...Strategic Management - An Introduction Strategic Management is all about identification and description of the strategies that managers can carry so as to achieve better performance and a competitive advantage for their organization. An organization is said to have competitive advantage if its profitability is higher than the average profitability for all companies in its industry. Strategic management can also be defined as a bundle of decisions and acts which a manager undertakes and which decides the result of the firm’s performance. The manager must have a thorough knowledge and analysis of the general and competitive organizational environment so as to take right decisions. They should conduct a SWOT Analysis (Strengths, Weaknesses, Opportunities, and Threats), i.e., they should make best possible utilization of strengths, minimize the organizational weaknesses, make use of arising opportunities from the business environment and shouldn’t ignore the threats. Strategic management is nothing but planning for both predictable as well as unfeasible | | |contingencies. It is applicable to both small as well as large organizations as even the smallest organization face competition and, by formulating| |and implementing appropriate strategies, they can attain sustainable competitive advantage. | Strategic Management is a way in which strategists set the objectives and proceed about attaining them. It deals with making...
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...THE ROLE OF HUMAN RESOURCE MANAGEMENT IN CORPORATE SOCIAL RESPONSIBILITY ISSUE BRIEF AND ROADMAP REPORT FOR PREPARED BY: Coro Strandberg Principal, Strandberg Consulting MAY 2009 CSR and HR Management Issue Brief and Roadmap 2 ISSUE BRIEF AND ROADMAP OBJECTIVE • To understand the foundational elements that need to be in place to foster a high performance CSR (corporate social responsibility) organization and develop a framework or roadmap for firms wishing to become a high performing CSR organization. AT A GLANCE • Human resource professionals have a key role to play to help a company achieve its CSR objectives. Employee involvement is a critical success factor for CSR performance. Human resource managers have the tools and the opportunity to leverage employee commitment to, and engagement in, the firm’s CSR strategy. • High performing CSR organizations foster a culture of CSR and fully integrate CSR throughout their operations, rewarding and incentivizing CSR decisions and initiatives. • Employees prefer to work for organizations aligned with their values; thus, incorporating CSR into the employee brand can enhance recruitment and retention, particularly in tight labour markets. • CSR can be applied to the HR toolkit, resulting in a roadmap or pathway for human resource practitioners to follow who wish to contribute to the achievement of their organization’s sustainability and business aspirations, thereby improving social and environmental conditions...
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...Corporate Social Responsibility Geoffrey P. Lantos Professor of Business Administration Box D-55 Stonehill College North Easton, MA 02357 June 2001 Phone: 508.565.1205 Fax: 508.565.1444 E-mail: glantos@stonehill.edu 1 The Boundaries of Strategic Corporate Social Responsibility Keywords Corporate social responsibility (CSR), Roles of business, Stakeholder theory, Ethical CSR, Responsibilities and duties, Altruistic CSR, Strategic CSR, Abstract Reviews the development of the corporate social responsibility (CSR) concept and its four components: economic, legal, ethical, and altruistic duties. Discusses different perspectives on the proper role of business in society, from profit making to community service provider. Suggests that much of the confusion and controversy over CSR stem from a failure to distinguish its ethical, altruistic, and strategic forms of CSR. On the basis of a thorough examination of the arguments for and against altruistic CSR, concurs with Milton Friedman that altruistic CSR is not a legitimate role of business. Proposes that ethical CSR, grounded in the concept of ethical duties and responsibilities, is mandatory. Concludes that strategic CSR is good for business and society. Advises that marketing take a lead role in strategic CSR activities. Notes difficulties in CSR practice and offers suggestions for marketers in planning for strategic CSR and academic researchers in further clarifying the boundaries of strategic CSR. Introduction...
