Here are the key points about stakeholders and their relationship to business:
- Stakeholders have expectations of the business, such as owners & creditors expecting profits and returns, customers expecting quality products/services, employees expecting fair compensation and safe working conditions, communities expecting responsible citizenship.
- The business needs the support of stakeholders to operate successfully - it relies on customers to purchase goods/services, employees to work, suppliers to provide materials, communities and governments to allow operations.
- By understanding and meeting stakeholder expectations, the business can gain their trust and support over the long run, ensuring its viability. Ignoring stakeholders can damage the business's reputation and social license to operate.
- An important challenge is that stakeholders may have
This document summarizes a lecture on markets, morality, and the current financial crisis. It discusses how shareholder primacy has driven short-term thinking at the expense of other stakeholders. Alternative views of the purpose of business are presented that focus on ethics, human dignity, and the common good rather than just profits. The document advocates for recognizing moral values in economics and moving towards a more sustainable and human-centered economic model.
Term Project Ethical Business Leadership-Fall 2016-Business Policies & Ethics...Muhammad Asif Khan Awan
it describes the qualities that has been required to become an ethical leader while managing businesses. And how to take most morally valued business decisions which help you attainment of your vision.
The document discusses ethical business leadership. It provides 10 characteristics of ethical leadership, including articulating organizational values and focusing on success over personal ego. It also outlines 5 pillars of ethical business leadership: commitment, relevance, adding positive value, influence, and focusing on means rather than just ends. The summary concludes with suggestions for becoming a more ethical business leader, such as walking the talk, finding a mantra, avoiding self-serving behaviors, and not working alone.
This document discusses values-driven leadership and organizational culture. It defines culture as "the way things are done around here" which is a reflection of past and present leaders' values and behaviors. Values are described as motivations and priorities, which can be positive like trust and integrity, or potentially limiting like power and status. Excellent companies develop cultures incorporating leaders' values, which can survive for decades. The real role of a leader is managing corporate values. Organizations with aligned values and strategy have high performance. Whole system change requires addressing individuals' internal values and external behaviors, as well as aligning groups' culture and actions with their mission.
This document discusses ethical business leadership and defines what ethical leadership entails. It begins by explaining that ethical leadership is more complex than just having good character and values. It then lists 10 characteristics of ethical leaders, including articulating an organization's purpose and values, focusing on organizational success over personal ego, finding and developing the best people, creating conversations about ethics, allowing mechanisms for dissent, having a charitable understanding of others' values, making tough decisions while being imaginative, knowing the limits of values and principles, framing actions in ethical terms, and connecting an organization's value proposition to stakeholder support and societal legitimacy. The document argues that ethical leadership requires judgment, humility, and connecting business strategy to ethics.
This document discusses developing and implementing an effective organizational ethics program. It emphasizes that ethics programs are necessary because organizations are accountable for employee conduct and can enable unethical cultures. An effective program includes developing a code of conduct that clearly states values and examples, communicating the code frequently, conducting ethics training, and establishing confidential systems to handle ethics issues. It also discusses the roles of ethics officers and leaders in transforming culture and monitoring programs.
Corporate Governance for South African Mining Companies (a practitioners view)James AH Campbell
Corporate Governance for South African Mining Companies (a practitioners view)
Compliance & Reporting in the Minerals Industry
19th October 2021
University of the Witwatersrand
James Campbell
This document summarizes a lecture on markets, morality, and the current financial crisis. It discusses how shareholder primacy has driven short-term thinking at the expense of other stakeholders. Alternative views of the purpose of business are presented that focus on ethics, human dignity, and the common good rather than just profits. The document advocates for recognizing moral values in economics and moving towards a more sustainable and human-centered economic model.
Term Project Ethical Business Leadership-Fall 2016-Business Policies & Ethics...Muhammad Asif Khan Awan
it describes the qualities that has been required to become an ethical leader while managing businesses. And how to take most morally valued business decisions which help you attainment of your vision.
The document discusses ethical business leadership. It provides 10 characteristics of ethical leadership, including articulating organizational values and focusing on success over personal ego. It also outlines 5 pillars of ethical business leadership: commitment, relevance, adding positive value, influence, and focusing on means rather than just ends. The summary concludes with suggestions for becoming a more ethical business leader, such as walking the talk, finding a mantra, avoiding self-serving behaviors, and not working alone.
This document discusses values-driven leadership and organizational culture. It defines culture as "the way things are done around here" which is a reflection of past and present leaders' values and behaviors. Values are described as motivations and priorities, which can be positive like trust and integrity, or potentially limiting like power and status. Excellent companies develop cultures incorporating leaders' values, which can survive for decades. The real role of a leader is managing corporate values. Organizations with aligned values and strategy have high performance. Whole system change requires addressing individuals' internal values and external behaviors, as well as aligning groups' culture and actions with their mission.
This document discusses ethical business leadership and defines what ethical leadership entails. It begins by explaining that ethical leadership is more complex than just having good character and values. It then lists 10 characteristics of ethical leaders, including articulating an organization's purpose and values, focusing on organizational success over personal ego, finding and developing the best people, creating conversations about ethics, allowing mechanisms for dissent, having a charitable understanding of others' values, making tough decisions while being imaginative, knowing the limits of values and principles, framing actions in ethical terms, and connecting an organization's value proposition to stakeholder support and societal legitimacy. The document argues that ethical leadership requires judgment, humility, and connecting business strategy to ethics.
This document discusses developing and implementing an effective organizational ethics program. It emphasizes that ethics programs are necessary because organizations are accountable for employee conduct and can enable unethical cultures. An effective program includes developing a code of conduct that clearly states values and examples, communicating the code frequently, conducting ethics training, and establishing confidential systems to handle ethics issues. It also discusses the roles of ethics officers and leaders in transforming culture and monitoring programs.
Corporate Governance for South African Mining Companies (a practitioners view)James AH Campbell
Corporate Governance for South African Mining Companies (a practitioners view)
Compliance & Reporting in the Minerals Industry
19th October 2021
University of the Witwatersrand
James Campbell
This document discusses factors that influence the moral development of corporations and proposes a 5-stage model of corporate moral development. The stages progress from immoral organizations that prioritize profits over ethics to ethical organizations that balance profits and principles, making ethical decisions even at the expense of profitability. The moral maturity of an organization's leaders and culture determines its stage of development. Leaders set the moral tone and have great impact on shaping corporate culture and ethics.
The document discusses psychological development in children and teenagers. It summarizes findings from the Harvard Grant Study, a longitudinal study of adult development, which found that early love facilitates later success and healthy coping styles. Other research found that emotional health in childhood is more important to adult satisfaction than academic success or wealth. Current education systems do not sufficiently focus on developing love, self-esteem, emotional intelligence, and creativity in students. This can negatively impact psychological development and resilience, as seen in high suicide rates in young people. The document argues for soul-centered education that better supports children's psychological needs.
This document discusses the requirements and history of successful faith-based organizations. It notes that faith, mission, and money are key requirements, and that philanthropy has long been part of faith traditions. Faith-based organizations are mandated to pursue spiritual and worldly missions. The challenges are balancing faith and mission while meeting high standards of integrity. Faith-based organizations exist on a spectrum between religious and secular. Characteristics of successful faith-based organizations include having a foundation in faith and mission, competent volunteers and staff, financial stewardship, flexibility, and evaluation. Programs must serve the mission and generate feedback to allow improvement. Effective leadership, financial controls, marketing, and addressing systems challenges are also discussed.
A Comparison of Islamic & Capitalist Conception of Economic Justicejavaidomar
Abstract
a) Problem Statement and Objectives of Study: Islamic epistemological and metaphysical foundation is distinct from that of capitalism. Secular and Liberal discourse defines the basis of capitalism rather. Due to this the conception of economic justice in the two discourses is expected to differ substantially. A significant amount of literature on Islamic economics, finance and banking doesn’t seem to explicitly highlight this difference, having implications for policy makers and practitioners. Due to this perhaps the Islamic financial industry is measuring its performance as per the standards of its mainstream financial industry. This study would emphasize and elaborate these differences so that the concerned can correctly evaluate the outcome of their decisions and practices in the domain of Islamic economics and finance.
b) Research Methods: The paper will compare the theory of justice and economic justice in the two respective discourses. A conceptual analysis will follow to formulate policy recommendations.
c) Findings: The ideals of justice of both ideologies are two poles apart, and no overlap exists between the two at least at conceptual levels due to their contradicting epistemological and metaphysical positions.
d) Significance and Contribution of the Study: This would have implications for policy makers and practitioners while adapting structures, institutions, policies, frameworks, etc from capitalist system as they would have to be altered to an extent to make them compatible to advance Islamic conception of justice in Muslim societies, if that by any means is possible.
This document provides an overview of corporate governance, including definitions, key principles, and landmarks in the development of corporate governance standards globally and in India. It defines corporate governance as the systems and processes by which companies are directed and controlled to ensure they operate in the best interests of stakeholders. Some key developments include codes established by the Cadbury Committee in the UK in 1992 and by the Confederation of Indian Industry in 1998, as well as guidelines from the OECD and regulatory changes in India.
The chapter discusses the theoretical foundations and mechanisms of corporate governance, as well as divergent governance models. It outlines the evolution of corporate governance from focusing on agency costs to encompassing stakeholder interests. The chapter also compares theories like agency theory, stewardship theory, and stakeholder theory. Finally, it identifies the obligations of an ideal corporation to society, investors, employees, and customers, as well as managerial obligations.
This document discusses ethics in accounting. It provides background on the accounting profession and its roles. It then discusses issues that have tarnished the profession's image such as accounting scandals where large audit firms failed to catch falsified financial reports. The document outlines the concept of ethics for professionals and accountants specifically. It discusses threats to compliance like self-interest, self-review, advocacy, familiarity, and intimidation. Finally, it explains the framework for codes of ethics including identifying and addressing threats through safeguards created by the profession, legislation, firms, and clients.
This document discusses ethical issues that can arise in international business. It covers several key topics: employment practices, human rights, environmental regulations, corruption, and the moral obligations of multinational corporations. For each topic, it provides examples of ethical dilemmas companies have faced. It also examines approaches to business ethics like cultural relativism and discusses determinants of ethical behavior such as personal ethics and organizational culture. Finally, it outlines strategies for making ethical decisions, such as hiring people with strong ethics and creating an ethical organizational culture.
Business ethics forms of business organizations abm specialized subjectGian Paulo Rabanal, LPT
The document discusses business ethics and social responsibility. It provides an overview of the course, which aims to (1) provide an understanding of how companies can act in the interests of shareholders and society; (2) teach general ethical principles applied to business situations through case analyses; and (3) equip students to formulate strategies around corporate ethics and governance. The course covers fundamental concepts of ethics in business and combines theoretical foundations of entrepreneurship with social accountability.
Business ethics & corporate governancesunil pandey
This document discusses business ethics and corporate governance. It defines ethics as examining good and bad practices in the context of moral duty. Business ethics involve proper policies and practices regarding issues like governance, insider trading, and social responsibility. The document outlines ethical issues in different business relationships and sources of ethical norms. It discusses improving ethics through senior management, training, and self-analysis. Maintaining good ethics and governance attracts customers, employees and investors while protecting the company. The document contrasts good governance at companies like ITC with the bad governance at Enron that led to its collapse.
This chapter examines how to manage and control ethics programs through the use of ethics audits. It discusses implementing effective ethics programs, defining ethics audits and how they relate to social audits. The chapter then explores the benefits of ethics auditing such as identifying issues early, improving stakeholder relationships, and preparing for crises. It also details how to measure performance against goals using tools like the balanced scorecard and Global Reporting Initiative. Finally, the chapter covers risks of auditing and questions that should be addressed in the auditing process.
Frankfurt: How to make organizations more valuableBarrett Academy
50-59 Years Old
Making a difference!
UNITY
Ability to connect with
others and contribute to
the greater whole.
MATURITY
Integrating your life
experiences and wisdom.
The document discusses ethics trends that have changed business expectations and developments in response. It covers stakeholders, factors affecting expectations like environmental concerns, and issues like environmental ethics, pesticides, air pollution, and climate change. It also discusses moral sensitivity, fairness, discrimination, activist stakeholders, economic pressures, financial scandals, and governance failures. The high-level purpose is to explore how ethics trends have shaped business expectations and the responses that have emerged.
Describes method and tools for measuring well-being at work. Shows how to measure cultural and personal entropy. Improved version of previous presentation
Corporate Excellence Through Corporate Governance Nirc IcsiPavan Kumar Vijay
This presentation deals with Corporate Governance framework and principles of Corporate Governance. It further enumerates how Corporate Governance leads to corporate excellence.
This chapter examines the globalization of ethical decision making in business. It discusses how advances in technology, communication and transportation have created a more interconnected global economy. International business transactions complicate ethics due to varying cultures, values and standards between countries. The chapter aims to help students understand cultural differences that can impact business practices, global ethics issues, and how to avoid ethical problems in global business environments. It also examines the role of international organizations and how economic systems and events shape ethics internationally.
This document provides information about an FBLA meeting that includes a Halloween social at Cold Stone Creamery, a reminder for students to turn in permission slips by Halloween for the Cold Stone tours happening the following weekend, and a Trick-or-Treat for UNICEF fundraiser. It also recaps presentations from the previous meeting and instructs students to finish their presentations for the next meeting where the winner of a prize will be announced. The meeting will conclude with a party where students will receive food after their product group is selected.
The document summarizes an FBLA meeting. It provides information on note taking, dues payments, an upcoming ADA walk, Cold Stone tours, forms of government, FBLA trivia, and a jeopardy game to be played at a future meeting on topics discussed. Members are reminded to turn in permission slips for Cold Stone tours by a certain date and to RSVP for the ADA walk via email.
This document discusses factors that influence the moral development of corporations and proposes a 5-stage model of corporate moral development. The stages progress from immoral organizations that prioritize profits over ethics to ethical organizations that balance profits and principles, making ethical decisions even at the expense of profitability. The moral maturity of an organization's leaders and culture determines its stage of development. Leaders set the moral tone and have great impact on shaping corporate culture and ethics.
The document discusses psychological development in children and teenagers. It summarizes findings from the Harvard Grant Study, a longitudinal study of adult development, which found that early love facilitates later success and healthy coping styles. Other research found that emotional health in childhood is more important to adult satisfaction than academic success or wealth. Current education systems do not sufficiently focus on developing love, self-esteem, emotional intelligence, and creativity in students. This can negatively impact psychological development and resilience, as seen in high suicide rates in young people. The document argues for soul-centered education that better supports children's psychological needs.
