. If approved, the registrar issues a certificate allowing the cooperative to operate. It also identifies challenges for small and medium forest enterprises in Nepal, such as lack of skills, access to markets and financing, and raw material issues. The importance of coordination between stakeholders like government agencies and groups is explained for enterprise development and management support.
FUNDAMENTALS OF MANAGEMENT ON ACCOUNTING - IFM2.pptxcharichamakori
Management involves planning, organizing, staffing, directing and controlling organizational resources to achieve goals. It is a universal process that occurs at multiple levels within organizations. Top-level managers focus on long-term strategy, middle managers implement plans tactically, and front-line managers oversee daily operations. Effective management requires both a scientific approach using data and a creative art involving communication and problem-solving skills. It is a professional discipline involving specialized knowledge acquired through formal education and training.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
This document summarizes a lecture on stakeholder engagement. It discusses stakeholder theory, mapping stakeholders, and engaging middle managers. It provides examples of mapping stakeholders and prioritizing them based on their power, support, legitimacy, and urgency. The document outlines six phases for embedding corporate responsibility and provides key lessons for senior managers, such as clarifying roles and responsibilities and encouraging frank engagement. It also gives brief examples of companies that effectively engaged stakeholders, such as SAB Miller, Anglo American, and Nestle.
SRM STUDENTS - APPLYING STAKEHOLDER THEORY TO AN ORGANIZATION.pptxEstherAttiogbe
The document outlines Toyota's approach to stakeholder relationship management. It identifies Toyota's key stakeholders as employees, customers, investors, the environment, and communities. It describes how Toyota addresses the interests of each stakeholder group through various corporate social responsibility initiatives, such as career development programs for employees, emphasis on quality and innovation for customers, focusing on profitability for investors, environmental conservation programs, and community support programs. The conclusion emphasizes the importance of considering all stakeholders for business success and sustainability.
Mc'donald's analysis - McDonald's is the world's largest restaurant chain by revenue, serving over 69 million customers daily in over 100 countries across 37,855 outlets as of 2018.McDonald's Corporation is an American-based multinational fast food chain, founded in 1940 as a restaurant operated by Richard and Maurice McDonald, in San Bernardino, California, United States. They rechristened their business as a hamburger stand, and later turned the company into a franchise, with the Golden Arches logo being introduced in 1953 at a location in Phoenix, Arizona. In 1955, Ray Kroc (1902–1984), a businessman, joined the company as a franchise agent and proceeded to purchase the chain from the McDonald brothers. McDonald's had its previous headquarters in Oak Brook, Illinois, but moved its global headquarters to Chicago in June 2018. McDonald's first filed for a U.S. trademark on the name "McDonald's" with the description "Drive-In Restaurant Services", which continues to be renewed. By September 13, McDonald's, under the guidance of Ray Kroc, filed for a trademark on a new logo—an overlapping, double-arched "M" symbol. But before the double arches, McDonald's used a single arch for the architecture of their buildings. Although the "Golden Arches" logo appeared in various forms, the present version was not used until November 18, 1968, when the company was favored a U.S. trademark.
This document outlines the key topics covered in Chapter 1 of Principles of Management Second Edition. It defines management and organizations, describes the management process and functions, discusses different manager levels and roles, and examines the changing nature of management and challenges managers face.
Concept of management is discussed in this presentation. It explains the basics of management. It also focuses on providing fundamental knowledge about management
This document provides an overview of organizational concepts including:
1. It defines organization as a social arrangement for controlled performance of collective goals with a boundary separating it from the environment. Stakeholders have a personal or financial interest in the organization.
2. Organizations exist to overcome individual limitations, enable specialization, save time, and achieve synergy. They may differ in ownership, control, legal status, and profit motive.
3. Business objectives include maximizing profit at an acceptable risk level or satisficing profit. Secondary objectives include product development, market share, employees, technology, and social responsibility.
4. Not-for-profit organizations provide goods/services to beneficiaries rather than earning profit,
Trends in stakeholder management shruti prashantGuneet Singh
This document discusses stakeholder management. It begins by defining stakeholders and identifying primary and secondary stakeholders. It then covers strategies for stakeholder identification, prioritization, understanding stakeholders, and engaging with them. Specific techniques discussed include stakeholder mapping and categorization. The document also provides an industry example of Coca-Cola's stakeholder management challenges. It concludes with some issues to consider, such as understanding stakeholder interests, effective communication, leadership commitment, and aligning stakeholder values.
This document discusses stakeholder engagement and management. It begins by defining stakeholders as individuals or groups affected by or able to influence a company's decisions. Effective stakeholder engagement is described as informing, consulting, and ensuring participation of stakeholders. The benefits of engagement include building trust, cooperation, transparency and accountability. Key aspects of stakeholder management addressed include identifying stakeholders, understanding their expectations, determining responsibilities to stakeholders, and developing strategies to address opportunities and challenges. Principles of stakeholder management emphasize acknowledging, monitoring, listening to and communicating with stakeholders.
