Aims and Objectives 3 1.2 Research Methodology 3 2.0 Sustainability 4 2.1 Challenges of Sustainability 4 2.1.1 Cost Containment 4 2.1.2 Sustainability Tradeoffs 5 2.1.3 Low Level of Technology Sophistication 6 2.1.4 Triple Bottom Line 6 2.1.5 Contract Dynamics 7 2.1.6 Health and Safety 7 2.1.7
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Journal of Intercultural Management Vol. 3, No. 2, October 2011, pp. 113–125 Adrian Pyszka Michał Piłat Cracow University of Economics Applying trompenaars typology of organizational culture to implementation of csr strategy 1. Introduction Nowadays many authors declare Corporate Social Responsibility (CSR) in strategic terms as it is no longer seen as the invention of some social activist but important source of competitive advantage. However various researchers still struggle to figure
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A15-98-0024 Ricardo Semler and Semco S.A. Introduction In 1982 at the age of 24, Ricardo Semler took control of Semler & Company, a business founded and, until then, managed by his father. At that time, this Brazilian company’s organizational structure, like many historical Latin American enterprises, was a paternalistic, pyramidal hierarchy led by an autocratic leader with a rule for every contingency. Upon taking office, the younger Semler began dramatic organizational restructuring. Among
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this brand, unlike the more popular Godiva and Lindt. Currently owned by Steve Parkhill (since 2007), the company is privately held with 5 members on the board of trustees. Parkhill has stated the goal of the company to be to double or even possibly triple the size of the company within the next 10 years of operation. With a range of products from ice cream to fondue chocolate to just regular chocolate bars, Roger’s Chocolates is attempting to take over market share of an already highly populated area
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training. Program design refers to the organization and coordination of the training program.” (Noe, p. 193) Doug Conant became CEO of Campbell’s Soup in 2001 in the midst of a tumultuous time for the company. Campbell’s Soup stock was hitting rock bottom and “in Conant’s words, the company had "a very toxic culture." Employees were disheartened, management systems were dysfunctional, trust was low, and a lot of people felt and behaved like victims” (Duncan, 2014). To change the culture, Conant implemented
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Abstract— Cities need to become smarter by becoming more sustainable, more efficient and more livable. Information technology is helpful in making the city smarter. Smart cities are based on eight pillars comprises of buildings, energy, water, recycling, healthcare, mobility, services and finance. This paper focuses mainly on energy, environment and infrastructure which include all the eight pillars. The key drivers in smart city in terms of energies are maintaining grids reliability and stability
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In other words, they make really cools stuff happen when you click on the right place on your computer, Tablet or phone. The team at grow creates unique, high levels of creativity and technology. With a staff of approximately 30 employees and getting bigger, Grow has made an impressive mark to Norfolk Virginia. Grow is located in a four story historically restored storefront located on Granby Street, downtown Norfolk. They created a modern and clean feel to the building. Grow is not your typical
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Sustainable Talent Management In order for organizations to meet the growing demands of business sustainability and maintain a competitive advantage over the competition, businesses are encouraged to take a hard look at their talent pool (Urlaub, 2011). This process aims to retain employees and foster their continuing development of skills and competencies to achieve the organization’s immediate performance goals and long-term strategic objectives. This often requires managers to
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Table of Contents Cover Page P.1 Table of Contents P.2 I. Introduction P.3 II. Background and Business nature of the company P.3 III. Brand and marketing mix strategies P.4 IV. Marketing initiatives in establishing, growing and retaining the client relationship P.8 V. Recommendations to enhance brand loyalty and repeated purchases from existing clients P.11 VI. References P.14 I. Introduction Recently, many organizations are improving marketing strategies to meet customers’ expectation
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SPECIAL REPORT Top 10 Best Practices in HR Management For 2011 30610860 SPECIAL REPORT Top 10 Best Practices in HR Management For 2011 30610860 Executive Publisher and Editor in Chief: Robert L. Brady, J.D. Managing Editor–HR: Legal Editor: Editor: Production Supervisor: Graphic Design: Production & Layout: Patricia M. Trainor, J.D. Susan E. Prince, J.D. Elaine V. Quayle Isabelle B. Smith Catherine A. Downie Sherry Newcomb This publication is designed to provide accurate and
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