This document discusses the requirements and history of successful faith-based organizations. It notes that faith, mission, and money are key requirements, and that philanthropy has long been part of faith traditions. Faith-based organizations are mandated to pursue spiritual and worldly missions. The challenges are balancing faith and mission while meeting high standards of integrity. Faith-based organizations exist on a spectrum between religious and secular. Characteristics of successful faith-based organizations include having a foundation in faith and mission, competent volunteers and staff, financial stewardship, flexibility, and evaluation. Programs must serve the mission and generate feedback to allow improvement. Effective leadership, financial controls, marketing, and addressing systems challenges are also discussed.
A Comparison of Islamic & Capitalist Conception of Economic Justicejavaidomar
Abstract
a) Problem Statement and Objectives of Study: Islamic epistemological and metaphysical foundation is distinct from that of capitalism. Secular and Liberal discourse defines the basis of capitalism rather. Due to this the conception of economic justice in the two discourses is expected to differ substantially. A significant amount of literature on Islamic economics, finance and banking doesn’t seem to explicitly highlight this difference, having implications for policy makers and practitioners. Due to this perhaps the Islamic financial industry is measuring its performance as per the standards of its mainstream financial industry. This study would emphasize and elaborate these differences so that the concerned can correctly evaluate the outcome of their decisions and practices in the domain of Islamic economics and finance.
b) Research Methods: The paper will compare the theory of justice and economic justice in the two respective discourses. A conceptual analysis will follow to formulate policy recommendations.
c) Findings: The ideals of justice of both ideologies are two poles apart, and no overlap exists between the two at least at conceptual levels due to their contradicting epistemological and metaphysical positions.
d) Significance and Contribution of the Study: This would have implications for policy makers and practitioners while adapting structures, institutions, policies, frameworks, etc from capitalist system as they would have to be altered to an extent to make them compatible to advance Islamic conception of justice in Muslim societies, if that by any means is possible.
This document provides an overview of corporate governance, including definitions, key principles, and landmarks in the development of corporate governance standards globally and in India. It defines corporate governance as the systems and processes by which companies are directed and controlled to ensure they operate in the best interests of stakeholders. Some key developments include codes established by the Cadbury Committee in the UK in 1992 and by the Confederation of Indian Industry in 1998, as well as guidelines from the OECD and regulatory changes in India.
The chapter discusses the theoretical foundations and mechanisms of corporate governance, as well as divergent governance models. It outlines the evolution of corporate governance from focusing on agency costs to encompassing stakeholder interests. The chapter also compares theories like agency theory, stewardship theory, and stakeholder theory. Finally, it identifies the obligations of an ideal corporation to society, investors, employees, and customers, as well as managerial obligations.
This document discusses ethics in accounting. It provides background on the accounting profession and its roles. It then discusses issues that have tarnished the profession's image such as accounting scandals where large audit firms failed to catch falsified financial reports. The document outlines the concept of ethics for professionals and accountants specifically. It discusses threats to compliance like self-interest, self-review, advocacy, familiarity, and intimidation. Finally, it explains the framework for codes of ethics including identifying and addressing threats through safeguards created by the profession, legislation, firms, and clients.
This document discusses ethical issues that can arise in international business. It covers several key topics: employment practices, human rights, environmental regulations, corruption, and the moral obligations of multinational corporations. For each topic, it provides examples of ethical dilemmas companies have faced. It also examines approaches to business ethics like cultural relativism and discusses determinants of ethical behavior such as personal ethics and organizational culture. Finally, it outlines strategies for making ethical decisions, such as hiring people with strong ethics and creating an ethical organizational culture.
Business ethics forms of business organizations abm specialized subjectGian Paulo Rabanal, LPT
The document discusses business ethics and social responsibility. It provides an overview of the course, which aims to (1) provide an understanding of how companies can act in the interests of shareholders and society; (2) teach general ethical principles applied to business situations through case analyses; and (3) equip students to formulate strategies around corporate ethics and governance. The course covers fundamental concepts of ethics in business and combines theoretical foundations of entrepreneurship with social accountability.
Business ethics & corporate governancesunil pandey
This document discusses business ethics and corporate governance. It defines ethics as examining good and bad practices in the context of moral duty. Business ethics involve proper policies and practices regarding issues like governance, insider trading, and social responsibility. The document outlines ethical issues in different business relationships and sources of ethical norms. It discusses improving ethics through senior management, training, and self-analysis. Maintaining good ethics and governance attracts customers, employees and investors while protecting the company. The document contrasts good governance at companies like ITC with the bad governance at Enron that led to its collapse.
This chapter examines how to manage and control ethics programs through the use of ethics audits. It discusses implementing effective ethics programs, defining ethics audits and how they relate to social audits. The chapter then explores the benefits of ethics auditing such as identifying issues early, improving stakeholder relationships, and preparing for crises. It also details how to measure performance against goals using tools like the balanced scorecard and Global Reporting Initiative. Finally, the chapter covers risks of auditing and questions that should be addressed in the auditing process.
Frankfurt: How to make organizations more valuableBarrett Academy
50-59 Years Old
Making a difference!
UNITY
Ability to connect with
others and contribute to
the greater whole.
MATURITY
Integrating your life
experiences and wisdom.
The document discusses ethics trends that have changed business expectations and developments in response. It covers stakeholders, factors affecting expectations like environmental concerns, and issues like environmental ethics, pesticides, air pollution, and climate change. It also discusses moral sensitivity, fairness, discrimination, activist stakeholders, economic pressures, financial scandals, and governance failures. The high-level purpose is to explore how ethics trends have shaped business expectations and the responses that have emerged.
Describes method and tools for measuring well-being at work. Shows how to measure cultural and personal entropy. Improved version of previous presentation
Corporate Excellence Through Corporate Governance Nirc IcsiPavan Kumar Vijay
This presentation deals with Corporate Governance framework and principles of Corporate Governance. It further enumerates how Corporate Governance leads to corporate excellence.
This chapter examines the globalization of ethical decision making in business. It discusses how advances in technology, communication and transportation have created a more interconnected global economy. International business transactions complicate ethics due to varying cultures, values and standards between countries. The chapter aims to help students understand cultural differences that can impact business practices, global ethics issues, and how to avoid ethical problems in global business environments. It also examines the role of international organizations and how economic systems and events shape ethics internationally.
This document provides information about an FBLA meeting that includes a Halloween social at Cold Stone Creamery, a reminder for students to turn in permission slips by Halloween for the Cold Stone tours happening the following weekend, and a Trick-or-Treat for UNICEF fundraiser. It also recaps presentations from the previous meeting and instructs students to finish their presentations for the next meeting where the winner of a prize will be announced. The meeting will conclude with a party where students will receive food after their product group is selected.
The document summarizes an FBLA meeting. It provides information on note taking, dues payments, an upcoming ADA walk, Cold Stone tours, forms of government, FBLA trivia, and a jeopardy game to be played at a future meeting on topics discussed. Members are reminded to turn in permission slips for Cold Stone tours by a certain date and to RSVP for the ADA walk via email.
The document provides information about various upcoming events for an FBLA chapter. Members are reminded to pay dues, pick up permission slips for volunteering at Cold Stone Creamery, and earn activity points by attending meetings and events. Details are given about a Walk for Diabetes including time, location, and needing to submit waivers. The meeting will feature a guest speaker from another school's FBLA chapter.
This document provides an analysis of magazine covers and contents pages from different publications, including Kerrang!, Classic FM, and Uncut. Key points summarized:
1. The layouts utilize white space and imagery to continue each publication's house style while making the content easy to navigate.
2. Lead articles are prominently featured through techniques like larger images and fonts to draw reader attention.
3. Imagery, fonts, and design elements are chosen carefully to convey elements of the publication's brand and target audience.
This document provides training on social media for Sage Intelligence representatives. It discusses various social media platforms like LinkedIn, Twitter, and Facebook. It provides guidance on setting up profiles, engaging with followers, and using tools like Hootsuite for social media management. The training focuses on representing Sage Intelligence and its products on social media and engaging with clients and influencers across regions like North America, South Africa, and other parts of the world.
The document discusses several topics:
1) An upcoming midterm exam including details about date, time, location, and items allowed.
2) A review of economic factors and the Canadian financial system including the four pillars of financial institutions and characteristics of banks, bonds, and stocks.
3) Concepts related to investments including leverage, buying on margin, selling short, and a comparison of long and margin examples.
Role of executives in building effective and sustainable organizations, Standards and code of conduct appropriate to professionals in the sector, Accountability and “managing the mission”, Volunteerism, conflicts of interest in various situations. Roles of Non-Profit organizations in the public policy framing process, Examples of Key public policies, Ethical issues, in management of NPOs, developing a sustainable business model based on the social need
Unit iv managing non-profit organizationsDr. Prachi
This document discusses key topics for managing non-profit organizations. It addresses the role of executives in building effective and sustainable organizations, standards and codes of conduct for professionals in the non-profit sector, and managing accountability and conflicts of interest. The document also examines the role of non-profits in public policy processes, provides examples of key public policies, and discusses ethical issues in non-profit management and developing a sustainable business model based on social needs.
The document discusses creating an entrepreneurial culture to support small and medium enterprises (SMEs). It defines entrepreneurial culture as a set of shared values and attitudes that view an entrepreneurial way of life as desirable. An entrepreneurial way of life involves greater freedom, responsibility, and uncertainty. Government and corporate cultures often conflict with small business realities through rigid rules and bureaucracies. Developing an entrepreneurial culture requires agencies to adopt entrepreneurial strategies like decentralized decision-making, partnerships, and a bottom-up approach to better understand and support entrepreneurs.
This document discusses key concepts in managing non-profit organizations. It covers the roles and responsibilities of boards of directors in providing governance and oversight. It also discusses important aspects of staffing and managing volunteers, including recruitment, screening, selection, and training. Finally, it outlines the roles and responsibilities of board members in non-profit organizations to provide leadership, set strategic direction, and ensure legal and financial compliance.
Culture - Hard to Build, Easy to Destroy, OrTony Moroney
This document discusses culture in financial services organizations. It defines culture and outlines how culture impacts conduct risk. Regulators are increasingly focusing on culture as a key driver of misconduct. Building a strong culture requires senior leadership to model desired behaviors and values. It also involves communication of values throughout the organization, training, incentives, and accountability. Poor culture can lead to conduct issues that harm customers and undermine market integrity. Financial firms must define culture in a way that goes beyond compliance to influence real behaviors and decision-making.
This document discusses organizational culture and how to promote a positive culture. It begins by defining organizational culture as the set of shared values, beliefs, and norms that influence employee behavior. It then outlines four types of organizational cultures - blame culture, multi-directional culture, live and let live culture, and brand congruent culture - and describes their key characteristics. The document concludes by describing a leadership enriched culture as the ideal culture where employees feel passionate about the organization and bring out the best in each other.
Business ethics is a branch of social science that deals with moral principles and values in business situations. It helps classify what is good and bad, and tells businesses to do good things and avoid harm. Business ethics provides a framework for conducting business within social, cultural, economic and legal limits. It is based on concepts like self-control, consumer protection, fair treatment, and not exploiting others. While business ethics should be voluntary, education and guidance are needed for its effective implementation.
The Stakeholder approach to Business , society, and EthicsIsmail Hossain
The document discusses the origins and evolution of the stakeholder concept in business. It describes how stakeholders have traditionally been viewed and categorized. Stakeholders are defined as individuals or groups with a stake or interest in a company. The document outlines approaches to stakeholder management, including strategic, multi-fiduciary, and synthesis views. It also discusses the descriptive, instrumental, and normative values of the stakeholder model and provides key questions for effective stakeholder identification, analysis, and strategy.
2015 Creating a Psychologically Informed EnvironmentClaire Ritchie
A Psychologically Informed Environment (PIE) takes into account the psychological needs of both clients and staff. The document outlines five key elements to creating a PIE: relationships, staff support and training, the physical environment, a psychological framework, and evidence-based practice. Relationships are the primary tool for change in a PIE. Objectives for building relationships include recognizing relationships as central, harnessing positive peer relationships, and ensuring complex clients are not excluded. Achieving these objectives involves emphasizing relationships in all aspects of operations and encouraging respectful communication.
Term project ethics ethical business leadership ppt-fall 2016-business polici...Muhammad Asif Khan Awan
it describes the qualities that has been required to become an ethical leader while managing businesses. And how to take most morally valued business decisions which help you attainment of your vision.
The document provides an overview of management concepts including:
- The 5 primary functions of management are planning, organizing, staffing, leading, and controlling.
- Management occurs at three levels - top, middle, and lower.
- Managers perform interpersonal, informational, and decisional roles.
- Management incorporates elements of both science and art given its reliance on both organized knowledge and individual experience.
- Classical and behavioral approaches study management but emphasize efficiency and human behavior respectively.
The document discusses various aspects of control in corporate governance including stakeholders, management control systems, and the role of boards. It provides an overview and discussion of agency problems in large family business groups. It also presents a case study on General Motors and identifies various corporate governance issues the company faced. The document outlines expectations and tasks for groups to analyze scenarios, risks, and responses regarding the General Motors case study.
This seminar introduces the concepts, application, practice and strategies involved in determining the urgent need for business to operate through sustainable practices. In addition, it addresses ethical issues in a way that upholds and enhances the triple bottom line of a company: People, Planet, and Profit.
In addition, the seminar introduces the students to concepts in business ethics and how it influences the topic of sustainability. The seminar teaches practical solutions on how to embed sustainability within the business operations. Students will come away from the course understanding what embedded sustainability is and how to drive proactive solutions that bring social innovation to the forefront of the business as a key strategy for future business success.
This document discusses business ethics and values. It begins by asking whether companies truly apply their ethical values and codes of conduct. It then defines business ethics as the moral principles or guidelines that govern organizational conduct. The document notes that while making money is not wrong, how a business treats individuals and other organizations is important. It argues that good business ethics should be part of every business and discusses factors like a business's responsibility in its relationships with other entities. Overall, the document examines the concept of business ethics and their role and importance in organizations.
This document discusses ethics in government service. It defines ethics as standards that prescribe right and wrong actions in terms of rights, obligations, fairness and virtues. It also discusses ethics as the study and development of ethical standards. The document outlines a seven step process for making ethical decisions and evaluating alternatives to address value conflicts. It discusses the influence of values on behavior and decision making. Overall, the document provides an introduction to ethical reasoning and decision making in the context of public administration.
