...they can follow two approaches such as Carroll’s four part model of CSR and stakeholder analysis. It has become a vital concern for the firms like shell to conduct CSR activities as they have to operate in an environment where they have to be economically viable as well as conforming to the legal laws, rights and obligations of the society. Not only the corporate social responsibility but also the stakeholder’s satisfaction can influence a great deal in the firm’s success. So, the stakeholder’s theory means a lot to the firms. Stakeholders can be internal as well as external. For applying those approaches, shell has to consider several analysis like cost benefit, life cycle analysis, environmental impact analysis, stakeholder matrix , segmentation analysis and so on. Finally, the company will get findings of taking one approaches as per the analysis to implement for being sustainable. * Contents Executive Summary 1 1 Introduction 3 2 For effective management of sustainability, these two approaches can be considered by the Shell Group as prescribed. The approaches are 4 2.1 Carroll’s four part model of CSR and Sustainability 4 2.1.1 Economic responsibilities 5 2.1.2 Legal responsibilities 5 2.1.3 Ethical responsibilities 5 2.1.4 Philanthropic responsibilitites 5 2.1.5 Criticism 6 2.2 Stakeholder theory 6 2.2.2 Criticism 8 3 Analysis for the application of chosen approaches for sustainable management 9 3.1 Analysis for Carroll’s four part...
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...Cross-Cutting Tool Stakeholder Analysis October 2005 Resources for Implementing the WWF Standards Contents What Is Stakeholder Analysis?............................................................................................ 1 Why Stakeholder Analysis Is Important ............................................................................. 1 When to Use Stakeholder Analysis ..................................................................................... 1 How to Develop and Use Stakeholder Analysis................................................................. 2 1. Identifying the key stakeholders and their interests (positive or negative) in the project ..........2 2. Assessing the influence and importance of each stakeholder as well as the potential impact of the project upon each stakeholder .................................................................................................4 3. Identifying how best to engage stakeholders ...........................................................................4 General Lessons............................................................................................................................5 References............................................................................................................................. 6 This document is intended as a resource to support the implementation of the WWF Standards of Conservation Project and Programme Management. Stakeholder analysis is an important...
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...Cross-Cutting Tool Stakeholder Analysis October 2005 Resources for Implementing the WWF Standards Contents What Is Stakeholder Analysis?............................................................................................ 1 Why Stakeholder Analysis Is Important ............................................................................. 1 When to Use Stakeholder Analysis ..................................................................................... 1 How to Develop and Use Stakeholder Analysis................................................................. 2 1. Identifying the key stakeholders and their interests (positive or negative) in the project ..........2 2. Assessing the influence and importance of each stakeholder as well as the potential impact of the project upon each stakeholder .................................................................................................4 3. Identifying how best to engage stakeholders ...........................................................................4 General Lessons............................................................................................................................5 References............................................................................................................................. 6 This document is intended as a resource to support the implementation of the WWF Standards of Conservation Project and Programme Management. Stakeholder analysis is an important...
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...Associate Level Material Appendix A Final Project Overview and Timeline Final Project Overview The final project enables you to demonstrate problem-solving and decision-making skills developed throughout the course. The “Qualify or Not” Ethics Case on pp. 288-290 (Ch. 4) introduces an accounting professional who faces an ethical dilemma. Your task is to apply your understanding of philosophical approaches to ethical decision making and stakeholder impact analysis to resolve the ethical dilemma detailed in the Ethics Case. Decide upon an ethical course of action the accountant could take and support that action with critical thinking and argumentation. Analyze the case using the concepts involved in stakeholder impact analysis and the philosophical approaches to ethical decision making. Explain what you think the accountant should do. You might also refer back to resources from your Critical Thinking class to refresh your memory on topics such as structuring arguments that will help your write a persuasive paper. Final Project Timeline You should budget your time wisely and work on your project throughout the course. As outlined below, some assignments in the course are designed to assist you in creating your final project. If you complete your course activities and use the feedback provided by the instructor, you will be on the right track to successfully complete your project. □ Suggested in Week One: Read The Dilemma of an Accountant Ethics Case, which...
