...your textbook (Stakeholder Typology: One, Two, or Three Attributes Present) discuss the ‘Ethics in Practice case’ on page 46 (Are Plants and Flowers Stakeholders? Do they have rights?) Freeman (1984, P. 46) popularized the definition of a stakeholder as ‘. . . ANY group or individual who can affect or is affected by the achievement of the organization’s objectives’. This is a very broad definition meaning that in today’s global business environment any individuals and groups may be business’s stakeholders (Davey, 2015). This sparks the debate about whether or not the natural environment can be identifiable as a stakeholder. In the ethics in practice case ‘Are Plants and Flowers Stakeholders? Do they have rights?’ this topic is highlighted. The following discussion will review the idea of the environment as a primary stakeholder taking into account the stakeholder identification framework of Mitchell et al. (1997), suggesting that stakeholders have a mixture of legitimacy, power and urgency(Davey, 2015). In keeping up with the growing concern for sustainability many argue that the natural environment should be considered among important stakeholders (Davey, 2015). Historically the natural environment has often been neglected because it has never had a spokesperson(Davey, 2015). However as a concern for the environment (particularly global warming) grows so does the number of environmental groups. Groups such as Greenpeace are regarded as indirect stakeholders and as a result...
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...M1: Stakeholder Viewpoints and their Influence on Business Aims and Objectives In this assignment I will be looking at the different stakeholder viewpoints and I will also be looking at their influence on businesses aims and objectives. So first of all I will state what stakeholder it is, then I will outline the viewpoint of the stakeholder and then I will look at the list of aims and objectives of a business and then I will evaluate which aims and objectives were created to serve this stakeholder. Aims and Objectives: Tesco * Offering customers the best value for money and the most competitive prices. * Meeting the needs of customers by constantly seeking, and acting on, their opinions regarding innovation, product quality, choice, store facilities and service. * Providing shareholders with progressive returns on their investment improving profitability through investment in efficient stores and distribution depots, in productivity improvements and in new technology. * Developing the talents of its people through sound management and training practices, while rewarding them fairly with equal opportunities for all. * Working closely with suppliers to build long term business relationships based on strict quality and price criteria. * Participating in the formulation of national food industry policies on key issues such as health, nutrition, hygiene, safety and animal welfare. * Supporting the well-being of the community and the protection of the...
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...Introduction to Business Environment According to the business dictionary, the business environment is the combination of all factors that influence a company's operating situation. The business environment can include large factors such as stakeholders: customers, clients, suppliers, distributors, owners, shareholders, employees, competitors, government bodies, media, action groups and others factors as market, economy, social and industry trends, demographics and cultural factors, referred as operating business. So business environment is the set of external and internal factors which affects the activities of the organisation, the decisions of the business. Each organisation has an own environment. The environment of a business can be seen in two ways of factors (Kew and Stredwick, 2005): - Macro environment (general environment): concerns national culture (historical background, ideologies and values), scientific and technological developments, the level of education, legal and political processes, demographic factors, available resources, the international environment and the general economic, social and industrial structure of the country. - Micro environment (task environment): concerns the forces relevant to an individual organisation within an industry including customers, suppliers, competitors, regulators, the local labour market and specific technologies. The business environment is the climate in which the business methods, skills, attitudes and objectives...
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... |Unit number and title | |BTEC SUBSIDIARY DIPLOMA IN BUSINESS STUDIES |UNIT 1: BUSINESS ENVIRONMENT | |Learner name | Assessor name | | | | |Date issued | Hand in deadline |Submitted on | | | | | | | | |Assignment title(s) |Legal and organisational structures | | |Stakeholders and their influence...
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...Year 12 BTEC Level 3 Subsidiary Diploma in Business BTEC Level 3 Diploma in Business Year 12 BTEC Level 3 Subsidiary Diploma in Business BTEC Level 3 Diploma in Business Unit 1- The Business Environment Unit 1- The Business Environment | Student name | ------------------------------------------------- Assessor name | | | Date issued | Completion date | Submitted on | 5th September 2013 | 29th November 2013 | 2nd December 2013 | Qualification | Unit number and title (Credit Value) | BTEC Level 3 Subsidiary Diploma in BusinessBTEC Level 3 Diploma in Business | Unit 1- The Business Environment Credit Value- 10 | | | Assignment title | | The aim of this unit is to give learners the fundamental knowledge of a range of business organisations, and the many factors that shape the nature of organisations operating in an increasingly complex business world. | | Assignment title | | The purpose of this assignment is to: 1. Know the range of different businesses and their ownership 2. Understand how businesses are organised to achieve their purposes 3. Know the impact of the economic environment on businesses 4. Know how political, legal and social factors impact on business. | ScenarioYou work for the Chamber of Commerce as a Business Adviser and have been asked to visit businesses in the local area to outline to them the variety of businesses which exist and to explain to them the factors which...