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...President Chain Store Corporation 2011 CSR Report President Chain Store Corporation 2011 CSR Report www.7-11.com.tw 7-ELEVEN 2011 CSR REPORT Content About This Report h i s re p o r t e n c o m p a s s e s t h e v i e w s a n d strategies of President Chain Store Corp. (PCSC) concerning key issues of sustainability in the retail industry and displays our current results and future plans, thereby providing a channel to communicate with our stakeholders. Meanwhile, we view this report as a strategic means of self-review and –assessment so that all results will produce a rolling multiplier effect, gradually achieving the ultimate goal of a happy enterprise and society. The 2011 Corporate Social Responsibility (CSR) repor t is the first to be issued by the PCSC in accordance with the Global Report Initiative’s thirdgeneration criteria (GRI G3). Its contents are based primarily on data from 2009 to 2010 (from Jan. 1st, 2009 to Dec. 31st, 2010), with B-Level application status and organization boundaries established according to the consolidated-statement principle. The primary scope of the performance presented in the current report is limited to PCSC operations in Taiwan. Data from other subsidiary companies are expected to be included gradually in future reports so as to present more complete information and carry out the verification of report. Content • Reporting Principles The core of this 2011 President Chain Store Corp. CSR report is ”Happiness,” with a content...
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...UST Global, India: delivering software service solutions Balakrishnan Menon Balakrishnan Menon is a Professor in the DC School of Management and Technology, Idukki, India and Research Scholar in the School of Management Studies, Karpagam University, Coimbatore, India. 1. Introduction When the founder Chairman of US Technology Private Ltd (UST) Late Mr G. A Menon wanted to set up a software company in Trivandrum, the capital city of the communist party dominated state of Kerala in the year 1999, many people close to him warned that he was setting himself up for failure. The state of Kerala was, in those days, labeled as anti-investment and non-conducive to new entrepreneurial ventures, as it was dominated by a work force, controlled by militant trade unionism with a vested interest to keep their flocks together with age-old dogmas and philosophies. However, Mr Menon went ahead with his plan and set up the company in Trivandrum, as he was keen to do something for his home state, even when the top echelon in the Secretariat (head quarters of the state administration machinery) discouraged him. In subsequent years, UST became the largest software exporter from the state of Kerala, to USA and other countries. UST is a fully-owned subsidiary of California-based US Technology Resources LLC. Established on September 1, 1999 with barely 14 employees, the company was set up, as a 100 per cent Export Oriented Unit, to export software services and solutions, in Techno Park, Trivandrum...
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...28 of G1 29 of G1 Page-2 Section – G2 :: Technical specification requirements for Application Packages Sl. No. Title Page No. / Section No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 Part-A – Essentially Required by most Utilities for setting up an IT backbone for collection of baseline data, Energy Accounting / Auditing and establishment of Customer care centers Introduction System Functionality Module : Meter Data Acquisition Module : Energy Audit Module : New Connection Module : Disconnection & Dismantling Module : GIS based customer Indexing and asset mapping Module : GIS based integrated network analysis module Module : Centralized Customer Care Services Module : Management Information System (MIS) Module : Web Self Service Module : Identity and Access Management system Module : System Security Requirement Part-B – Requirement based implementation of Commercial Processes like M,B,C for Utilities, who do not have such IT enabled systems Development of...
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...n the Middle East: Responsibilities, Challenges and Strategies Proceedings of Congress Edited by Najwa Sami Dham & Syed Aziz Anwar e‐TQM College P.O. Box 71400 Dubai United Arab Emirates (1) ISBN 978‐9948‐03‐638‐8 Table of Contents Foreword ___________________________________________________________________ 6 Professor Mohamed Zairi, Chairman, Quality Congress Middle East 2 ______________________ 6 Research Papers ______________________________________________________________ 7 TQM and its Implementation in Higher Education of Iran _________________________ S.A. Siadat _____________________________________________________________________ M. Mokhtaripour _________________________________________________________________ R. Hoveida _____________________________________________________________________ 8 8 8 8 Quality: From Where to Where? ___________________________________________ 12 Alan Brown ___________________________________________________________________ 12 The Impact of Educational Quality Models on Schools’ Performance in Dubai ________ 20 Kalthoom Al Balooshi ____________________________________________________________ 20 Wafi Dawood __________________________________________________________________ 20 Management Education and Development in the United Kingdom _________________ 25 Daniel O' Hare _________________________________________________________________ 25 Global Quality Management Systems and the Impact...
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...About CSR Practices: A Literature Review Kavitha W * and Anita P ** Corporate Social Responsibility (CSR) is now prominent and evident more than ever due to the emphasis laid on businesses regarding environmental, social and ethical issues. The level of CSR activities of the firms is made known to public only through the disclosures. This paper reviews the literature on CSR disclosures and the effect of these disclosures. There are various factors which determine the extent of disclosures like the size of the firm, industry, high visibility, etc. Introduction Corporate Social Responsibility (CSR) is now prominent and evident more than ever due to the emphasis laid on businesses regarding environmental, social and ethical issues. This is because over the recent years, there have been social, political and economic pressures on corporate management to pay attention on social and environmental consequences of corporate activities. These pressures motivated the corporate management to actively participate in a wide range of social welfare activities. CSR now-a-days covers almost all issues like the use of child labor; inequality of employment; environmental impact; involvement in local community; products’ safety; company cultures; brand image and reputation. Apart from this, companies are now disclosing these activities in their annual reports, and one of the parameters to judge the performance of a company is CSR reporting. Corporate Social Responsibility CSR is defined...
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...Criterion 4: The description of actions taken in support of broader UN goals and issues Page 21 Page 23 Criterion 5: Page 24 Criterion 6: The description of commitment, strategies, policies in the area of human rights The description of effective management system to integrate human rights principle Page 27 Criterion 7: The description of effective monitoring and evaluation mechanism of human rights integration Page 28 Criterion 8: Standardize performance indicators in human rights Criterion 9: The description on commitment, strategies or policies in the area of labour Page 29 Page 30 The Communication on Progress of PT. Martina Berto Tbk .- Martha Tilaar Group Page 2 Criterion 10: The description on effective management system to integrate the labour Principles Page 32 Criterion 11: The description on effective monitoring and evaluation mechanism of labour principles integration Page 33 Criterion 12: Standardize performance indicators on labour principle integration Page 34 Criterion 13: The description on commitments, strategies or policies in the area of environmental stewardship Page 35 Criterion 14: The description of effective management system to integrate the environmental principle Page 36 Criterion 15: The...
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............6 2. BBA Programme....................................................11 a. Structure of BBA Programme..……………....12 b. Layout for BBA Programme..........................13 c. Semester-wise Breakup for BBA…...............14 3. Bachelor of Business Studies (BBS)......................15 4. MBA Programme....................................................16 a. Structure of MBA Programme........................17 b. Semester-wise Breakup for MBA...................19 5. MS in Management Sciences................................20 a. Structure of MS Programme...........................20 b. Eligibility for Non-business Degree Holders...21 6. Roadmap for Business Education…………............24 7. BBA Course outlines...............................................25 a. Compulsory Courses for BBA...…….…..........25 b. Foundation Core Courses...........…....…....... 41 c. Major Core Courses........................................59 d. Major Elective Courses...................................75 e. Management Specialisation Courses..............89 f. Marketing Specialisation...............................105 g. Finance Specialisation..................................105 8. BBS Course outlines..............................................116 a. Core Courses................................................116 b. Elective...
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...i STRATEGIC HUMAN RESOURCE MANAGEMENT ii For free online support material please go to the Kogan Page website: www.koganpage.com/strategichrm Password: SHRM53756 iii STRATEGIC HUMAN RESOURCE MANAGEMENT A GUIDE TO ACTION 4TH EDITION Michael Armstrong London and Philadelphia iv Publisher’s note Every possible effort has been made to ensure that the information contained in this book is accurate at the time of going to press, and the publishers and author cannot accept responsibility for any errors or omissions, however caused. No responsibility for loss or damage occasioned to any person acting, or refraining from action, as a result of the material in this publication can be accepted by the editor, the publisher or the author. First published in Great Britain and the United States in 1992 as Human Resource Management: Strategy and Action Second edition published as Strategic Human Resource Management: A Guide to Action 2000 Third edition 2006 Reprinted 2006 Fourth edition 2008 Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers...
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...health system] is the most familiar; the entire health system is often identified with just service delivery.” The report states that service provision, or service delivery is the chief function the health system needs to perform (WHO 2000). As such, Figure 8.1 (see also Chapter 1, Figure 1.1) shows the relationship between service delivery and the other modules of this health systems assessment and their relationship with health system objectives. Because of the limited time to conduct this assessment, more emphasis will be placed on personal health (as opposed to public health) services and service delivery functions at the subnational level (i.e., the district, hospital, health center, health post, and dispensary levels). Health sector planning is covered in the Governance module, Chapter 6. For the purposes of this assessment, the private sector role in service delivery will refer to the following— • For-profit (commercial) and nonprofit (nongovernmental organization [NGO] or...
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...FT 106C FT 107C FT 108C Management Principles and Practices Mathematics and Statistics for Managers Accounting for Managers IT and E-Business Fundamentals Business Environment Organization Behavior and Processes Business Communication Business Legislation 1-2 3-4 5-6 7-8 9-10 11-12 13-14 15-16 COURSES AND SYLLABUS FOR SECOND, THIRD AND FOURTH SEMESTER SHALL BE COMMUNICATED LATER. 2 FT-101C MANAGEMENT PRINCIPLES AND PRACTICES Course Objective The objective of this course is to help the students gain understanding of the functions and responsibilities of the manager, provide them tools and techniques to be used in the performance of the managerial job, and enable them to analyze and understand the environment of the organization. Examination The faculty member will award internal marks out of 20 (8 for Tests and 12 for class participation). The semester examination carrying 80 marks will have two sections A and B. Section A worth 60 marks will have 6 theory questions out of which students will be required to attempt any four questions. Section B carrying 20 marks will contain one or more cases. Cases prescribed below are only for classroom discussion and internal evaluation and not for end semester examinations Course contents 1. Concept of Management Functions and Responsibilities of Managers, Fayol's Principles of Management, Management Thought The Classical School, the Human Relations School, Systems Theory, Contingency Management, Developing Excellent Managers...
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...Outline: RESEARCH 1) NATURE AND SCOPE OF RESEARCH 1.1) Definition – purposive, systematic and scientific process of gathering, analyzing, classifying, organizing, presenting and interpreting data for the solution of a problem, for prediction, for invention, for the discovery of truth, or for the expansion or verification of existing knowledge, all for the preservation and improvement of the quality of human life. 1.1.1) History of Research Historical records reveal that there is no written document on the beginning of business research as an organized business activity, but this is definitely of modern origin. During the Middle Ages, the merchant families of Fugger and Rothschild prospered in part because their organizations enabled them to get information before their competitors did. These studies were unsystematic, but considered to be well organized during that time. In 1879, more by accident than foresight, N. W. Ayer and Son conducted a crude but formal market survey, to measure markets for agricultural machineries, manufactured by Nicholas-Shepard Company. This market survey is probably the first real attempt at business research in the United States. The Curits Publishing company is generally conceived to have formed the first formal business research department with the appointment of Charles Parlin as manager of the Commercial Research Division of the Advertising Department in 1911. His original idea was that advertising space could be sold more effectively...
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...and employee are interdependent and their survival depends on an important factor called Organizational Behaviour. I understood that to get a bird's eye view about any organization, first I need to understand about the organizational behaviour. Organization is a complex open system that depends on external environment for effective functioning. I believe that the intellectual capital is definitely a valuable asset and its sharing can be a growth factor for organization. For an effective management, we need to go through planning, organizing, leading and controlling aspects of a job in hand. Management and leadership must be important traits for a manager to enable team and organization to achieve more than just task completion. I need to develop soft skills and hard skills in a proper ratio i.e. conceptual, human and technical skills to be an effective manager in future. Also learnt how important are values and ethics to an organization and about its responsibility towards the society (CSR). Understood the fact that more globalization and increasing workforce diversity has changed the structure of corporate world and information technology has impacted the way the organizations used to work. I was amazed to know that effective manager need not be a successful manager (important lesson learnt) but relative combination of both will be ideal. I agree with BCG's report on worldwide challenges 2015 that a manager is and will be expected to manage much more than just a project. I...
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