Here are some key points to consider regarding ethics in Indian business context:
- India has a diverse, multicultural society with many religions and social groups. Businesses need to be sensitive to local customs and traditions.
- Corruption and bribery have been long-standing issues. Businesses must institute strong anti-corruption policies and compliance programs.
- Labor laws aim to protect workers but are sometimes inadequate or poorly enforced. Businesses should ensure fair wages and working conditions.
- Environmental regulations exist but enforcement can be lax. Businesses must proactively manage their environmental footprint.
- Consumer protection laws are still evolving. Businesses must adopt transparent, ethical practices regarding advertising, pricing, quality,
This document provides an introduction to organisation governance for board members. It covers key topics such as:
- Defining what governance is and why it is important
- Explaining the roles and responsibilities of board members in governance
- Discussing common governance principles like strategic planning, risk management, and accountability
- Addressing common issues that can arise in implementing governance
- Describing important governance documents and procedures like meetings and attendance tracking
The document is intended to give board members a foundational understanding of effective organisation governance.
What is Social Responsibility
Contrast the classical and socioeconomic views of social responsibility.
Discuss the role that stakeholders play in the four stages of social responsibility.
List and explain the arguments for and against social responsibility.
Differentiate between social obligation, social responsiveness, and social responsibility.
Social Responsibility and Economic Performance
Explain what research studies have shown about the relationship between an organization’s social involvement and its economic performance.
This document is a learning outline for a chapter on social responsibility and ethics. It outlines topics like defining social responsibility, the relationship between social responsibility and economic performance, values-based management, and managerial ethics. It discusses factors that influence ethical behavior and ways managers can encourage ethics, like establishing codes of ethics, leading by example, and providing ethics training. The overall document provides an overview of key concepts and issues relating to social responsibility, ethics, and sustainable business practices.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Top 10 Free Accounting and Bookkeeping Apps for Small BusinessesYourLegal Accounting
Maintaining a proper record of your money is important for any business whether it is small or large. It helps you stay one step ahead in the financial race and be aware of your earnings and any tax obligations.
However, managing finances without an entire accounting staff can be challenging for small businesses.
Accounting apps can help with that! They resemble your private money manager.
They organize all of your transactions automatically as soon as you link them to your corporate bank account. Additionally, they are compatible with your phone, allowing you to monitor your finances from anywhere. Cool, right?
Thus, we’ll be looking at several fantastic accounting apps in this blog that will help you develop your business and save time.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
1. “Renowned businessman, investor and philanthropist Michael Lee-Chin has
been appointed chancellor of Wilfrid Laurier University.
Lee-Chin is chairman of Portland Holdings Inc., a privately held investment
company that manages public and private equity and has a direct ownership
interest in a collection of diversified businesses operating in sectors that
include telecommunications, financial services media, tourism, health care
and waste management. Portland is committed to “Building Strong
Indigenous Businesses.” Equally important, these businesses must also
seek to improve the social well-being of the communities in which they
operate. Lee-Chin formally established as the Portland mantra the phrase
“prosperitas cum caritate”, which in Latin speaks to his goal that businesses
must “not only do well, but also do good” – that is the measure of success.”
2. BU 111
“Renowned businessman, investor and philanthropist Michael Lee-Chin has
been appointed chancellor of Wilfrid Laurier University.
Lee-Chin is chairman of Portland Holdings Inc., a privately held investment
company that manages public and private equity and has a direct ownership
interest in a collection of diversified businesses operating in sectors that
include telecommunications, financial services media, tourism, health care
and waste management. Portland is committed to “Building Strong
Indigenous Businesses.” Equally important, these businesses must also
seek to improve the social well-being of the communities in which they
operate. Lee-Chin formally established as the Portland mantra the phrase
“prosperitas cum caritate”, which in Latin speaks to his goal that businesses
must “not only do well, but also do good” – that is the measure of success.”
3. BU 111
Introduction to
“Renowned businessman, investor and philanthropist Michael Lee-Chin has
been appointed chancellor of Wilfrid Laurier University.
Lee-Chin is chairman of Portland Holdings Inc., a privately held investment
company that manages public and private equity and has a direct ownership
interest in a collection of diversified businesses operating in sectors that
include telecommunications, financial services media, tourism, health care
and waste management. Portland is committed to “Building Strong
Indigenous Businesses.” Equally important, these businesses must also
seek to improve the social well-being of the communities in which they
operate. Lee-Chin formally established as the Portland mantra the phrase
“prosperitas cum caritate”, which in Latin speaks to his goal that businesses
must “not only do well, but also do good” – that is the measure of success.”
4. BU 111
Introduction to
Management and Business Organization
“Renowned businessman, investor and philanthropist Michael Lee-Chin has
been appointed chancellor of Wilfrid Laurier University.
Lee-Chin is chairman of Portland Holdings Inc., a privately held investment
company that manages public and private equity and has a direct ownership
interest in a collection of diversified businesses operating in sectors that
include telecommunications, financial services media, tourism, health care
and waste management. Portland is committed to “Building Strong
Indigenous Businesses.” Equally important, these businesses must also
seek to improve the social well-being of the communities in which they
operate. Lee-Chin formally established as the Portland mantra the phrase
“prosperitas cum caritate”, which in Latin speaks to his goal that businesses
must “not only do well, but also do good” – that is the measure of success.”
17. Learning Objectives
• Describe ethics, business ethics and categories of ethical behaviour
18. Learning Objectives
• Describe ethics, business ethics and categories of ethical behaviour
• Understand how to assess and manage ethical behaviour
19. Learning Objectives
• Describe ethics, business ethics and categories of ethical behaviour
• Understand how to assess and manage ethical behaviour
• Describe who stakeholders are, what their relationship and strategic
importance is to business, why and how they should be proactively
managed
20. Learning Objectives
• Describe ethics, business ethics and categories of ethical behaviour
• Understand how to assess and manage ethical behaviour
• Describe who stakeholders are, what their relationship and strategic
importance is to business, why and how they should be proactively
managed
• Understand corporate social responsibility (CSR) and describe its’
five areas of responsibility
21. Learning Objectives
• Describe ethics, business ethics and categories of ethical behaviour
• Understand how to assess and manage ethical behaviour
• Describe who stakeholders are, what their relationship and strategic
importance is to business, why and how they should be proactively
managed
• Understand corporate social responsibility (CSR) and describe its’
five areas of responsibility
• Explain the four approaches to CSR and describe how to implement
a CSR program
22. Learning Objectives
• Describe ethics, business ethics and categories of ethical behaviour
• Understand how to assess and manage ethical behaviour
• Describe who stakeholders are, what their relationship and strategic
importance is to business, why and how they should be proactively
managed
• Understand corporate social responsibility (CSR) and describe its’
five areas of responsibility
• Explain the four approaches to CSR and describe how to implement
a CSR program
• Explain why an understanding of demographics is important to
business
23. Learning Objectives
• Describe ethics, business ethics and categories of ethical behaviour
• Understand how to assess and manage ethical behaviour
• Describe who stakeholders are, what their relationship and strategic
importance is to business, why and how they should be proactively
managed
• Understand corporate social responsibility (CSR) and describe its’
five areas of responsibility
• Explain the four approaches to CSR and describe how to implement
a CSR program
• Explain why an understanding of demographics is important to
business
• Describe the cohorts in Canada, categorize them as big or small and
discuss the general advantage and disadvantage they face
24. Learning Objectives
• Describe ethics, business ethics and categories of ethical behaviour
• Understand how to assess and manage ethical behaviour
• Describe who stakeholders are, what their relationship and strategic
importance is to business, why and how they should be proactively
managed
• Understand corporate social responsibility (CSR) and describe its’
five areas of responsibility
• Explain the four approaches to CSR and describe how to implement
a CSR program
• Explain why an understanding of demographics is important to
business
• Describe the cohorts in Canada, categorize them as big or small and
discuss the general advantage and disadvantage they face
• Give examples of strategic business opportunities or threats that
arise from demographics
25. Planning Organizing
Critical Success Factors
Stakeholders
Economic Marketing
EX Top Management
L
TE
A
RN
RN Social Vision Operations Finance
Political AL
TE
IN
Mission Human
Technological Resources
Strategy
Middle Management
First-Line Management
Controlling Directing
27. Ethics
“Individual standards/beliefs regarding what is right and wrong or
good and bad”
“standards of behaviour that guide individual managers in their work”
28. Ethics
“Individual standards/beliefs regarding what is right and wrong or
good and bad”
“standards of behaviour that guide individual managers in their work”
29. Ethics
“Individual standards/beliefs regarding what is right and wrong or
good and bad”
“standards of behaviour that guide individual managers in their work”
30. Ethics
“Individual standards/beliefs regarding what is right and wrong or
good and bad”
Business or Managerial Ethics
“standards of behaviour that guide individual managers in their work”
34. Categories of Ethical Behaviour
• Behaviour Toward Employees
– hiring & firing, wages, working conditions, privacy and
respect
35. Categories of Ethical Behaviour
• Behaviour Toward Employees
– hiring & firing, wages, working conditions, privacy and
respect
• Behaviour Toward the Organization
36. Categories of Ethical Behaviour
• Behaviour Toward Employees
– hiring & firing, wages, working conditions, privacy and
respect
• Behaviour Toward the Organization
– conflict of interest, confidentiality and honesty
37. Categories of Ethical Behaviour
• Behaviour Toward Employees
– hiring & firing, wages, working conditions, privacy and
respect
• Behaviour Toward the Organization
– conflict of interest, confidentiality and honesty
• Behaviour Toward other Economic Agents
38. Categories of Ethical Behaviour
• Behaviour Toward Employees
– hiring & firing, wages, working conditions, privacy and
respect
• Behaviour Toward the Organization
– conflict of interest, confidentiality and honesty
• Behaviour Toward other Economic Agents
– relationship with customers, competitors, stockholders,
suppliers, dealers and unions
39. -utilitarian approach= greatest good for greatest number of people
-rights approach= rights cannot be taken away
fairness/justice approach= equitable distribution of burdens and
rewards
-caring approach= responsibilities to one another
40. Assessing Ethical Behaviour
-utilitarian approach= greatest good for greatest number of people
-rights approach= rights cannot be taken away
fairness/justice approach= equitable distribution of burdens and
rewards
-caring approach= responsibilities to one another
41. Assessing Ethical Behaviour
1. Gather facts
-utilitarian approach= greatest good for greatest number of people
-rights approach= rights cannot be taken away
fairness/justice approach= equitable distribution of burdens and
rewards
-caring approach= responsibilities to one another
42. Assessing Ethical Behaviour
1. Gather facts
2. Analyze situation
-utilitarian approach= greatest good for greatest number of people
-rights approach= rights cannot be taken away
fairness/justice approach= equitable distribution of burdens and
rewards
-caring approach= responsibilities to one another
43. Assessing Ethical Behaviour
1. Gather facts
2. Analyze situation
-utilitarian approach= greatest good for greatest number of people
-rights approach= rights cannot be taken away
fairness/justice approach= equitable distribution of burdens and
rewards
-caring approach= responsibilities to one another
44. Assessing Ethical Behaviour
1. Gather facts
2. Analyze situation
-utilitarian approach= greatest good for greatest number of people
-rights approach= rights cannot be taken away
fairness/justice approach= equitable distribution of burdens and
rewards
-caring approach= responsibilities to one another
45. Assessing Ethical Behaviour
1. Gather facts
2. Analyze situation
-utilitarian approach= greatest good for greatest number of people
-rights approach= rights cannot be taken away
fairness/justice approach= equitable distribution of burdens and
rewards
-caring approach= responsibilities to one another
46. Assessing Ethical Behaviour
1. Gather facts
2. Analyze situation
-utilitarian approach= greatest good for greatest number of people
-rights approach= rights cannot be taken away
fairness/justice approach= equitable distribution of burdens and
rewards
-caring approach= responsibilities to one another
47. Assessing Ethical Behaviour
1. Gather facts
2. Analyze situation
-utilitarian approach= greatest good for greatest number of people
-rights approach= rights cannot be taken away
fairness/justice approach= equitable distribution of burdens and
rewards
-caring approach= responsibilities to one another
3. Make judgement
48. mission statement/
managerial
hiring criteria core value
role modeling
statement
goals and ethics booklets & code of
evaluation criteria training conduct/ethics
employee
rewards systems protection
mechanisms
49. Managing Ethics
mission statement/
managerial
hiring criteria core value
role modeling
statement
goals and ethics booklets & code of
evaluation criteria training conduct/ethics
employee
rewards systems protection
mechanisms
50. Planning Organizing
Critical Success Factors
Stakeholders
Economic Marketing
EX Top Management
L
TE
A
RN
RN Social Vision Operations Finance
Political AL
TE
IN
Mission Human
Technological Resources
Strategy
Middle Management
First-Line Management
Controlling Directing
51. depends on situation and the issue- affect willingness and opportunity to act
stakeholders may have varying and conflicting expectations of an organization
52. Stakeholders
depends on situation and the issue- affect willingness and opportunity to act
stakeholders may have varying and conflicting expectations of an organization
53. Stakeholders
• “Individuals, groups and other organizations who have an
interest in the actions of an organization and who have
the ability to influence it” (Savage et al., 1991)
depends on situation and the issue- affect willingness and opportunity to act
stakeholders may have varying and conflicting expectations of an organization
54. Stakeholders
• “Individuals, groups and other organizations who have an
interest in the actions of an organization and who have