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...McKoy on September 15, 2010 Market Responsiveness to Societal Interests Tracy L. Gonzalez-Padron1 and Robert W. Nason2 Journal of Macromarketing 29(4) 392-405 ª The Author(s) 2009 Reprints and permission: http://www. sagepub.com/journalsPermissions.nav DOI: 10.1177/0276146709344954 http://jmmk.sagepub.com Abstract The authors provide evidence that firms can enhance their own objectives by internalizing the objectives of most stakeholder groups. This suggests that society’s objectives, as defined by stakeholders to the firm, can be augmented by the self-interest motivation at the heart of a market system. Specifically examined was the impact of stakeholder responsiveness on innovativeness. The second objective of this study was to explore the impact of compliance-based versus strategic-based regulation approaches on firm innovation and overall corporate social responsibility (CSR). Findings suggest that regulatory responsiveness decreases innovation when firms expend resources only on compliance. Firms adopting strategic-based approaches, such as voluntary regulatory...
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... |8-12 | |Conclusion |12 | |References |13 | Abstract: The risk management in software project is a crucial activity because if any risk becomes true, it can hamper the growth of project as well as its organization. This paper presents the basic concept of risk, need for risk management and its process. Then the various approaches for the risk management used are discussed. The practical approach used for managing the risks is also given in the following section. A new approach for risk management called eRiskit method is developed by many project participants. Introduction: A risk is defined as the futuristic activity whose impact can be seen in future. Risk can be...
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...uk/content/dam/McDonaldsUK/People/Schools-and-students/mcd_finance.pdf IMPORTANCE OF STAKEHOLDER ANALYSIS: Eventually, all projects rely on selecting stakeholders with whom they can mutually work towards aims that will decrease or overturn the threats to your main conservation targets. A stakeholder analysis can assist a project or programmes identify like: The welfare of all stakeholders who may influence or be affected by the programme/project; Possible differences or threats that could put at risk the programme; Chances and relationships that can be made on throughout execution; Groups that should be positive to contribute in different stages of the project; Suitable approaches and strategies for stakeholder commitment; and The full involvement of stakeholders in both project design and performance of is a key to - but not an assurance of - victory. Stakeholder participation helps following activities: Gives people a little idea over how projects or policies may change their lives; Is necessary for sustainability; Generates a logic of ownership if started early in the advance procedure; Gives opportunities for learning for both the project team and stakeholders themselves; and Builds ability and improves responsibility. Stakeholder analysis is also a proper time to discover whether or not gender will be an issue in the amplification and carrying out of future efforts. It is well standard that discrimination by gender is possible to reduce the impact and usefulness of projects and policies. Furthermore...
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...Social Development Working Paper No.1 SOCIAL DEVELOPMENT ISSUES IN SECTOR WIDE APPROACHES Andrew Norton, Bella Bird May 1998 ISSN: 1462-8651 ISBN: 1 86192 042 3 The aim of the Working Paper series is to generate knowledge on social development that is pertinent to DFID’s goal of eliminating world poverty. It is hoped that the series will provoke new thought and discussion on issues of policy and practice rather than simply reflecting established ideas and positions. Social Development Division Department for International Development 94, Victoria Street London SW1E 5JL UK Tel: 44 (0) 171 917 7000 Fax: 44 (0) 171 917 0197 Email: sdd@dfid.gtnet.gov.uk DFID homepage: http://www.dfid.gov.uk Contents Executive Summary 1. 2. 3. Introduction Background - Sector Wide Approaches Issues in Sector Wide Approaches Defining the sector Who owns and who leads? Who is consulted and how? Centralisation vs. Decentralisation Projects vs. Programmes Changes in Development Practice Strengthening the Social Impact of Sector Wide Approaches Entry Points for Social Development Approaches Institutionalising Social Analysis in SWAps Strengthening Processes of Consultation & Participation in SWAps Strengthening Civil Society Capacity To Engage In Sector Policy And Programmes 4. 5. 6. Conclusions References Acknowledgements This paper has benefited greatly from comments on earlier drafts from Phil Evans, Rosalind Eyben, Charlotte Heath, Mick Foster, Peter Balacs, Julia...