This document provides an overview of change management. It defines planned change as changes that result from deliberate efforts by a change agent. The targets of change can be a person's knowledge, attitudes, or behaviors. Effective change follows principles like having good reasons for change and involving those affected. Lewin's model of change involves three stages: unfreezing, moving to a new approach, and refreezing to stabilize the change. The roles of a change agent include diagnosing problems, assessing readiness for change, and maintaining the change process. Reasons for resistance to change include misunderstanding the need for change and fear of the unknown.
This document provides an overview of business policies, including definitions, the policy development process, characteristics of business policies, policy levels, trends influencing policies, and the importance of studying business policies. Specifically, it defines business policies as guidelines that help guide decision-making and ensure consistency, equity, and stakeholder awareness. The policy development process involves scanning the environment, developing objectives and policies, implementing plans, and evaluating outcomes. Business policies should incorporate internal and external factors, have a long-term perspective, and focus on customers, stakeholders, and matching resources to needs.
This document outlines the course syllabus for BA932 Strategic Management. It covers 5 units: 1) Strategy and Process, 2) Competitive Advantage, 3) Strategies, 4) Strategy Implementation & Evaluation, and 5) Other Strategic Issues. Unit 1 discusses strategic concepts like vision, mission, objectives, and the strategy formation process. Unit 2 covers external environment analysis using Porter's five forces model and competitive changes. It also discusses internal analysis of resources, capabilities, and competitive advantage. Unit 3 looks at generic strategies and various levels of strategy. Unit 4 examines strategy implementation and evaluation. Unit 5 covers topics like technology, innovation, and internet strategies.
This document outlines the key concepts and principles of strategic management. It discusses corporate strategy and why it is important for organizations. Corporate strategy involves commitments, decisions and actions to achieve competitive advantage and above average returns. It allows companies to keep pace with a changing environment, minimize competitive disadvantages, provide a clear strategic vision and goals, motivate employees, and strengthen decision-making. The document also defines strategy and outlines Mintzberg's 5 P's of strategy - plan, pattern, position, ploy, and perspective. Overall, corporate strategy is a comprehensive master plan for how a company will achieve its mission and objectives.
This document is the introduction chapter to a textbook on management. It discusses key topics that will be covered in the chapter, including the differences between managers and other employees, the definition of management, and the four primary processes of management. It also briefly outlines the relevance of studying management and how management relates to other academic disciplines.
Conference Hub-Internal Communication and Employee Engagement Conference 2015...Nicola Columbine
This document discusses why change management is so critical for organizations today. It notes that strategy often fails due to a lack of leadership endorsement, shared vision, stakeholder involvement, and poor execution. Effective change management requires aligning communications with business goals, tailoring messages to different audiences, developing an implementation plan, and using innovative communication practices. Key elements that support change include distributed dialogue, a clear vision, transparency about the reasons for change, trust, and employee engagement. The document provides models for stakeholder analysis and communication planning.
1.1 Supporting the team with data collection and analysis
1.2 Preparing presentations and documents
1.3 Administrative tasks like scheduling meetings, travel etc.
Engagement Manager:
1.1 Overall responsibility for delivery and client relationship
1.2 Budgeting and resourcing the project
1.3 Ensuring quality and timely delivery
1.4 Escalation point for any issues
Partner:
1.1 Overall leadership and strategy for the client
1.2 Business development
1.3 Ensuring profitability of the engagement
1.4 Escalation point and sign off on key deliverables
So in summary- analysts do analysis, consultants manage work streams, engagement
managers
The document discusses establishing enterprises in Nepal. It explains that cooperatives must register under the cooperative act by following procedures like holding a preliminary meeting of at least 25 members. An application is then filed with documents like bylaws, objectives, and share capital details. If approved, the registrar issues a certificate allowing the cooperative to operate. It also identifies challenges for small and medium forest enterprises in Nepal, such as lack of skills, access to markets and financing, and raw material issues. The importance of coordination between stakeholders like government agencies and groups is explained for enterprise development and management support.
FUNDAMENTALS OF MANAGEMENT ON ACCOUNTING - IFM2.pptxcharichamakori
Management involves planning, organizing, staffing, directing and controlling organizational resources to achieve goals. It is a universal process that occurs at multiple levels within organizations. Top-level managers focus on long-term strategy, middle managers implement plans tactically, and front-line managers oversee daily operations. Effective management requires both a scientific approach using data and a creative art involving communication and problem-solving skills. It is a professional discipline involving specialized knowledge acquired through formal education and training.
Similar to Week 3 teaching power point slides - chapter 4.ppt (20)
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Project Management Infographics . Power point projetSAMIBENREJEB1
Project Management Infographics ces modèle power Point peut vous aider a traiter votre projet initiative pour le gestion de projet. Essayer dès maintenant savoir plus c'est quoi le diagramme gant et perte, la durée de vie d'un projet , ainsi que les intervenants d'un projet et le cycle de projet . Alors la question c'est comment gérer son projet efficacement ? Le meilleur planning et l'intelligence sont les fondamentaux de projet
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Leading Change_ Unveiling the Power of Transformational Leadership Style.pdfEnterprise Wired
In this comprehensive guide, we delve into the essence of transformational leadership style, its core principles, key characteristics, and its transformative impact on organizational culture and outcomes.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml