...Managing the environment impacts our business we need to collaborate with different business and stay innovated to keep on going improvements. Starbucks wants to reduce the impact of how much waste is generated from day to day. The average person generates over 4 pounds of trash every day and about 1.5 tons of solid waste per year. (Do Something , 2016) We will be offering reusable cups with our signature logo. Cup sleeves will also be made of raw materials in which we will collaborate with business and encourage our customers to implement recycling in their daily lives. With these adjustments for cup sleeves we are nearly saving 1000,000 tresses a year and we are working to roll out Earth Sleeves globally. (Cup and Materials, 2016). You would assume that having our customers recycle and re use our product would be easy but its challenging. Not all business or governments are recycle friendly our ability to provide recycling for our customers is often dependent upon landlords who control the waste collection and decide whether or not they want to provide recycling. (Cup and Materials, 2016). We will collaborate with postmates in making a better and memorable experience for our customers. Not only will we provide recycled product for our customer but also have customers beverages sent out in wrapped electric cars with Starbucks logo. The Electric car will be Tesla not only do we want to provide our customers the best experience but we want to stay ecofriendly in doing so. Our goal...
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...“Islands are fragile” (O’Riodan, 2009). The delicate and sensitive entities of islands need to be managed by the stakeholders in a sustainable way in order to maintain the natural and cultural environment. Sustainable tourism is defined as “tourism that is economically viable but does not destroy the resources on which the future of tourism will depend, notably the physical environment, and the social fabric of the host community.” (Brent, R., 2003). Islands suffer from special problems such as their limited carrying capacity, their lack of product diversity, their history, their peripheral and isolated nature, as well as having large endemism in regard to species. These problems can have diverse and wide ranging effects on stakeholders’ abilities to set up sustainable tourism projects. Space or carrying capacity is a major constraint on the creation of sustainable tourism projects. There is, as Bramwell (2004) suggests, an absolute restricted resource base which should act as a restrictive band on development and prevent sprawling unsustainable development. Developers and tour operators are at loggerheads with environmental agencies over this, as they are seeking quick short term profits with disregard for the future of the islands. This is shown in Bali, Indonesia on ‘Rama Beach’ the sea is littered with dead fish, oil and litter from the Rama beach hotel (personal obvs., 2010). This detracts from the selling points of an island resort (sun, sea and sand). Butler’s (1980)...
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...Managing In a Global Environment Instructor Course Research shows that a company needs more than a set of techniques, skills, and global desires to succeed at a global level. However for a company’s success, it requires the development of a global mindset for both managers and organizations (Jessberger, et al., 2013). A vast majority of managers find themselves working in foreign firms within or outside their country. However, for them to navigate through ambiguities and complexities, they will need to develop a proper mindset that will surpass their traditional management responsibilities. The ability of managers to influence and appreciate individuals, systems, groups and organizations that represent different psychological, cultural, political, social, institutional and intellectual characters can be termed as a global mindset. A manager with a global mindset is not limited in by his or her mindset which only favors one’s personal view but rather responds to a variety of different perspectives at the same time (Jessberger, et al., 2013). However, a vast majority of managers fail to understand that the values that govern the business in their country don’t necessarily work for those in other nations. Research shows that a vast number of people with exposure to different cultures can easily speak various languages and can adapt into a global lifestyle. However, as per research, that global leaders have extensive experiences communicating with a large variety of people due...
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...What is the Christian role in managing the Environment? By JOHNSON OLAWUWO DEYI Environment is referred to as our surroundings, the conditions of our existence. It includes both living and non-living elements and provides resources to support life on Earth. Essential part of the environmental concept is establishing a relationship between living organisms and the natural habitat they live in. The connection between those two is built upon interdependency. The words ‘nature’ and ‘environment’ can be used as substitutes. Generally, it is believed that nature excludes everything made by man. So, there is man on one side of the equation and there is environment on the other. What should be found is balance between them, a way for them to be combined properly. And since we, as people, live in the surrounding environment, from our point of view, we are kind of in it but not exactly part of it. And because we look at the matter from the human perspective, we are not included. It can be concluded that environment is also everything that surrounds us, naturally existing but not manmade. This includes mountains, seas, forests, animals, other living organisms, natural forces. We are part of its environment. From our perspective, the ant is part of our environment. But both the ant and the man are excluded from their own environments when the matter is view through their eyes. Humans are given a very significant and...
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...MANAGING COMMITMENT-BASED ORGANIZATIONS IN COMPETITIVE ENVIRONMENTS V. Aruldas, P. Zachariah, S. Awale Commitment-based organizations (organizations with a strong commitment to help individuals, groups or communities as a labour of love) are typically found in areas of need – working with street children, the homeless, healthcare for the poor, battered women, etc. Some of these areas of need have, over time, attracted other providers who see a business opportunity, resulting in a competitive setting. In India, the church-owned hospitals are an example of commitment–based organizations facing a competitive situation. Most church-owned hospitals in the country when there was little private or government healthcare, with a strong commitment to provide health care to the poor. Over the years, the number of healthcare providers has increased, the technology of healthcare provision has changed, funding for care of the poor is no longer easily available, and the founders of the hospitals have handed over leadership to the next generation. Managing such commitment-based organizations in this changed environment is a challenging task. A case-based study of 6 Indian church-owned hospitals was undertaken to understand how this challenge can be addressed. The findings suggest that such organizations need to have three primary areas of management focus: a) managing the operations b) managing the environment, and c) managing the ideology. Managing the operations...
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...Managing New, Remanufactured and Upgraded Products under a Coupon Recycling Environment Xian LI1 , Jihong ZHANG1,† , Xiaosong DING1 , Xiaodong YANG1 1 International Business School Beijing Foreign Studies University Beijing, People’s Republic of China, 100089 † corresponding author: zhangjihong@bfsu.edu.cn Abstract—We consider a two-period production and pricing model under a coupon recycling environment, in which a monopolistic manufacturer is able to produce and sell new, remanufactured and upgraded products simultaneously in the market. To attract consumers to return used products and promote the sale of upgraded products, the manufacturer offers coupons in the recycling process. We focus on the competition between different kinds of products and analyze the manufacturer’s optimal production and pricing strategies as well as the effect of coupons on them. Keywords—remanufacturing; pricing strategy; cost; coupon I. I NTRODUCTION With the advancing high-technology and exacerbation in global economic competition, more and more electronic products possess a very short lifespan prior to becoming outdated. For example, electronic products including mobile phones, MP3-players, digital cameras, tablets and laptops often have a lifespan being no more than one year. In the meanwhile, the shortage in global resources and deterioration of ecological environment makes remanufacturing a popular alternative to the sustainable development of many electronic...
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...Level 5 Diploma in Primary Care and Health Management 4419-601 Managing Medical Ethics and Legal Requirements in a Primary Care and Health Environment TABLE OF CONTENTS TASK | PAGE | Task 1Managing medical ethics is a fundamental part of a Manager’s role. It is the responsibility of the Manager to understand the guiding principles of medical ethics and apply them within the organisation | | a) Reflect on the journey of medical ethics and interpret how the principles of the Hippocratic Oath are applied within your organisation………………………………….………… | 4 | b) Examine your workplace with reference to its compliance with the legal and ethical requirements of holding, using and accessing data………………………………………….………. | 6 | c) Evaluate your role as a manager in ensuring compliance with the principles of medico-legal ethics in relation to duty of care ………………………………………………………… | 8 | d) Regulatory bodies are used as a means of support in the event of fraud and malpractice. Analyse the route or course of action you would follow if you were to identify evidence of potential fraud or malpractice within your organisation…………… | 9 | Task 2There are a variety of medico-legal requirements affecting healthcare organisations and the Manager is required to understand how these requirements impact not only on the medical profession but on the organisation as a whole. | | a) Review relevant medico-legal requirements relating to consent and capacity, affecting...
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...------------------------------------------------- Chapter 2—The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis TRUE/FALSE 1. The health-related concerns in the general environment facing Philip Morris International are part of the physical segment. ANS: F PTS: 1 DIF: Medium REF: 36 OBJ: 02-01 TYPE: comprehension NOT: AACSB: Ethical & Legal understanding | Management: Ethical Responsibilities | Dierdorff & Rubin: Managing the task environment 2. The external environment facing business stays relatively constant over time. ANS: F PTS: 1 DIF: Easy REF: 34-35 OBJ: 02-01 TYPE: comprehension NOT: AACSB: Business Knowledge & Analytical Skills | Management: Environmental Influence | Dierdorff & Rubin: Managing the task environment 3. Demographic, economic, political/legal, sociocultural, technological, global, and physical are the seven elements comprising the industry environment. ANS: F PTS: 1 DIF: Hard REF: 38 (Table 2.1) OBJ: 02-02 TYPE: knowledge NOT: AACSB: Business Knowledge & Analytical Skills | Management: Environmental Influence | Dierdorff & Rubin: Managing the task environment 4. Firms can directly control the elements of the seven segments of the general environment. ANS: F PTS: 1 DIF: Easy REF: 37 OBJ: 02-01 TYPE: comprehension NOT: AACSB: Business Knowledge...
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...MANAGING CORPORATE RESPONSIBILITY IN WIDER BUSINESS ENVIRONMENT NAME ID INTERNATIONAL COLLEGE OF BUSINESS & TECHNOLOGY LTD Edexcel BTEC Level 7 Professional Diploma in Strategic Management & Leadership Managing Corporate Responsibility in Wider Business Environment Table of Contents INTRODUCTION .................................................................................................................... 2 Page | 1 PART 01: .................................................................................................................................. 3 LO 1.1: Briefly explain how the globalization has an impact on a national economy ......... 3 LO 1.2: Discuss the influence of international institutions. .................................................. 4 LO 1.3: Explain the role of European Union on Unilever, UK. ........................................... 6 LO 2.1: Explain the importance of having good Corporate Governance for the organization ............................................................................................................................................... 7 LO 2.2 & 2.3: Discuss what regulatory requirements exist in the country shaping the corporate governance practices of an organization and their role in ensuring corporate stakeholder’s interest. ............................................................................................................ 8 LO 3.1: Discuss the economics of adopting a policy...
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...J. Chavan Prof. Pradeep Sadarpatil Prof. Sandip Kodgire Prof. Swapnil Patil Prof. Gaurav Petkar Prof. Shripad Joshi Prof. Sheetal Kunjir 1 Marketing Management Session Plan (31st batch PGDM) MARKETING MANAGEMENT : Session Plan Session 1 Topic Introduction: Developing rapport between faculty and students, syllabus overview, about lectures and cases, etc. Defining marketing for the 21st century The Scope of Marketing Core Marketing Concept Company Orientation Toward The Marketplace Marketing Management tasks Scanning the marketing environment , Forecast demand and conducting marketing research Components of a modern Marketing Information System Internal records Marketing intelligence Identifying the major forces The demographic environment The economic environment The socio-cultural environment The natural environment The technological environment The political –legal environment Scanning the marketing environment , Forecast demand, and conduction marketing research The Marketing Research System The Marketing Research Process Chapter No. 2/3 Chapter 1 4 11 18 24 Chapter 3 4 60 61 62 65 66 68 70 71 73 74 Chapter 3 5 82 84 2 6 Creating Customer Value and Customer Relationship Building Customer Value, Satisfaction and Loyalty Customer Perceived Value Total Customer Satisfaction Customer Relationship Management Analyzing Consumer Markets What influences consumer behavior The Buying decision process : the five stage model Analyzing Business...
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...University of Phoenix Material Managing Access to an Active Directory Environment Select and complete one of the following assignments: Option 1: Managing Access to an Active Directory Environment Option 2: Managing Access to an Active Directory Environment (Graphical) Option 3: Managing Access to an Active Directory Environment (Advanced) Option 1: Managing Access to an Active Directory Environment Assume for this assignment that Kudler Fine Foods is running Windows Server® 2008 R2. The company has three locations, each overseen by a store manager. Each store manager has access to a desktop, a laptop, and a printer/scanner/fax machine. This equipment is authorized for use according to the following rules: • The desktop and laptop are authorized for use by the store manager, President Kathy Kudler ,and the president’s administrative assistant. • The printer/scanner/fax machine is authorized for use by the store employees where it is located, as well as President Kathy Kudler and the president’s administrative assistant. • The director of store operations can use any equipment in any location. Design group objects to implement group policies to manage access to these resources. Document the group design using the following table: Name Membership Type Scope Permissions During your work on the network operating system, you become concerned about threats such as disk failures, administrative errors, natural disasters, and the...
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...those is the BRAVE cultural framework. At some level, everyone knows culture is important, but people struggle to define, understand, and influence it. Since we originally created this framework, many have found BRAVE helpful in building shared cultural understanding and action. BRAVE CULTURAL FRAMEWORK BRAVE encapsulates components of culture including the way people Behave, Relate, their Attitude, Values, and the work Environment they create: Behave: The way people act, make decisions, control the business, etc. Relate: The way people communicate with each other (including mode, manner, frequency, and disagreement), engage in intellectual debate, manage conflict, credit and blame, etc. (1) Attitude: How people feel about and identify with the organization, its purpose, and its stakeholders, etc. A big part of this comes through in individual and organizations' sense of commitment to what they are doing. Values: People's underlying beliefs, principles, approach to learning, risk, time horizons, etc. Environment: The way people approach the work environment in terms of formality/informality, preferred office layout, etc. In the end, a BRAVE culture is one that is ready to change in terms of will and skill. APPLYING BRAVE TO ONBOARDING AND LEADING BRAVE has application at several onboarding steps. INTERVIEWS BRAVE has direct applicability to the "Fit" question: "Can we stand working with you?" (One of the...
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...Managing and Directing Successful Projects with PRINCE2TM 2 Managing and Directing Successful Projects with PRINCE2TM Written by Andy Murray of Outperform, Lead Author of PRINCE2 this brochure provides an overview of both Managing and Directing Successful Projects with PRINCE2TM. The public consultation comprised of: • Reviewing the Issues Log • A series of workshops/focus groups facilitated by the Best Practice User Group (BPUG) • ‘Champion’ interviews of key users • A series of surveys. More than 170 organizations and individuals provided feedback as part of the consultation process. Analysis of the feedback shows a general consensus for change as follows: • Reduce the size of the manual and improve the style of language (more guidance less instruction) • Integrate with other OGC products • Show linkage to other methods and bodies of knowledge • Provide more guidance on tailoring (particularly for smaller projects) • Include (or reference) the soft aspects of Project Management (e.g. people management, change management, ‘fuzzy’ requirements). Why has PRINCE2 been refreshed? PRINCE2 is often cited as the world’s most widely used project management method. Its success is largely due to it being non-proprietary but also due to the ability of organizations to apply it to a variety of industries, environments and project sizes. Since its launch in 1996, the project management industry has not stood still. The emergence of Agile and iterative approaches...
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...theories of management’s four primary functions: planning, organizing, leading, and controlling. The readings explain various internal and external factors that affect management. These factors are important because as you examine each of the four primary management functions, you will become more aware of the internal and external influences as well as the decision-making processes that affect management. Functions of Management OBJECTIVE: Define the four functions of management. Resources: Ch. 1 and Appendix A of Management: Leading & Collaborating in a Competitive World Content • Ch. 1: Managing of Management: Leading & Collaborating in a Competitive World o Managing in the New Competitive Landscape • Globalization • Technological Change • Knowledge Management • Collaboration across “Boundaries” o Managing for Competitive Advantage • Innovation • Quality • Service • Speed • Cost Competitiveness • Delivering All Five o The Functions of Management • Planning: Delivering Strategic Value • Organizing: Building a Dynamic Organization • Leading: Mobilizing People • Controlling: Learning and Changing • Performing All Four Management Functions o Management Levels and Skills • Top-Level Managers • Middle-Level Managers • Frontline Managers • Working Leaders with Broad Responsibilities ...
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...Managing Diversity in the Workplace The modern business environment is marked by the many people-oriented variables brought to organizations. These variables include gender, race, age, and religion, and socioeconomic background, regional and national origin. All these factors form the current workforce in the market place. Diversity is widely recognized as one of the world’s greatest strengths. Diversity continues to affect the society and the organizational workforce in the process of shaping the 21st century workforce (Konrad, 2006). Organizations appreciate individual sensitivity and differences to allow them to succeed at the organizational mission. Sensitivity and training on diversity focuses on changing the standards and expectations of people. This paper gives details on understanding diversity. Although the scope is limited, it highlights how the understanding of diversity is a challenge in managing the current workforce. It remains a fact that the contemporary workforce does not have the same desires as the previous workforce. Work diversity is a challenging experience. Managing and valuing diversity touches on peoples’ values, emotions and beliefs. It demands that people must change their behavior. It demands that organizations must question and change their systems, policies and practices some of which have not been questioned for centuries. Besides, they have contributed to the organization’s values, traditions, and ultimate success (Albrecht, 2011)...
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