the ability to influence it” (Savage et al., 1991)
• “Groups or individuals who can significantly affect or are
significantly affected by an organization’s
activities” (Harrison & St. John, 1996)
depends on situation and the issue- affect willingness and opportunity to act
stakeholders may have varying and conflicting expectations of an organization
55. Stakeholders
• “Individuals, groups and other organizations who have an
interest in the actions of an organization and who have
the ability to influence it” (Savage et al., 1991)
• “Groups or individuals who can significantly affect or are
significantly affected by an organization’s
activities” (Harrison & St. John, 1996)
• Stakeholders’ importance
depends on situation and the issue- affect willingness and opportunity to act
stakeholders may have varying and conflicting expectations of an organization
56. Stakeholders
• “Individuals, groups and other organizations who have an
interest in the actions of an organization and who have
the ability to influence it” (Savage et al., 1991)
• “Groups or individuals who can significantly affect or are
significantly affected by an organization’s
activities” (Harrison & St. John, 1996)
• Stakeholders’ importance
depends on situation and the issue- affect willingness and opportunity to act
stakeholders may have varying and conflicting expectations of an organization
57. Stakeholders
• “Individuals, groups and other organizations who have an
interest in the actions of an organization and who have
the ability to influence it” (Savage et al., 1991)
• “Groups or individuals who can significantly affect or are
significantly affected by an organization’s
activities” (Harrison & St. John, 1996)
• Stakeholders’ importance
depends on situation and the issue- affect willingness and opportunity to act
• Challenge:
stakeholders may have varying and conflicting expectations of an organization
58. Examples of Stakeholders
owners/creditors
customers
employees (and their unions)
the natural environment
suppliers
community, society
board of directors
special interest groups
government
59. Examples of Stakeholders
Stakeholders owners/creditors
customers
employees (and their unions)
the natural environment
suppliers
community, society
board of directors
special interest groups
government
61. Business - Stakeholder Connection
Therefore business must recognize its stakeholder expectiations
62. Business - Stakeholder Connection
• Stakeholders have
expectations of the business…
Therefore business must recognize its stakeholder expectiations
63. Business - Stakeholder Connection
• Stakeholders have
expectations of the business…
– owners & creditors:
Therefore business must recognize its stakeholder expectiations
64. Business - Stakeholder Connection
• Stakeholders have
expectations of the business…
– owners & creditors:
– Customers: quality, choice, communication,
safety, respect
Therefore business must recognize its stakeholder expectiations
65. Business - Stakeholder Connection
• Stakeholders have
expectations of the business…
– owners & creditors:
– Customers: quality, choice, communication,
safety, respect
– Employees: fair pay, meaningful work, safety, fair
treatment, training
Therefore business must recognize its stakeholder expectiations
66. Business - Stakeholder Connection
• Stakeholders have
expectations of the business…
– owners & creditors:
– Customers: quality, choice, communication,
safety, respect
– Employees: fair pay, meaningful work, safety, fair
treatment, training
– BOD: responsible mgmt
Therefore business must recognize its stakeholder expectiations
67. Business - Stakeholder Connection
• Stakeholders have
expectations of the business…
– owners & creditors:
– Customers: quality, choice, communication,
safety, respect
– Employees: fair pay, meaningful work, safety, fair
treatment, training
– BOD: responsible mgmt
– natural environment:responsible stewardship
Therefore business must recognize its stakeholder expectiations
68. Business - Stakeholder Connection
• Stakeholders have
• Stakeholders provide expectations of the business…
business with the – owners & creditors:
capacity to operate… – Customers: quality, choice, communication,
safety, respect
– Employees: fair pay, meaningful work, safety, fair
treatment, training
– BOD: responsible mgmt
– natural environment:responsible stewardship
Therefore business must recognize its stakeholder expectiations
69. Business - Stakeholder Connection
• Stakeholders have
• Stakeholders provide expectations of the business…
business with the – owners & creditors:
capacity to operate… – Customers: quality, choice, communication,
safety, respect
• owners & creditors: capital – Employees: fair pay, meaningful work, safety, fair
treatment, training
– BOD: responsible mgmt
– natural environment:responsible stewardship
Therefore business must recognize its stakeholder expectiations
70. Business - Stakeholder Connection
• Stakeholders have
• Stakeholders provide expectations of the business…
business with the – owners & creditors:
capacity to operate… – Customers: quality, choice, communication,
safety, respect
• owners & creditors: capital – Employees: fair pay, meaningful work, safety, fair
treatment, training
• customers: purchases – BOD: responsible mgmt
– natural environment:responsible stewardship
Therefore business must recognize its stakeholder expectiations
71. Business - Stakeholder Connection
• Stakeholders have
• Stakeholders provide expectations of the business…
business with the – owners & creditors:
capacity to operate… – Customers: quality, choice, communication,
safety, respect
• owners & creditors: capital – Employees: fair pay, meaningful work, safety, fair
treatment, training
• customers: purchases – BOD: responsible mgmt
• employees: human resources – natural environment:responsible stewardship
Therefore business must recognize its stakeholder expectiations
72. Business - Stakeholder Connection
• Stakeholders have
• Stakeholders provide expectations of the business…
business with the – owners & creditors:
capacity to operate… – Customers: quality, choice, communication,
safety, respect
• owners & creditors: capital – Employees: fair pay, meaningful work, safety, fair
treatment, training
• customers: purchases – BOD: responsible mgmt
• employees: human resources – natural environment:responsible stewardship
• BOD: leadership
Therefore business must recognize its stakeholder expectiations
73. Business - Stakeholder Connection
• Stakeholders have
• Stakeholders provide expectations of the business…
business with the – owners & creditors:
capacity to operate… – Customers: quality, choice, communication,
safety, respect
• owners & creditors: capital – Employees: fair pay, meaningful work, safety, fair
treatment, training
• customers: purchases – BOD: responsible mgmt
• employees: human resources – natural environment:responsible stewardship
• BOD: leadership
• natural environment: natural
resources
Therefore business must recognize its stakeholder expectiations
74. Business - Stakeholder Connection
• Stakeholders have
• Stakeholders provide expectations of the business…
business with the – owners & creditors:
capacity to operate… – Customers: quality, choice, communication,
safety, respect
• owners & creditors: capital – Employees: fair pay, meaningful work, safety, fair
treatment, training
• customers: purchases – BOD: responsible mgmt
• employees: human resources – natural environment:responsible stewardship
• BOD: leadership
• natural environment: natural
resources
Therefore business must recognize its stakeholder expectiations
75. Business - Stakeholder Connection
• Stakeholders have
• Stakeholders provide expectations of the business…
business with the – owners & creditors:
capacity to operate… – Customers: quality, choice, communication,
safety, respect
• owners & creditors: capital – Employees: fair pay, meaningful work, safety, fair
treatment, training
• customers: purchases – BOD: responsible mgmt
• employees: human resources – natural environment:responsible stewardship
• BOD: leadership
• natural environment: natural
resources
Therefore business must recognize its stakeholder expectiations
76. Business - Stakeholder Connection
• Stakeholders have
• Stakeholders provide expectations of the business…
business with the – owners & creditors:
capacity to operate… – Customers: quality, choice, communication,
safety, respect
• owners & creditors: capital – Employees: fair pay, meaningful work, safety, fair
treatment, training
• customers: purchases – BOD: responsible mgmt
• employees: human resources – natural environment:responsible stewardship
• BOD: leadership
• natural environment: natural
resources
Therefore business must recognize its stakeholder expectiations
77. to cope with to keep pace with to avoid adverse to improve ability
environmental societal change actions by to predict/control
turbulence and in which stakeholders the external
to promote to promote more to promote higher to improve the
higher entry favourable levels of percentage of
barriers leading legislation/ operating successful new
to potentially to align company
to promote higher to increase media
improve values with
levels of trust power
profitability societal values
78. Why Manage Stakeholders?
to cope with to keep pace with to avoid adverse to improve ability
environmental societal change actions by to predict/control
turbulence and in which stakeholders the external
to promote to promote more to promote higher to improve the
higher entry favourable levels of percentage of
barriers leading legislation/ operating successful new
to potentially to align company
to promote higher to increase media
improve values with
levels of trust power
profitability societal values
82. How are Stakeholders best managed?
• Savage et al’s approach:
1. Identify key organizational stakeholders
83. How are Stakeholders best managed?
• Savage et al’s approach:
1. Identify key organizational stakeholders
2. Diagnose them along two critical dimensions of
potential for threat for threat potential for
cooperation
84. How are Stakeholders best managed?
• Savage et al’s approach:
1. Identify key organizational stakeholders
2. Diagnose them along two critical dimensions of
potential for threat for threat potential for
cooperation
3. Formulate appropriate strategies both to enhance
or change current relationships with those key
stakeholders and to improve the organization’s
overall situation
85. How are Stakeholders best managed?
• Savage et al’s approach:
1. Identify key organizational stakeholders
2. Diagnose them along two critical dimensions of
potential for threat for threat potential for
cooperation
3. Formulate appropriate strategies both to enhance
or change current relationships with those key
stakeholders and to improve the organization’s
overall situation
4. Effectively implement these strategies
86. Potential for Threat
High Low
Potential Cooperation
High MIXED BLESSING SUPPORTIVE
Strategy: Strategy: Involve
Collaborate
Low
NONSUPPORTIVE MARGINAL
Strategy: Defend Strategy: Monitor
87. How are stakeholders best managed?
Potential for Threat
High Low
Potential Cooperation
High MIXED BLESSING SUPPORTIVE
Strategy: Strategy: Involve
Collaborate
Low
NONSUPPORTIVE MARGINAL
Strategy: Defend Strategy: Monitor
91. When/which should you manage?
• Importance of stakeholder varies by issue
• Stakeholders affect uncertainty faced by
firm
92. When/which should you manage?
• Importance of stakeholder varies by issue
• Stakeholders affect uncertainty faced by
firm
– Threatening= increase it
93. When/which should you manage?
• Importance of stakeholder varies by issue
• Stakeholders affect uncertainty faced by
firm
– Threatening= increase it
– determined by relative power, and capacity
and willingness act
94. When/which should you manage?
• Importance of stakeholder varies by issue
• Stakeholders affect uncertainty faced by
firm
– Threatening= increase it
– determined by relative power, and capacity
and willingness act
– Cooperative: decrease it
95. When/which should you manage?
• Importance of stakeholder varies by issue
• Stakeholders affect uncertainty faced by
firm
– Threatening= increase it
– determined by relative power, and capacity
and willingness act
– Cooperative: decrease it
– determined by dependence on organization,
and capacity to expand interdependence
96. Effect of of HIGH
stakeholder on use stragtegic
firm’s parterning
environmental
uncertainty Strategic
importance of
stakeholder
(priority) LOW
use traditional
Firm’s stakeholder
strategic management
choice techniques
97. Strategic importance of stakeholder
Effect of of HIGH
stakeholder on use stragtegic
firm’s parterning
environmental
uncertainty Strategic
importance of
stakeholder
(priority) LOW
use traditional
Firm’s stakeholder
strategic management
choice techniques
102. Strategic importance and management
LOW
• use traditional strategic management techniques
– Buffering – satisfy needs and/or demands of
stakeholders
103. Strategic importance and management
LOW
• use traditional strategic management techniques
– Buffering – satisfy needs and/or demands of
stakeholders
HIGH
104. Strategic importance and management
LOW
• use traditional strategic management techniques
– Buffering – satisfy needs and/or demands of
stakeholders
HIGH
• Use strategic partnering and other techniques described
in Savage et al., 1991, and Table 2 of Harrison and St.
John, 1996. Examples:
105. Strategic importance and management
LOW
• use traditional strategic management techniques
– Buffering – satisfy needs and/or demands of
stakeholders
HIGH
• Use strategic partnering and other techniques described
in Savage et al., 1991, and Table 2 of Harrison and St.
John, 1996. Examples:
– Customers & suppliers - Competitors
106. Strategic importance and management
LOW
• use traditional strategic management techniques
– Buffering – satisfy needs and/or demands of
stakeholders
HIGH
• Use strategic partnering and other techniques described
in Savage et al., 1991, and Table 2 of Harrison and St.
John, 1996. Examples:
– Customers & suppliers - Competitors
– Government - Community
107. Strategic importance and management
LOW
• use traditional strategic management techniques
– Buffering – satisfy needs and/or demands of
stakeholders
HIGH
• Use strategic partnering and other techniques described
in Savage et al., 1991, and Table 2 of Harrison and St.
John, 1996. Examples:
– Customers & suppliers - Competitors
– Government - Community
– Activist groups - Unions
111. Corporate Social Responsibility
• way in which a business tries to balance its commitments
to its organizational stakeholders
• how a business addresses ethical conduct at the
organizational level
112. Corporate Social Responsibility
• way in which a business tries to balance its commitments
to its organizational stakeholders
• how a business addresses ethical conduct at the
organizational level
– “collective code”
113. Corporate Social Responsibility
• way in which a business tries to balance its commitments
to its organizational stakeholders
• how a business addresses ethical conduct at the
organizational level
– “collective code”
• what does the organization do to scoeity, and what does
it do for society
114. Corporate Social Responsibility
• way in which a business tries to balance its commitments
to its organizational stakeholders
• how a business addresses ethical conduct at the
organizational level
– “collective code”
• what does the organization do to scoeity, and what does
it do for society
115. Corporate Social Responsibility
• way in which a business tries to balance its commitments
to its organizational stakeholders
• how a business addresses ethical conduct at the
organizational level
– “collective code”
• what does the organization do to scoeity, and what does
it do for society
• two opposing views- focus only on profile (investors) vs.
actively consider the other stakeholders
116. Corporate Social Responsibility
• way in which a business tries to balance its commitments
to its organizational stakeholders
• how a business addresses ethical conduct at the
organizational level
– “collective code”
• what does the organization do to scoeity, and what does
it do for society
• two opposing views- focus only on profile (investors) vs.
actively consider the other stakeholders
117. Corporate Social Responsibility
• way in which a business tries to balance its commitments
to its organizational stakeholders
• how a business addresses ethical conduct at the
organizational level
– “collective code”
• what does the organization do to scoeity, and what does
it do for society
• two opposing views- focus only on profile (investors) vs.
actively consider the other stakeholders
http://www.youtube.com/watch?v=GggyVO21hw8&feature=related
120. Areas of Social Responsibility
• responsibility towards the natural
environment
121. Areas of Social Responsibility
• responsibility towards the natural
environment
• responsibility towards society
122. Areas of Social Responsibility
• responsibility towards the natural
environment
• responsibility towards society
• responsibility towards customers
123. Areas of Social Responsibility
• responsibility towards the natural
environment
• responsibility towards society
• responsibility towards customers
• responsibility towards employees
124. Areas of Social Responsibility
• responsibility towards the natural
environment
• responsibility towards society
• responsibility towards customers
• responsibility towards employees
• responsibility towards investors
128. Responsibility towards Natural Environment
• History of Business & Sustainability
• 1987: Bruntland definition of sustainable development:
“development that meets the needs of the present without
compromising the ability of future generations to meet their
own needs”
129. Responsibility towards Natural Environment
• History of Business & Sustainability
• 1987: Bruntland definition of sustainable development:
“development that meets the needs of the present without
compromising the ability of future generations to meet their
own needs”
130. Responsibility towards Natural Environment
• History of Business & Sustainability
• 1987: Bruntland definition of sustainable development:
“development that meets the needs of the present without
compromising the ability of future generations to meet their
own needs”
• 1994: J. Elkington extended concept of ‘sustainable
development’ to ‘Triple Bottom Line’
131. Responsibility towards Natural Environment
• History of Business & Sustainability
• 1987: Bruntland definition of sustainable development:
“development that meets the needs of the present without
compromising the ability of future generations to meet their
own needs”
• 1994: J. Elkington extended concept of ‘sustainable
development’ to ‘Triple Bottom Line’
– equity, environment and economy
132. Responsibility towards Natural Environment
• History of Business & Sustainability
• 1987: Bruntland definition of sustainable development:
“development that meets the needs of the present without
compromising the ability of future generations to meet their
own needs”
• 1994: J. Elkington extended concept of ‘sustainable
development’ to ‘Triple Bottom Line’
– equity, environment and economy
– people, planet and profit
133. Responsibility towards Natural Environment
• History of Business & Sustainability
• 1987: Bruntland definition of sustainable development:
“development that meets the needs of the present without
compromising the ability of future generations to meet their
own needs”
• 1994: J. Elkington extended concept of ‘sustainable
development’ to ‘Triple Bottom Line’
– equity, environment and economy
– people, planet and profit
134. Responsibility towards Natural Environment
• History of Business & Sustainability
• 1987: Bruntland definition of sustainable development:
“development that meets the needs of the present without
compromising the ability of future generations to meet their
own needs”
• 1994: J. Elkington extended concept of ‘sustainable
development’ to ‘Triple Bottom Line’
– equity, environment and economy
– people, planet and profit
• government regulations and social pressures increased
leading to ‘corporate greening’ measures
137. History of Business & Sustainability cont’d
• 2000: K. Annan initiated United Nations Global Compact
138. History of Business & Sustainability cont’d
• 2000: K. Annan initiated United Nations Global Compact
139. History of Business & Sustainability cont’d
• 2000: K. Annan initiated United Nations Global Compact
• 2006: executives agreed that there are numerous financial
justifications for businesses to solve social and environmental
challenges, and that there should be no contradiction between societal
issues and building long-term value
140. History of Business & Sustainability cont’d
• 2000: K. Annan initiated United Nations Global Compact
• 2006: executives agreed that there are numerous financial
justifications for businesses to solve social and environmental
challenges, and that there should be no contradiction between societal
issues and building long-term value
141. History of Business & Sustainability cont’d
• 2000: K. Annan initiated United Nations Global Compact
• 2006: executives agreed that there are numerous financial
justifications for businesses to solve social and environmental
challenges, and that there should be no contradiction between societal
issues and building long-term value
• 2009: Accenture and the World Business Council for Sustainable
Development reported that three major waves of concern that impact
business with respect to environmental and social issues:
142. History of Business & Sustainability cont’d
• 2000: K. Annan initiated United Nations Global Compact
• 2006: executives agreed that there are numerous financial
justifications for businesses to solve social and environmental
challenges, and that there should be no contradiction between societal
issues and building long-term value
• 2009: Accenture and the World Business Council for Sustainable
Development reported that three major waves of concern that impact
business with respect to environmental and social issues:
(1) regulatory pressures, (2) market demands, and (3) global
integration
143. History of Business & Sustainability cont’d
• 2000: K. Annan initiated United Nations Global Compact
• 2006: executives agreed that there are numerous financial
justifications for businesses to solve social and environmental
challenges, and that there should be no contradiction between societal
issues and building long-term value
• 2009: Accenture and the World Business Council for Sustainable
Development reported that three major waves of concern that impact
business with respect to environmental and social issues:
(1) regulatory pressures, (2) market demands, and (3) global
integration
144. History of Business & Sustainability cont’d
• 2000: K. Annan initiated United Nations Global Compact
• 2006: executives agreed that there are numerous financial
justifications for businesses to solve social and environmental
challenges, and that there should be no contradiction between societal
issues and building long-term value
• 2009: Accenture and the World Business Council for Sustainable
Development reported that three major waves of concern that impact
business with respect to environmental and social issues:
(1) regulatory pressures, (2) market demands, and (3) global
integration
• Next: corporations need to generate ‘value’ from their commitments
and responsibilities
145. Definition of Sustainable Development
Environment - Society - Economy Holarchy, United Nations
Environment
Society
Economy
http://www.youtube.com/watch?v=oagmlbhobnY
153. Sustainability Challenge, Dr. David Bell
• must learn to
• 2 billion to 9 billion
• dominant paradigm = take, make, waste
154. Sustainability Challenge, Dr. David Bell
• must learn to
• 2 billion to 9 billion
• dominant paradigm = take, make, waste
• model of the 1st industrial revolution is not sustainable
155. Sustainability Challenge, Dr. David Bell
• must learn to
• 2 billion to 9 billion
• dominant paradigm = take, make, waste
• model of the 1st industrial revolution is not sustainable
• 99% of goods produced in U.S. are in waste stream in 6
months!
156. Sustainability Challenge, Dr. David Bell
• must learn to
• 2 billion to 9 billion
• dominant paradigm = take, make, waste
• model of the 1st industrial revolution is not sustainable
• 99% of goods produced in U.S. are in waste stream in 6
months!
• need “closed loop, cradle to cradle” approach
157. Sustainability Challenge, Dr. David Bell
• must learn to
• 2 billion to 9 billion
• dominant paradigm = take, make, waste
• model of the 1st industrial revolution is not sustainable
• 99% of goods produced in U.S. are in waste stream in 6
months!
• need “closed loop, cradle to cradle” approach
• business may be the primary cause of the problem but it
will also likely be the solution
158. Sustainability Challenge, Dr. David Bell
• must learn to
• 2 billion to 9 billion
• dominant paradigm = take, make, waste
• model of the 1st industrial revolution is not sustainable
• 99% of goods produced in U.S. are in waste stream in 6
months!
• need “closed loop, cradle to cradle” approach
• business may be the primary cause of the problem but it
will also likely be the solution
159. Sustainability Challenge, Dr. David Bell
• must learn to
• 2 billion to 9 billion
• dominant paradigm = take, make, waste
• model of the 1st industrial revolution is not sustainable
• 99% of goods produced in U.S. are in waste stream in 6
months!
• need “closed loop, cradle to cradle” approach
• business may be the primary cause of the problem but it
will also likely be the solution
• http://www.lsf-lst.ca/en/what-is-esd/esd-radio-series
172. Responsibility to Society
• Analyzing economic growth – does everyone benefit?
– looking beyond aggregate figures
173. Responsibility to Society
• Analyzing economic growth – does everyone benefit?
– looking beyond aggregate figures
– growth is not always ‘good’ for the poor
174. Responsibility to Society
• Analyzing economic growth – does everyone benefit?
– looking beyond aggregate figures
– growth is not always ‘good’ for the poor
– considering income inequality, education & health
175. Responsibility to Society
• Analyzing economic growth – does everyone benefit?
– looking beyond aggregate figures
– growth is not always ‘good’ for the poor
– considering income inequality, education & health
• Human Development Index (HDI) & Poverty Eradication
177. Responsibility to Society
• Innovative business models can alleviate billions across
the world out of income poverty, contributing to social
development
178. Responsibility to Society
• Innovative business models can alleviate billions across
the world out of income poverty, contributing to social
development
• The Centre For Social Innovation (CSI) in Toronto
supports up and coming businesses:
179. Responsibility to Society
• Innovative business models can alleviate billions across
the world out of income poverty, contributing to social
development
• The Centre For Social Innovation (CSI) in Toronto
supports up and coming businesses:
– http://socialinnovation.ca/community/members
180. Responsibility to Society
• Innovative business models can alleviate billions across
the world out of income poverty, contributing to social
development
• The Centre For Social Innovation (CSI) in Toronto
supports up and coming businesses:
– http://socialinnovation.ca/community/members
• Bigger business and community partnerships:
181. Responsibility to Society
• Innovative business models can alleviate billions across
the world out of income poverty, contributing to social
development
• The Centre For Social Innovation (CSI) in Toronto
supports up and coming businesses:
– http://socialinnovation.ca/community/members
• Bigger business and community partnerships:
– http://www.kraftfoodscompany.com/About/community-
involvement/community-involvement.aspx
182. Responsibility to Society
• Innovative business models can alleviate billions across
the world out of income poverty, contributing to social
development
• The Centre For Social Innovation (CSI) in Toronto
supports up and coming businesses:
– http://socialinnovation.ca/community/members
• Bigger business and community partnerships:
– http://www.kraftfoodscompany.com/About/community-
involvement/community-involvement.aspx
– http://www.habitat.org/newsroom/2008archive/
01_08_2008_coldwell_partnership.aspx
186. Responsibility to Society:
Opportunity of Social Entrepreneurship
• business model that leverages
entrepreneurial skills to generate innovative
responses to societal issues
187. Responsibility to Society:
Opportunity of Social Entrepreneurship
• business model that leverages
entrepreneurial skills to generate innovative
responses to societal issues
– Students Offering Support (SOS)
188. Responsibility to Society:
Opportunity of Social Entrepreneurship
• business model that leverages
entrepreneurial skills to generate innovative
responses to societal issues
– Students Offering Support (SOS)
– Microfinance
189. Responsibility to Society:
Opportunity of Social Entrepreneurship
• business model that leverages
entrepreneurial skills to generate innovative
responses to societal issues
– Students Offering Support (SOS)
– Microfinance
– Kiva: http://www.kiva.org/about/microfinance
190. Responsibility to Society:
Opportunity of Social Entrepreneurship
• business model that leverages
entrepreneurial skills to generate innovative
responses to societal issues
– Students Offering Support (SOS)
– Microfinance
– Kiva: http://www.kiva.org/about/microfinance
• Must create value, be unique and self-sustaining
191. Responsibility to Society:
Opportunity of Social Entrepreneurship
• business model that leverages
entrepreneurial skills to generate innovative
responses to societal issues
– Students Offering Support (SOS)
– Microfinance
– Kiva: http://www.kiva.org/about/microfinance
• Must create value, be unique and self-sustaining
• Value =social value
200. Responsibility to Customers
Why?
– affects profits
– avoids regulation
– establishes/protects reputation
Key areas:
• Consumerism
• right to safety
201. Responsibility to Customers
Why?
– affects profits
– avoids regulation
– establishes/protects reputation
Key areas:
• Consumerism
• right to safety
• right to be informed
202. Responsibility to Customers
Why?
– affects profits
– avoids regulation
– establishes/protects reputation
Key areas:
• Consumerism
• right to safety
• right to be informed
• right to be heard
203. Responsibility to Customers
Why?
– affects profits
– avoids regulation
– establishes/protects reputation
Key areas:
• Consumerism
• right to safety
• right to be informed
• right to be heard
• right to choose
204. Responsibility to Customers
Why?
– affects profits
– avoids regulation
– establishes/protects reputation
Key areas:
• Consumerism
• right to safety
• right to be informed
• right to be heard
• right to choose
• right to courtesy
205. Responsibility to Customers
Why?
– affects profits
– avoids regulation
– establishes/protects reputation
Key areas:
• Consumerism
• right to safety
• right to be informed
• right to be heard
• right to choose
• right to courtesy
• right to education
213. Responsibility toward Employees
Why?
• hire and keep the best
• reduce costs- hiring/retention/legal
• increase productivity
Key areas:
• Responsible hiring and promotion
214. Responsibility toward Employees
Why?
• hire and keep the best
• reduce costs- hiring/retention/legal
• increase productivity
Key areas:
• Responsible hiring and promotion
• Safety
215. Responsibility toward Employees
Why?
• hire and keep the best
• reduce costs- hiring/retention/legal
• increase productivity
Key areas:
• Responsible hiring and promotion
• Safety
• Opportunities for advancement
216. Responsibility toward Employees
Why?
• hire and keep the best
• reduce costs- hiring/retention/legal
• increase productivity
Key areas:
• Responsible hiring and promotion
• Safety
• Opportunities for advancement
• Respect
217. Responsibility toward Employees
Why?
• hire and keep the best
• reduce costs- hiring/retention/legal
• increase productivity
Key areas:
• Responsible hiring and promotion
• Safety
• Opportunities for advancement
• Respect
• Protection of whistleblowers
222. Responsibility to Investors
- Corporate Governance
• 10 years since the collapse of Enron Corp.
• “agency problem”
• new regulations for boards and new expectations from
investors
223. Responsibility to Investors
- Corporate Governance
• 10 years since the collapse of Enron Corp.
• “agency problem”
• new regulations for boards and new expectations from
investors
• trends:
224. Responsibility to Investors
- Corporate Governance
• 10 years since the collapse of Enron Corp.
• “agency problem”
• new regulations for boards and new expectations from
investors
• trends:
– more independence
225. Responsibility to Investors
- Corporate Governance
• 10 years since the collapse of Enron Corp.
• “agency problem”
• new regulations for boards and new expectations from
investors
• trends:
– more independence
– new practices
226. Responsibility to Investors
- Corporate Governance
• 10 years since the collapse of Enron Corp.
• “agency problem”
• new regulations for boards and new expectations from
investors
• trends:
– more independence
– new practices
– new disclosure rules
227. Responsibility to Investors
- Corporate Governance
• 10 years since the collapse of Enron Corp.
• “agency problem”
• new regulations for boards and new expectations from
investors
• trends:
– more independence
– new practices
– new disclosure rules
– different attitude- directors and investors
228. Responsibility to Investors
- Corporate Governance
• 10 years since the collapse of Enron Corp.
• “agency problem”
• new regulations for boards and new expectations from
investors
• trends:
– more independence
– new practices
– new disclosure rules
– different attitude- directors and investors
• Canadian Coalition for Good Governance
229. Responsibility to Investors
- Corporate Governance
• 10 years since the collapse of Enron Corp.
• “agency problem”
• new regulations for boards and new expectations from
investors
• trends:
– more independence
– new practices
– new disclosure rules
– different attitude- directors and investors
• Canadian Coalition for Good Governance
– www.ccgg.ca
242. Implementing a Social Responsibility Program
• commitment of top executives
• planning by committee of managers
243. Implementing a Social Responsibility Program
• commitment of top executives
• planning by committee of managers
• implementation directed by top level executive
244. Implementing a Social Responsibility Program
• commitment of top executives
• planning by committee of managers
• implementation directed by top level executive
• follow up- social audit at regular intervals
249. Impact of Demographics
• based on David Foot’s book ‘Boom, Bust &
Echo’
• what is demography?
– study of human populations or people’s vital
statistics (age,income,race,etc)
250. Impact of Demographics
• based on David Foot’s book ‘Boom, Bust &
Echo’
• what is demography?