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...Contents: Case Interview Process and Guidelines 3 Case 1: Requirements Gathering Process 4 Case 2: Improving the Customer Experience 6 Case 3: Vendor Selection Process 8 Case Interview Process 1) Introduce yourself and explain your background and career at Deloitte Consulting. 3 min 2) State the objective of the case interview and present the case to the candidate: 2 min • Explain that you want to understand how the candidate handles a situation relevant to those found on the job. • Mention that throughout the case, you will evaluate several capabilities: problem solving, communication, composure, and structured thinking. • You are evaluating how the candidate approaches the case and the logic and creativity behind his / her recommendations. There is no “right” answer. • Verbally present the case to the candidate. 3) Candidate review of case: 2 min • The candidate may or may not ask for a few minutes to get his / her thoughts together regarding the case. The candidate may take notes. Encourage the candidate to do both if needed. • Make yourself available to answer any questions during this time. 4) Candidate presents solution / approach to the case: 15 min • Make yourself available to answer any questions about the case during this time. • Present “Curve Ball” scenario and question 5) Case Wrap-Up 3 min 6) Candidate question and answer/wrap-up questions ...
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...importance attached to measuring the social value and social impact that various organisations create. The demand for measuring this value comes from all sides: funders who want to direct their money to the most effective projects, policy makers and government officials have to account for their spending decisions, and social organisations need to demonstrate their impact to funders, partners and beneficiaries1. This has led to a growing interest in terms such as „value for money‟, „value added‟ and „outcomes‟ as ways to measure a organisations performance. In many ways the distinction between „output‟ and „outcomes‟ encapsulates what is meant by measuring social value. Outputs: These are the activities done by an organisation, usually listed in an action plan or set of objectives. For example providing homeless people with food and shelter or organising a conference to discuss long term care services for the elderly. Outcomes: These are the long term observed effects of the outputs and are often the „real‟ changes that organisations are trying to make. For example homeless people no longer living on the street and now in employment is an outcome. Likewise a new policy implemented by a government or a new project that improves the quality of long term care for elderly people is an outcome. Unfortunately there is no single authoritative definition of „social value‟ but we can say that it refers to wider non-financial impacts of programmes, organisations and interventions, including...
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...abilities to evaluate and select strategies appropriate to business organizations. This will involve an analysis of the impacts of the external operating environment and the need to plan organizational strategies to ensure effective business performance. Summary of learning outcomes To achieve this unit a you must: 1 Analyze how the business environment is considered in strategy formulation 2 Understand the process of strategic planning 3 Examine approaches to strategy evaluation and selection 4 Analyze how strategy implementation is realized. Content 1 Strategy formulation Strategic contexts and terminology: role of strategy, missions, visions, strategic intent, objectives, goals, core competencies, strategic architecture, strategic control Stakeholder analysis: stakeholder significance grid, stakeholder mapping Environment auditing: political, economic, socio-cultural, technological, environmental and legal analysis (PESTEL), Porter’s 5 force analysis, the threat of new entrants, the power of buyers, the power of suppliers, the threat of substitutes, competitive rivalry and collaboration Strategic positioning: the Ansoff matrix, growth, stability, profitability, efficiency, market leadership, survival, mergers and acquisitions, expansion into the global market place The organizational audit: benchmarking, SWOT analysis, product positions, value-chain analysis, demographic influences, scenario planning, synergy culture and values 2 Strategic planning Strategic...