– study of human populations or people’s vital
statistics (age,income,race,etc)
251. Impact of Demographics
• based on David Foot’s book ‘Boom, Bust &
Echo’
• what is demography?
– study of human populations or people’s vital
statistics (age,income,race,etc)
• why is it important to business?
252. Impact of Demographics
• based on David Foot’s book ‘Boom, Bust &
Echo’
• what is demography?
– study of human populations or people’s vital
statistics (age,income,race,etc)
• why is it important to business?
– basis for any market is people
253. Impact of Demographics
• based on David Foot’s book ‘Boom, Bust &
Echo’
• what is demography?
– study of human populations or people’s vital
statistics (age,income,race,etc)
• why is it important to business?
– basis for any market is people
– powerful predictor of human behaviour
254. Impact of Demographics
• based on David Foot’s book ‘Boom, Bust &
Echo’
• what is demography?
– study of human populations or people’s vital
statistics (age,income,race,etc)
• why is it important to business?
– basis for any market is people
– powerful predictor of human behaviour
– certainty and simplicity of age data
261. Understanding Demographics
• Key factors in predicting behaviour
– # people in each age group
– “activity participation rate”
• Factors affecting size of cohorts
262. Understanding Demographics
• Key factors in predicting behaviour
– # people in each age group
– “activity participation rate”
• Factors affecting size of cohorts
– fertility rate - avg. # children/women
263. Understanding Demographics
• Key factors in predicting behaviour
– # people in each age group
– “activity participation rate”
• Factors affecting size of cohorts
– fertility rate - avg. # children/women
– birth rate - total # births/size of population
264. Advantage of being
in a small cohort?
Disadvantage of
being in a small
cohort?
Advantage of being
in a big cohort?
Disadvantage of
being in a big
cohort?
265. “Cohorts”
small vs. large
Advantage of being
in a small cohort?
Disadvantage of
being in a small
cohort?
Advantage of being
in a big cohort?
Disadvantage of
being in a big
cohort?
266. “Cohorts”
small vs. large
Advantage of being
in a small cohort?
Disadvantage of
being in a small
cohort?
Advantage of being
in a big cohort?
Disadvantage of
being in a big
1914/15 cohort?
267. “Cohorts”
small vs. large
Advantage of being
in a small cohort?
Disadvantage of
being in a small
cohort?
Advantage of being
in a big cohort?
Disadvantage of
being in a big
1914/15 cohort?
‘Pre WWI’
268. “Cohorts”
small vs. large
Advantage of being
in a small cohort?
Disadvantage of
being in a small
cohort?
Advantage of being
in a big cohort?
1919/20 Disadvantage of
being in a big
1914/15 cohort?
‘Pre WWI’
269. “Cohorts”
small vs. large
Advantage of being
in a small cohort?
Disadvantage of
being in a small
cohort?
Advantage of being
in a big cohort?
1919/20 Disadvantage of
‘WWI’ being in a big
1914/15 cohort?
‘Pre WWI’
270. “Cohorts”
small vs. large
Advantage of being
in a small cohort?
Disadvantage of
being in a small
1929/30 cohort?
Advantage of being
in a big cohort?
1919/20 Disadvantage of
‘WWI’ being in a big
1914/15 cohort?
‘Pre WWI’
271. “Cohorts”
small vs. large
Advantage of being
in a small cohort?
Disadvantage of
being in a small
1929/30 cohort?
‘Roaring Twenties’ Advantage of being
in a big cohort?
1919/20 Disadvantage of
‘WWI’ being in a big
1914/15 cohort?
‘Pre WWI’
272. “Cohorts”
small vs. large
Advantage of being
1939/40 in a small cohort?
Disadvantage of
being in a small
1929/30 cohort?
‘Roaring Twenties’ Advantage of being
in a big cohort?
1919/20 Disadvantage of
‘WWI’ being in a big
1914/15 cohort?
‘Pre WWI’
273. “Cohorts”
small vs. large
Advantage of being
1939/40 in a small cohort?
Disadvantage of
‘Depression Babies’ being in a small
1929/30 cohort?
‘Roaring Twenties’ Advantage of being
in a big cohort?
1919/20 Disadvantage of
‘WWI’ being in a big
1914/15 cohort?
‘Pre WWI’
274. “Cohorts”
small vs. large
1946/47
Advantage of being
1939/40 in a small cohort?
Disadvantage of
‘Depression Babies’ being in a small
1929/30 cohort?
‘Roaring Twenties’ Advantage of being
in a big cohort?
1919/20 Disadvantage of
‘WWI’ being in a big
1914/15 cohort?
‘Pre WWI’
275. “Cohorts”
small vs. large
1946/47
1939/40 ‘WWII’ Advantage of being
in a small cohort?
Disadvantage of
‘Depression Babies’ being in a small
1929/30 cohort?
‘Roaring Twenties’ Advantage of being
in a big cohort?
1919/20 Disadvantage of
‘WWI’ being in a big
1914/15 cohort?
‘Pre WWI’
276. “Cohorts”
small vs. large 1966/67
1946/47
1939/40 ‘WWII’ Advantage of being
in a small cohort?
Disadvantage of
‘Depression Babies’ being in a small
1929/30 cohort?
‘Roaring Twenties’ Advantage of being
in a big cohort?
1919/20 Disadvantage of
‘WWI’ being in a big
1914/15 cohort?
‘Pre WWI’
277. “Cohorts”
small vs. large 1966/67
1946/47 ‘Baby Boom’
1939/40 ‘WWII’ Advantage of being
in a small cohort?
Disadvantage of
‘Depression Babies’ being in a small
1929/30 cohort?
‘Roaring Twenties’ Advantage of being
in a big cohort?
1919/20 Disadvantage of
‘WWI’ being in a big
1914/15 cohort?
‘Pre WWI’
278. “Cohorts” 1979/80
small vs. large 1966/67
1946/47 ‘Baby Boom’
1939/40 ‘WWII’ Advantage of being
in a small cohort?
Disadvantage of
‘Depression Babies’ being in a small
1929/30 cohort?
‘Roaring Twenties’ Advantage of being
in a big cohort?
1919/20 Disadvantage of
‘WWI’ being in a big
1914/15 cohort?
‘Pre WWI’
279. “Cohorts” 1979/80
small vs. large 1966/67 ‘Baby Bust’
1946/47 ‘Baby Boom’
1939/40 ‘WWII’ Advantage of being
in a small cohort?
Disadvantage of
‘Depression Babies’ being in a small
1929/30 cohort?
‘Roaring Twenties’ Advantage of being
in a big cohort?
1919/20 Disadvantage of
‘WWI’ being in a big
1914/15 cohort?
‘Pre WWI’
280. 1995/96
“Cohorts” 1979/80
small vs. large 1966/67 ‘Baby Bust’
1946/47 ‘Baby Boom’
1939/40 ‘WWII’ Advantage of being
in a small cohort?
Disadvantage of
‘Depression Babies’ being in a small
1929/30 cohort?
‘Roaring Twenties’ Advantage of being
in a big cohort?
1919/20 Disadvantage of
‘WWI’ being in a big
1914/15 cohort?
‘Pre WWI’
281. 1995/96
‘Baby Boom Echo’
“Cohorts” 1979/80
small vs. large 1966/67 ‘Baby Bust’
1946/47 ‘Baby Boom’
1939/40 ‘WWII’ Advantage of being
in a small cohort?
Disadvantage of
‘Depression Babies’ being in a small
1929/30 cohort?
‘Roaring Twenties’ Advantage of being
in a big cohort?
1919/20 Disadvantage of
‘WWI’ being in a big
1914/15 cohort?
‘Pre WWI’
282. 2010
1995/96
‘Baby Boom Echo’
“Cohorts” 1979/80
small vs. large 1966/67 ‘Baby Bust’
1946/47 ‘Baby Boom’
1939/40 ‘WWII’ Advantage of being
in a small cohort?
Disadvantage of
‘Depression Babies’ being in a small
1929/30 cohort?
‘Roaring Twenties’ Advantage of being
in a big cohort?
1919/20 Disadvantage of
‘WWI’ being in a big
1914/15 cohort?
‘Pre WWI’
283. 2010
1995/96
‘Millenium
‘Baby Boom Echo’
“Cohorts” 1979/80
Busters’
small vs. large 1966/67 ‘Baby Bust’
1946/47 ‘Baby Boom’
1939/40 ‘WWII’ Advantage of being
in a small cohort?
Disadvantage of
‘Depression Babies’ being in a small
1929/30 cohort?
‘Roaring Twenties’ Advantage of being
in a big cohort?
1919/20 Disadvantage of
‘WWI’ being in a big
1914/15 cohort?
‘Pre WWI’
286. ‘The Boomer Effect’
Financial Post – September 30, 2006
• 2011 – year the first baby boomer cohort reaches
age 65
287. ‘The Boomer Effect’
Financial Post – September 30, 2006
• 2011 – year the first baby boomer cohort reaches
age 65
• 2015 – estimated year when seniors (65+) will
outnumber children (<16)
288. ‘The Boomer Effect’
Financial Post – September 30, 2006
• 2011 – year the first baby boomer cohort reaches
age 65
• 2015 – estimated year when seniors (65+) will
outnumber children (<16)
• 13% – of population that were 65 or older in 2005
289. ‘The Boomer Effect’
Financial Post – September 30, 2006
• 2011 – year the first baby boomer cohort reaches
age 65
• 2015 – estimated year when seniors (65+) will
outnumber children (<16)
• 13% – of population that were 65 or older in 2005
• 25-30% – of population that will be seniors in 2056
290. ‘The Boomer Effect’
Financial Post – September 30, 2006
• 2011 – year the first baby boomer cohort reaches
age 65
• 2015 – estimated year when seniors (65+) will
outnumber children (<16)
• 13% – of population that were 65 or older in 2005
• 25-30% – of population that will be seniors in 2056
• 50% – of population that will be older than 47 in 2056
293. Demographic Trends:
What are the opportunities and threats for
Canadian businesses?
- companies should strategically pursue business
opportunities that meet present and future
demand from large demographic cohorts
294. Demographic Trends:
What are the opportunities and threats for
Canadian businesses?
- companies should strategically pursue business
opportunities that meet present and future
demand from large demographic cohorts
- examples:
The first part of our social environment discussion will be centred around the managers in the organization.\n
Ethics\n&#x201C;Individual standards/beliefs regarding what is right and wrong or good and bad&#x201D; -not one of us has the same match of making ethical decisions&#x201D;\n\nBusiness or Managerial Ethics\n&#x201C;&#x201C;standards of behaviour that guide individual managers in their work&#x201D;\n
Ethics\n&#x201C;Individual standards/beliefs regarding what is right and wrong or good and bad&#x201D; -not one of us has the same match of making ethical decisions&#x201D;\n\nBusiness or Managerial Ethics\n&#x201C;&#x201C;standards of behaviour that guide individual managers in their work&#x201D;\n
Ethics\n&#x201C;Individual standards/beliefs regarding what is right and wrong or good and bad&#x201D; -not one of us has the same match of making ethical decisions&#x201D;\n\nBusiness or Managerial Ethics\n&#x201C;&#x201C;standards of behaviour that guide individual managers in their work&#x201D;\n
Ethics\n&#x201C;Individual standards/beliefs regarding what is right and wrong or good and bad&#x201D; -not one of us has the same match of making ethical decisions&#x201D;\n\nBusiness or Managerial Ethics\n&#x201C;&#x201C;standards of behaviour that guide individual managers in their work&#x201D;\n
conflict of interest- if an activity benefits the worker\nwhat if your employee talks to competition?\nhonesty- are you using the office materials for your own benefit? \n
conflict of interest- if an activity benefits the worker\nwhat if your employee talks to competition?\nhonesty- are you using the office materials for your own benefit? \n
conflict of interest- if an activity benefits the worker\nwhat if your employee talks to competition?\nhonesty- are you using the office materials for your own benefit? \n
conflict of interest- if an activity benefits the worker\nwhat if your employee talks to competition?\nhonesty- are you using the office materials for your own benefit? \n
conflict of interest- if an activity benefits the worker\nwhat if your employee talks to competition?\nhonesty- are you using the office materials for your own benefit? \n
conflict of interest- if an activity benefits the worker\nwhat if your employee talks to competition?\nhonesty- are you using the office materials for your own benefit? \n
conflict of interest- if an activity benefits the worker\nwhat if your employee talks to competition?\nhonesty- are you using the office materials for your own benefit? \n
Gathering facts\n-aware of all applicable laws \n-codes of conduct \n\nAnalyze situation\n-utilitarian approach= greatest good for greatest number of people\n-rights approach= rights cannot be taken away- whatever decision I make has to be respectful and maintain the rights of anybody granted those rights in the first place \nfairness/justice approach= equitable distribution of burdens and rewards- contrasts utilitarian- share pain and rewards equally \n-caring approach= responsibilities to one another- issues with emotion in them- basic principle of how we should treat one another\n
Gathering facts\n-aware of all applicable laws \n-codes of conduct \n\nAnalyze situation\n-utilitarian approach= greatest good for greatest number of people\n-rights approach= rights cannot be taken away- whatever decision I make has to be respectful and maintain the rights of anybody granted those rights in the first place \nfairness/justice approach= equitable distribution of burdens and rewards- contrasts utilitarian- share pain and rewards equally \n-caring approach= responsibilities to one another- issues with emotion in them- basic principle of how we should treat one another\n
Gathering facts\n-aware of all applicable laws \n-codes of conduct \n\nAnalyze situation\n-utilitarian approach= greatest good for greatest number of people\n-rights approach= rights cannot be taken away- whatever decision I make has to be respectful and maintain the rights of anybody granted those rights in the first place \nfairness/justice approach= equitable distribution of burdens and rewards- contrasts utilitarian- share pain and rewards equally \n-caring approach= responsibilities to one another- issues with emotion in them- basic principle of how we should treat one another\n
Gathering facts\n-aware of all applicable laws \n-codes of conduct \n\nAnalyze situation\n-utilitarian approach= greatest good for greatest number of people\n-rights approach= rights cannot be taken away- whatever decision I make has to be respectful and maintain the rights of anybody granted those rights in the first place \nfairness/justice approach= equitable distribution of burdens and rewards- contrasts utilitarian- share pain and rewards equally \n-caring approach= responsibilities to one another- issues with emotion in them- basic principle of how we should treat one another\n
Gathering facts\n-aware of all applicable laws \n-codes of conduct \n\nAnalyze situation\n-utilitarian approach= greatest good for greatest number of people\n-rights approach= rights cannot be taken away- whatever decision I make has to be respectful and maintain the rights of anybody granted those rights in the first place \nfairness/justice approach= equitable distribution of burdens and rewards- contrasts utilitarian- share pain and rewards equally \n-caring approach= responsibilities to one another- issues with emotion in them- basic principle of how we should treat one another\n
Gathering facts\n-aware of all applicable laws \n-codes of conduct \n\nAnalyze situation\n-utilitarian approach= greatest good for greatest number of people\n-rights approach= rights cannot be taken away- whatever decision I make has to be respectful and maintain the rights of anybody granted those rights in the first place \nfairness/justice approach= equitable distribution of burdens and rewards- contrasts utilitarian- share pain and rewards equally \n-caring approach= responsibilities to one another- issues with emotion in them- basic principle of how we should treat one another\n
Gathering facts\n-aware of all applicable laws \n-codes of conduct \n\nAnalyze situation\n-utilitarian approach= greatest good for greatest number of people\n-rights approach= rights cannot be taken away- whatever decision I make has to be respectful and maintain the rights of anybody granted those rights in the first place \nfairness/justice approach= equitable distribution of burdens and rewards- contrasts utilitarian- share pain and rewards equally \n-caring approach= responsibilities to one another- issues with emotion in them- basic principle of how we should treat one another\n
Gathering facts\n-aware of all applicable laws \n-codes of conduct \n\nAnalyze situation\n-utilitarian approach= greatest good for greatest number of people\n-rights approach= rights cannot be taken away- whatever decision I make has to be respectful and maintain the rights of anybody granted those rights in the first place \nfairness/justice approach= equitable distribution of burdens and rewards- contrasts utilitarian- share pain and rewards equally \n-caring approach= responsibilities to one another- issues with emotion in them- basic principle of how we should treat one another\n
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Stakeholders importance \n-depends on situation and the issue- affect willingness and opportunity to act\n\nChallenge\nstakeholders may have varying and conflicting expectations of an organization\n\n
Stakeholders importance \n-depends on situation and the issue- affect willingness and opportunity to act\n\nChallenge\nstakeholders may have varying and conflicting expectations of an organization\n\n
Stakeholders importance \n-depends on situation and the issue- affect willingness and opportunity to act\n\nChallenge\nstakeholders may have varying and conflicting expectations of an organization\n\n
Stakeholders importance \n-depends on situation and the issue- affect willingness and opportunity to act\n\nChallenge\nstakeholders may have varying and conflicting expectations of an organization\n\n
Stakeholders importance \n-depends on situation and the issue- affect willingness and opportunity to act\n\nChallenge\nstakeholders may have varying and conflicting expectations of an organization\n\n
Stakeholders importance \n-depends on situation and the issue- affect willingness and opportunity to act\n\nChallenge\nstakeholders may have varying and conflicting expectations of an organization\n\n
examples of stakeholders\n -owners/creditors\n -employees (and their unions)\n -the natural environment\n -suppliers\n -community. society\n -board of directors\n -special interest groups\n -government\n
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-shareholder allocate decision making authority to the managers \n-not practical\n-many shareholder do not have the time or incentive\n-many share holders are not qualified\n\n-conflict of interest may arise\n-having the short term control of the firm&#x2019;s assets, managers might be tempted to act in the manager&#x2019;s short term best interest instead of the shareholder&#x2019;s long term best interest \n
-shareholder allocate decision making authority to the managers \n-not practical\n-many shareholder do not have the time or incentive\n-many share holders are not qualified\n\n-conflict of interest may arise\n-having the short term control of the firm&#x2019;s assets, managers might be tempted to act in the manager&#x2019;s short term best interest instead of the shareholder&#x2019;s long term best interest \n
-shareholder allocate decision making authority to the managers \n-not practical\n-many shareholder do not have the time or incentive\n-many share holders are not qualified\n\n-conflict of interest may arise\n-having the short term control of the firm&#x2019;s assets, managers might be tempted to act in the manager&#x2019;s short term best interest instead of the shareholder&#x2019;s long term best interest \n
-shareholder allocate decision making authority to the managers \n-not practical\n-many shareholder do not have the time or incentive\n-many share holders are not qualified\n\n-conflict of interest may arise\n-having the short term control of the firm&#x2019;s assets, managers might be tempted to act in the manager&#x2019;s short term best interest instead of the shareholder&#x2019;s long term best interest \n
-shareholder allocate decision making authority to the managers \n-not practical\n-many shareholder do not have the time or incentive\n-many share holders are not qualified\n\n-conflict of interest may arise\n-having the short term control of the firm&#x2019;s assets, managers might be tempted to act in the manager&#x2019;s short term best interest instead of the shareholder&#x2019;s long term best interest \n
-shareholder allocate decision making authority to the managers \n-not practical\n-many shareholder do not have the time or incentive\n-many share holders are not qualified\n\n-conflict of interest may arise\n-having the short term control of the firm&#x2019;s assets, managers might be tempted to act in the manager&#x2019;s short term best interest instead of the shareholder&#x2019;s long term best interest \n
-shareholder allocate decision making authority to the managers \n-not practical\n-many shareholder do not have the time or incentive\n-many share holders are not qualified\n\n-conflict of interest may arise\n-having the short term control of the firm&#x2019;s assets, managers might be tempted to act in the manager&#x2019;s short term best interest instead of the shareholder&#x2019;s long term best interest \n
-shareholder allocate decision making authority to the managers \n-not practical\n-many shareholder do not have the time or incentive\n-many share holders are not qualified\n\n-conflict of interest may arise\n-having the short term control of the firm&#x2019;s assets, managers might be tempted to act in the manager&#x2019;s short term best interest instead of the shareholder&#x2019;s long term best interest \n
-shareholder allocate decision making authority to the managers \n-not practical\n-many shareholder do not have the time or incentive\n-many share holders are not qualified\n\n-conflict of interest may arise\n-having the short term control of the firm&#x2019;s assets, managers might be tempted to act in the manager&#x2019;s short term best interest instead of the shareholder&#x2019;s long term best interest \n
-shareholder allocate decision making authority to the managers \n-not practical\n-many shareholder do not have the time or incentive\n-many share holders are not qualified\n\n-conflict of interest may arise\n-having the short term control of the firm&#x2019;s assets, managers might be tempted to act in the manager&#x2019;s short term best interest instead of the shareholder&#x2019;s long term best interest \n
-shareholder allocate decision making authority to the managers \n-not practical\n-many shareholder do not have the time or incentive\n-many share holders are not qualified\n\n-conflict of interest may arise\n-having the short term control of the firm&#x2019;s assets, managers might be tempted to act in the manager&#x2019;s short term best interest instead of the shareholder&#x2019;s long term best interest \n
obstructionist stance\n-does as little as possible to meet any of their legal, and ethical needs- if they get caught might try to cover up/point the finger at someone else\n-does not do whats expected of them!\ndefensive stance\n-does not meet legal requirements well- but does meet them- does not go above and beyond\n-tobacco company\naccommodative stance\n-meets all legal and ethical requirements and goes above and beyond when asked-did not think to go above and beyond by themselves\n-example: tuna industry- \nproactive\n-above !\n
obstructionist stance\n-does as little as possible to meet any of their legal, and ethical needs- if they get caught might try to cover up/point the finger at someone else\n-does not do whats expected of them!\ndefensive stance\n-does not meet legal requirements well- but does meet them- does not go above and beyond\n-tobacco company\naccommodative stance\n-meets all legal and ethical requirements and goes above and beyond when asked-did not think to go above and beyond by themselves\n-example: tuna industry- \nproactive\n-above !\n
obstructionist stance\n-does as little as possible to meet any of their legal, and ethical needs- if they get caught might try to cover up/point the finger at someone else\n-does not do whats expected of them!\ndefensive stance\n-does not meet legal requirements well- but does meet them- does not go above and beyond\n-tobacco company\naccommodative stance\n-meets all legal and ethical requirements and goes above and beyond when asked-did not think to go above and beyond by themselves\n-example: tuna industry- \nproactive\n-above !\n
obstructionist stance\n-does as little as possible to meet any of their legal, and ethical needs- if they get caught might try to cover up/point the finger at someone else\n-does not do whats expected of them!\ndefensive stance\n-does not meet legal requirements well- but does meet them- does not go above and beyond\n-tobacco company\naccommodative stance\n-meets all legal and ethical requirements and goes above and beyond when asked-did not think to go above and beyond by themselves\n-example: tuna industry- \nproactive\n-above !\n
obstructionist stance\n-does as little as possible to meet any of their legal, and ethical needs- if they get caught might try to cover up/point the finger at someone else\n-does not do whats expected of them!\ndefensive stance\n-does not meet legal requirements well- but does meet them- does not go above and beyond\n-tobacco company\naccommodative stance\n-meets all legal and ethical requirements and goes above and beyond when asked-did not think to go above and beyond by themselves\n-example: tuna industry- \nproactive\n-above !\n
obstructionist stance\n-does as little as possible to meet any of their legal, and ethical needs- if they get caught might try to cover up/point the finger at someone else\n-does not do whats expected of them!\ndefensive stance\n-does not meet legal requirements well- but does meet them- does not go above and beyond\n-tobacco company\naccommodative stance\n-meets all legal and ethical requirements and goes above and beyond when asked-did not think to go above and beyond by themselves\n-example: tuna industry- \nproactive\n-above !\n
obstructionist stance\n-does as little as possible to meet any of their legal, and ethical needs- if they get caught might try to cover up/point the finger at someone else\n-does not do whats expected of them!\ndefensive stance\n-does not meet legal requirements well- but does meet them- does not go above and beyond\n-tobacco company\naccommodative stance\n-meets all legal and ethical requirements and goes above and beyond when asked-did not think to go above and beyond by themselves\n-example: tuna industry- \nproactive\n-above !\n
obstructionist stance\n-does as little as possible to meet any of their legal, and ethical needs- if they get caught might try to cover up/point the finger at someone else\n-does not do whats expected of them!\ndefensive stance\n-does not meet legal requirements well- but does meet them- does not go above and beyond\n-tobacco company\naccommodative stance\n-meets all legal and ethical requirements and goes above and beyond when asked-did not think to go above and beyond by themselves\n-example: tuna industry- \nproactive\n-above !\n
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(articles of book in lab manual) \n-to meet customer needs you must meet people\n-age is a strong predictor of our behaviour \n-for example ages 18-22 are usually in school- this influences our purchases \n\n
(articles of book in lab manual) \n-to meet customer needs you must meet people\n-age is a strong predictor of our behaviour \n-for example ages 18-22 are usually in school- this influences our purchases \n\n
(articles of book in lab manual) \n-to meet customer needs you must meet people\n-age is a strong predictor of our behaviour \n-for example ages 18-22 are usually in school- this influences our purchases \n\n
(articles of book in lab manual) \n-to meet customer needs you must meet people\n-age is a strong predictor of our behaviour \n-for example ages 18-22 are usually in school- this influences our purchases \n\n
(articles of book in lab manual) \n-to meet customer needs you must meet people\n-age is a strong predictor of our behaviour \n-for example ages 18-22 are usually in school- this influences our purchases \n\n
(articles of book in lab manual) \n-to meet customer needs you must meet people\n-age is a strong predictor of our behaviour \n-for example ages 18-22 are usually in school- this influences our purchases \n\n
(articles of book in lab manual) \n-to meet customer needs you must meet people\n-age is a strong predictor of our behaviour \n-for example ages 18-22 are usually in school- this influences our purchases \n\n
(articles of book in lab manual) \n-to meet customer needs you must meet people\n-age is a strong predictor of our behaviour \n-for example ages 18-22 are usually in school- this influences our purchases \n\n
(articles of book in lab manual) \n-to meet customer needs you must meet people\n-age is a strong predictor of our behaviour \n-for example ages 18-22 are usually in school- this influences our purchases \n\n
-get to know people of the competition\n-different sizes of groups are effected by fertility rate and birth rate \n
-get to know people of the competition\n-different sizes of groups are effected by fertility rate and birth rate \n
-get to know people of the competition\n-different sizes of groups are effected by fertility rate and birth rate \n
-get to know people of the competition\n-different sizes of groups are effected by fertility rate and birth rate \n
-get to know people of the competition\n-different sizes of groups are effected by fertility rate and birth rate \n
-get to know people of the competition\n-different sizes of groups are effected by fertility rate and birth rate \n
-get to know people of the competition\n-different sizes of groups are effected by fertility rate and birth rate \n
-get to know people of the competition\n-different sizes of groups are effected by fertility rate and birth rate \n
small green\nlarge red \nadvantage of small- less competition disadvantage- no one cares much in perspective to the large group- less attention\n(reverse this for large) \n \n (likely question- describe a couple small cohort (or large) and what are the adv. and disadvantages)\n\nPre WW1- very few of them left- age 97 and older- small because theres almost no one left (at the time they were large)\nWW1- men are off at war- fewer babies- trying to enter workforce there was depression\nRoaring 20&#x2019;s- came back from war and made babies \nDepression babies- (bolded because it was the very smallest in Canada) people couldn&#x2019;t afford to have children- no jobs\nWW11- some people waited to have babies\nBaby Boom- war ended- everyones happy- economy is growing- everyone had kids \nBaby Bust- small group- the pill and women going into post secondary education made baby making settle \nBaby Boom Echo- us! our parents had lots of kids so there is lots of us \n\n\n\n
small green\nlarge red \nadvantage of small- less competition disadvantage- no one cares much in perspective to the large group- less attention\n(reverse this for large) \n \n (likely question- describe a couple small cohort (or large) and what are the adv. and disadvantages)\n\nPre WW1- very few of them left- age 97 and older- small because theres almost no one left (at the time they were large)\nWW1- men are off at war- fewer babies- trying to enter workforce there was depression\nRoaring 20&#x2019;s- came back from war and made babies \nDepression babies- (bolded because it was the very smallest in Canada) people couldn&#x2019;t afford to have children- no jobs\nWW11- some people waited to have babies\nBaby Boom- war ended- everyones happy- economy is growing- everyone had kids \nBaby Bust- small group- the pill and women going into post secondary education made baby making settle \nBaby Boom Echo- us! our parents had lots of kids so there is lots of us \n\n\n\n
small green\nlarge red \nadvantage of small- less competition disadvantage- no one cares much in perspective to the large group- less attention\n(reverse this for large) \n \n (likely question- describe a couple small cohort (or large) and what are the adv. and disadvantages)\n\nPre WW1- very few of them left- age 97 and older- small because theres almost no one left (at the time they were large)\nWW1- men are off at war- fewer babies- trying to enter workforce there was depression\nRoaring 20&#x2019;s- came back from war and made babies \nDepression babies- (bolded because it was the very smallest in Canada) people couldn&#x2019;t afford to have children- no jobs\nWW11- some people waited to have babies\nBaby Boom- war ended- everyones happy- economy is growing- everyone had kids \nBaby Bust- small group- the pill and women going into post secondary education made baby making settle \nBaby Boom Echo- us! our parents had lots of kids so there is lots of us \n\n\n\n