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...increasing focus by firms on examining their social responsibilities. For example, Business in the Community published ‘Winning with Integrity’ in November 2000. This has as part of its objectives ‘to produce materials and resources on how companies should measure and report their impact on society’ (Business Impact, 2000). It lists twenty such initiatives in various areas of furthering corporate social responsibility, not including its own report. Similarly, the World Business Council for Sustainable Development (WBCSD, 1999) seeks to develop a clear understanding of corporate social responsibility, including a matrix of corporate social responsibility indicators. But what is meant by Corporate Social Responsibility (‘CSR’)? Responsibility for what and to whom and who is calling for firms to be socially responsible? This article examines the broad development of the ideas behind CSR within the literature and some of the current attempts to define the social responsibilities of business. It starts by examining the debate about the nature of corporate social responsibility and current attempts to define CSR. It then looks at some theories to explain how and why business might undertake CSR –stakeholder theory, social contracts theory and legitimacy theory. The article concludes by describing ways of assessing corporate social performance – from industry and also from the academic literature. The need for companies to undertake activity that might be...
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...Q1 Primary stakeholders are those stakeholders who are directly affected by company’s activities, either positively or negatively. Primary stakeholders always have a close relationship with the company. For example, shareholders, employees, managers, suppliers and customers are in the primary stakeholder group. Secondary stakeholders stand for those who are indirectly affected by company’s operation or project. Secondary stakeholders always play an intermediary role but also have interest related to the company. For example, secondary stakeholder includes government agencies, policy makers, finance institutions and local board members. It is important for company to do stakeholder analysis and classify stakeholders into different groups. Different group are affected by company’s operations in different patterns (Goodpaster 1991). Primary stakeholders tend to be more greatly affected by company’s project; hence, primary stakeholders should be put into the first consideration priority when company makes decisions. Besides, company’s economic and human resource are scarce and limited, it is always impossible for company to allocate equal resources to all stakeholders, thus, company should put those who are directly affected by company and those who are closely related to company in the first priority (Kivits 2011). Stakeholder classification is used to help company identify the significance of stakeholders and attach different importance to different stakeholders. Q3 Crisis...
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...• • • Explain the development of the evolution of strategy Outline the ethical responsibilities and challenges that leaders of organisations are confronted by Discuss the different approaches to strategy, and how they differ from one another Identify the strategy process and describe the purpose of each step Explain the concepts of strategic thinking and analysis Describe the various levels of strategy and the links between them Explain the drivers, challenges and benefits of globalisation Discuss the role of the accountant in the strategy process PRACTICE • • • Have you completed the questions in the Study Guide? Have you completed the Learning Examples in the Student Notes? Have you completed the knowledge check questions from this module? Key revision areas: • The different approaches to strategy: rational, processual, evolutionary, systemic • The levels of corporate strategy and the scope/content of each • The drivers, challenges and benefits of globalisation • Evolution of corporate strategy as a concept – Porter, Mintzberg • Operational effectiveness v. strategic positioning • Developing the strategy – see Focus slide • Ethics in leadership: classical and socioeconomic views Strategy and leadership Approaches to strategy Strategy process • Rational – Ansoff, Chandler, Porter’s five forces • Processual – emergent strategies • Others – evolutionary, systemic • External environment – PESTEL ...
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...Research Institute in Education for Sustainability Graduate School of the Environment Macquarie University NSW 2109 ariescoordinator@gse.mq.edu.au (02) 9850 8597 2 Contents Introduction ............................................................................ 4 Methodology ............................................................................ 5 Background ............................................................................. 5 Approaches to Learning and Change at YVW .................................... 6 Creating a more innovative organisational culture.....................................6 Integrating environment as a strategic issue............................................7 Sustainability tools ..........................................................................9 The Natural Step................................................................................... 9 Life Cycle Assessment ...........................................................................11 Collaborative learning through stakeholder engagement ........................... 12 Linking culture, strategy and mechanisms for learning and change ......13 Organisational learning ................................................................... 14 Conclusion .............................................................................16 References.............................................................................16 Appendix: Yarra Valley Water Awards ......................
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