small green\nlarge red \nadvantage of small- less competition disadvantage- no one cares much in perspective to the large group- less attention\n(reverse this for large) \n \n (likely question- describe a couple small cohort (or large) and what are the adv. and disadvantages)\n\nPre WW1- very few of them left- age 97 and older- small because theres almost no one left (at the time they were large)\nWW1- men are off at war- fewer babies- trying to enter workforce there was depression\nRoaring 20&#x2019;s- came back from war and made babies \nDepression babies- (bolded because it was the very smallest in Canada) people couldn&#x2019;t afford to have children- no jobs\nWW11- some people waited to have babies\nBaby Boom- war ended- everyones happy- economy is growing- everyone had kids \nBaby Bust- small group- the pill and women going into post secondary education made baby making settle \nBaby Boom Echo- us! our parents had lots of kids so there is lots of us \n\n\n\n
small green\nlarge red \nadvantage of small- less competition disadvantage- no one cares much in perspective to the large group- less attention\n(reverse this for large) \n \n (likely question- describe a couple small cohort (or large) and what are the adv. and disadvantages)\n\nPre WW1- very few of them left- age 97 and older- small because theres almost no one left (at the time they were large)\nWW1- men are off at war- fewer babies- trying to enter workforce there was depression\nRoaring 20&#x2019;s- came back from war and made babies \nDepression babies- (bolded because it was the very smallest in Canada) people couldn&#x2019;t afford to have children- no jobs\nWW11- some people waited to have babies\nBaby Boom- war ended- everyones happy- economy is growing- everyone had kids \nBaby Bust- small group- the pill and women going into post secondary education made baby making settle \nBaby Boom Echo- us! our parents had lots of kids so there is lots of us \n\n\n\n
small green\nlarge red \nadvantage of small- less competition disadvantage- no one cares much in perspective to the large group- less attention\n(reverse this for large) \n \n (likely question- describe a couple small cohort (or large) and what are the adv. and disadvantages)\n\nPre WW1- very few of them left- age 97 and older- small because theres almost no one left (at the time they were large)\nWW1- men are off at war- fewer babies- trying to enter workforce there was depression\nRoaring 20&#x2019;s- came back from war and made babies \nDepression babies- (bolded because it was the very smallest in Canada) people couldn&#x2019;t afford to have children- no jobs\nWW11- some people waited to have babies\nBaby Boom- war ended- everyones happy- economy is growing- everyone had kids \nBaby Bust- small group- the pill and women going into post secondary education made baby making settle \nBaby Boom Echo- us! our parents had lots of kids so there is lots of us \n\n\n\n
small green\nlarge red \nadvantage of small- less competition disadvantage- no one cares much in perspective to the large group- less attention\n(reverse this for large) \n \n (likely question- describe a couple small cohort (or large) and what are the adv. and disadvantages)\n\nPre WW1- very few of them left- age 97 and older- small because theres almost no one left (at the time they were large)\nWW1- men are off at war- fewer babies- trying to enter workforce there was depression\nRoaring 20&#x2019;s- came back from war and made babies \nDepression babies- (bolded because it was the very smallest in Canada) people couldn&#x2019;t afford to have children- no jobs\nWW11- some people waited to have babies\nBaby Boom- war ended- everyones happy- economy is growing- everyone had kids \nBaby Bust- small group- the pill and women going into post secondary education made baby making settle \nBaby Boom Echo- us! our parents had lots of kids so there is lots of us \n\n\n\n
small green\nlarge red \nadvantage of small- less competition disadvantage- no one cares much in perspective to the large group- less attention\n(reverse this for large) \n \n (likely question- describe a couple small cohort (or large) and what are the adv. and disadvantages)\n\nPre WW1- very few of them left- age 97 and older- small because theres almost no one left (at the time they were large)\nWW1- men are off at war- fewer babies- trying to enter workforce there was depression\nRoaring 20&#x2019;s- came back from war and made babies \nDepression babies- (bolded because it was the very smallest in Canada) people couldn&#x2019;t afford to have children- no jobs\nWW11- some people waited to have babies\nBaby Boom- war ended- everyones happy- economy is growing- everyone had kids \nBaby Bust- small group- the pill and women going into post secondary education made baby making settle \nBaby Boom Echo- us! our parents had lots of kids so there is lots of us \n\n\n\n
small green\nlarge red \nadvantage of small- less competition disadvantage- no one cares much in perspective to the large group- less attention\n(reverse this for large) \n \n (likely question- describe a couple small cohort (or large) and what are the adv. and disadvantages)\n\nPre WW1- very few of them left- age 97 and older- small because theres almost no one left (at the time they were large)\nWW1- men are off at war- fewer babies- trying to enter workforce there was depression\nRoaring 20&#x2019;s- came back from war and made babies \nDepression babies- (bolded because it was the very smallest in Canada) people couldn&#x2019;t afford to have children- no jobs\nWW11- some people waited to have babies\nBaby Boom- war ended- everyones happy- economy is growing- everyone had kids \nBaby Bust- small group- the pill and women going into post secondary education made baby making settle \nBaby Boom Echo- us! our parents had lots of kids so there is lots of us \n\n\n\n
small green\nlarge red \nadvantage of small- less competition disadvantage- no one cares much in perspective to the large group- less attention\n(reverse this for large) \n \n (likely question- describe a couple small cohort (or large) and what are the adv. and disadvantages)\n\nPre WW1- very few of them left- age 97 and older- small because theres almost no one left (at the time they were large)\nWW1- men are off at war- fewer babies- trying to enter workforce there was depression\nRoaring 20&#x2019;s- came back from war and made babies \nDepression babies- (bolded because it was the very smallest in Canada) people couldn&#x2019;t afford to have children- no jobs\nWW11- some people waited to have babies\nBaby Boom- war ended- everyones happy- economy is growing- everyone had kids \nBaby Bust- small group- the pill and women going into post secondary education made baby making settle \nBaby Boom Echo- us! our parents had lots of kids so there is lots of us \n\n\n\n
small green\nlarge red \nadvantage of small- less competition disadvantage- no one cares much in perspective to the large group- less attention\n(reverse this for large) \n \n (likely question- describe a couple small cohort (or large) and what are the adv. and disadvantages)\n\nPre WW1- very few of them left- age 97 and older- small because theres almost no one left (at the time they were large)\nWW1- men are off at war- fewer babies- trying to enter workforce there was depression\nRoaring 20&#x2019;s- came back from war and made babies \nDepression babies- (bolded because it was the very smallest in Canada) people couldn&#x2019;t afford to have children- no jobs\nWW11- some people waited to have babies\nBaby Boom- war ended- everyones happy- economy is growing- everyone had kids \nBaby Bust- small group- the pill and women going into post secondary education made baby making settle \nBaby Boom Echo- us! our parents had lots of kids so there is lots of us \n\n\n\n
small green\nlarge red \nadvantage of small- less competition disadvantage- no one cares much in perspective to the large group- less attention\n(reverse this for large) \n \n (likely question- describe a couple small cohort (or large) and what are the adv. and disadvantages)\n\nPre WW1- very few of them left- age 97 and older- small because theres almost no one left (at the time they were large)\nWW1- men are off at war- fewer babies- trying to enter workforce there was depression\nRoaring 20&#x2019;s- came back from war and made babies \nDepression babies- (bolded because it was the very smallest in Canada) people couldn&#x2019;t afford to have children- no jobs\nWW11- some people waited to have babies\nBaby Boom- war ended- everyones happy- economy is growing- everyone had kids \nBaby Bust- small group- the pill and women going into post secondary education made baby making settle \nBaby Boom Echo- us! our parents had lots of kids so there is lots of us \n\n\n\n
small green\nlarge red \nadvantage of small- less competition disadvantage- no one cares much in perspective to the large group- less attention\n(reverse this for large) \n \n (likely question- describe a couple small cohort (or large) and what are the adv. and disadvantages)\n\nPre WW1- very few of them left- age 97 and older- small because theres almost no one left (at the time they were large)\nWW1- men are off at war- fewer babies- trying to enter workforce there was depression\nRoaring 20&#x2019;s- came back from war and made babies \nDepression babies- (bolded because it was the very smallest in Canada) people couldn&#x2019;t afford to have children- no jobs\nWW11- some people waited to have babies\nBaby Boom- war ended- everyones happy- economy is growing- everyone had kids \nBaby Bust- small group- the pill and women going into post secondary education made baby making settle \nBaby Boom Echo- us! our parents had lots of kids so there is lots of us \n\n\n\n
small green\nlarge red \nadvantage of small- less competition disadvantage- no one cares much in perspective to the large group- less attention\n(reverse this for large) \n \n (likely question- describe a couple small cohort (or large) and what are the adv. and disadvantages)\n\nPre WW1- very few of them left- age 97 and older- small because theres almost no one left (at the time they were large)\nWW1- men are off at war- fewer babies- trying to enter workforce there was depression\nRoaring 20&#x2019;s- came back from war and made babies \nDepression babies- (bolded because it was the very smallest in Canada) people couldn&#x2019;t afford to have children- no jobs\nWW11- some people waited to have babies\nBaby Boom- war ended- everyones happy- economy is growing- everyone had kids \nBaby Bust- small group- the pill and women going into post secondary education made baby making settle \nBaby Boom Echo- us! our parents had lots of kids so there is lots of us \n\n\n\n
small green\nlarge red \nadvantage of small- less competition disadvantage- no one cares much in perspective to the large group- less attention\n(reverse this for large) \n \n (likely question- describe a couple small cohort (or large) and what are the adv. and disadvantages)\n\nPre WW1- very few of them left- age 97 and older- small because theres almost no one left (at the time they were large)\nWW1- men are off at war- fewer babies- trying to enter workforce there was depression\nRoaring 20&#x2019;s- came back from war and made babies \nDepression babies- (bolded because it was the very smallest in Canada) people couldn&#x2019;t afford to have children- no jobs\nWW11- some people waited to have babies\nBaby Boom- war ended- everyones happy- economy is growing- everyone had kids \nBaby Bust- small group- the pill and women going into post secondary education made baby making settle \nBaby Boom Echo- us! our parents had lots of kids so there is lots of us \n\n\n\n
small green\nlarge red \nadvantage of small- less competition disadvantage- no one cares much in perspective to the large group- less attention\n(reverse this for large) \n \n (likely question- describe a couple small cohort (or large) and what are the adv. and disadvantages)\n\nPre WW1- very few of them left- age 97 and older- small because theres almost no one left (at the time they were large)\nWW1- men are off at war- fewer babies- trying to enter workforce there was depression\nRoaring 20&#x2019;s- came back from war and made babies \nDepression babies- (bolded because it was the very smallest in Canada) people couldn&#x2019;t afford to have children- no jobs\nWW11- some people waited to have babies\nBaby Boom- war ended- everyones happy- economy is growing- everyone had kids \nBaby Bust- small group- the pill and women going into post secondary education made baby making settle \nBaby Boom Echo- us! our parents had lots of kids so there is lots of us \n\n\n\n
small green\nlarge red \nadvantage of small- less competition disadvantage- no one cares much in perspective to the large group- less attention\n(reverse this for large) \n \n (likely question- describe a couple small cohort (or large) and what are the adv. and disadvantages)\n\nPre WW1- very few of them left- age 97 and older- small because theres almost no one left (at the time they were large)\nWW1- men are off at war- fewer babies- trying to enter workforce there was depression\nRoaring 20&#x2019;s- came back from war and made babies \nDepression babies- (bolded because it was the very smallest in Canada) people couldn&#x2019;t afford to have children- no jobs\nWW11- some people waited to have babies\nBaby Boom- war ended- everyones happy- economy is growing- everyone had kids \nBaby Bust- small group- the pill and women going into post secondary education made baby making settle \nBaby Boom Echo- us! our parents had lots of kids so there is lots of us \n\n\n\n
small green\nlarge red \nadvantage of small- less competition disadvantage- no one cares much in perspective to the large group- less attention\n(reverse this for large) \n \n (likely question- describe a couple small cohort (or large) and what are the adv. and disadvantages)\n\nPre WW1- very few of them left- age 97 and older- small because theres almost no one left (at the time they were large)\nWW1- men are off at war- fewer babies- trying to enter workforce there was depression\nRoaring 20&#x2019;s- came back from war and made babies \nDepression babies- (bolded because it was the very smallest in Canada) people couldn&#x2019;t afford to have children- no jobs\nWW11- some people waited to have babies\nBaby Boom- war ended- everyones happy- economy is growing- everyone had kids \nBaby Bust- small group- the pill and women going into post secondary education made baby making settle \nBaby Boom Echo- us! our parents had lots of kids so there is lots of us \n\n\n\n
small green\nlarge red \nadvantage of small- less competition disadvantage- no one cares much in perspective to the large group- less attention\n(reverse this for large) \n \n (likely question- describe a couple small cohort (or large) and what are the adv. and disadvantages)\n\nPre WW1- very few of them left- age 97 and older- small because theres almost no one left (at the time they were large)\nWW1- men are off at war- fewer babies- trying to enter workforce there was depression\nRoaring 20&#x2019;s- came back from war and made babies \nDepression babies- (bolded because it was the very smallest in Canada) people couldn&#x2019;t afford to have children- no jobs\nWW11- some people waited to have babies\nBaby Boom- war ended- everyones happy- economy is growing- everyone had kids \nBaby Bust- small group- the pill and women going into post secondary education made baby making settle \nBaby Boom Echo- us! our parents had lots of kids so there is lots of us \n\n\n\n
looks like seniors will outnumber children in 2015\n-this population looks very different\n
looks like seniors will outnumber children in 2015\n-this population looks very different\n
looks like seniors will outnumber children in 2015\n-this population looks very different\n
looks like seniors will outnumber children in 2015\n-this population looks very different\n
looks like seniors will outnumber children in 2015\n-this population looks very different\n
looks like seniors will outnumber children in 2015\n-this population looks very different\n