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...Darden Graduate School of Business Administration University of Virginia Working Paper No. 01-02 A Stakeholder Approach to Strategic Management R. Edward Freeman John McVea This paper can be downloaded without charge from the Social Science Research Network Electronic Paper Collection at: http://papers.ssrn.com/paper.taf?abstract_id=263511 A Stakeholder Approach to Strategic Management R. Edward Freeman And John McVea The Darden School University of Virginia Forthcoming in M. Hitt, E. Freeman, and J. Harrison (eds.) Handbook of Strategic Management, Oxford: Blackwell Publishing. INTRODUCTION The purpose of this chapter is to outline the development of the idea of “stakeholder management” as it has come to be applied in strategic management. We begin by developing a brief history of the concept. We then suggest that traditionally the stakeholder approach to strategic management has several related characteristics that serve as distinguishing features. We review recent work on stakeholder theory and suggest how stakeholder management has affected the practice of management. We end by suggesting further research questions. A HISTORY OF A STAKEHOLDER APPROACH TO STRATEGIC MANAGEMENT A stakeholder approach to strategy emerged in the mid-1980’s. One focal point in this movement was the publication of R. Edward Freeman’s Strategic Management- A Stakeholder Approach in 1984. Building on the process work of Ian Mitroff and Richard Mason, and James Emshoff [ For statements...
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...Darden Graduate School of Business Administration University of Virginia Working Paper No. 01-02 A Stakeholder Approach to Strategic Management R. Edward Freeman John McVea This paper can be downloaded without charge from the Social Science Research Network Electronic Paper Collection at: http://papers.ssrn.com/paper.taf?abstract_id=263511 A Stakeholder Approach to Strategic Management R. Edward Freeman And John McVea The Darden School University of Virginia Forthcoming in M. Hitt, E. Freeman, and J. Harrison (eds.) Handbook of Strategic Management, Oxford: Blackwell Publishing. INTRODUCTION The purpose of this chapter is to outline the development of the idea of “stakeholder management” as it has come to be applied in strategic management. We begin by developing a brief history of the concept. We then suggest that traditionally the stakeholder approach to strategic management has several related characteristics that serve as distinguishing features. We review recent work on stakeholder theory and suggest how stakeholder management has affected the practice of management. We end by suggesting further research questions. A HISTORY OF A STAKEHOLDER APPROACH TO STRATEGIC MANAGEMENT A stakeholder approach to strategy emerged in the mid-1980’s. One focal point in this movement was the publication of R. Edward Freeman’s Strategic Management- A Stakeholder Approach in 1984. Building on the process work of Ian Mitroff and Richard Mason, and James Emshoff [ For statements...
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...362-5085 fax bsteyn@hakuna.up.ac.za TABLE OF CONTENTS 1. 2. 2.1 2.2 2.3 2.4 INTRODUCTION DEFINITION OF TERMS CORPORATE COMMUNICATION PUBLIC RELATIONS STRATEGY STAKEHOLDERS AND PUBLICS 1 1 1 1 2 2 3. APPROACHES TO THE ROLE OF BUSINESS IN SOCIETY AS A METATHEORETICAL FRAMEWORK 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 THE SHAREHOLDER APPROACH THE SOCIAL RESPONSIBILITY/ETHICAL APPROACH THE CORPORATE SOCIAL RESPONSIVENESS APPROACH THE CORPORATE SOCIAL PERFORMANCE APPROACH THE STAKEHOLDER APPROACH THE ISSUES APPROACH THE ‘CORPORATE COMMUNITY’ APPROACH CONCLUSION 2 2 2 3 3 3 4 5 6 4. STRATEGIC MANAGEMENT AS A THEORETICAL FRAMEWORK 6 6 8 8 8 9 9 10 11 11 11 11 11 11 12 12 12 12 13 13 13 14 14 14 14 15 4.1 STRATEGY AS THE MAJOR CONCEPT 4.2 THE CONTEXT OF STRATEGIC MANAGEMENT 4.3 THE LEVELS OF STRATEGIC MANAGEMENT 4.3.1 Enterprise strategy 4.3.2 Corporate strategy 4.3.3 Business-unit strategy 4.3.4 Functional strategy 4.3.5 Operational strategy 4.3.6 Conclusion 4.4 THE PROCESS OF STRATEGIC MANAGEMENT 4.4.1 Environmental analysis 4.4.2 Goal formulation 4.4.3 Strategic thinking and strategy formulation 4.4.4 Strategic planning, implementation and control 4.4.5 Conclusion 4.5 THE STRATEGIC MANAGEMENT OF STAKEHOLDERS 4.5.1 Stakeholder analysis 4.5.2 Stakeholder management 4.5.3 A lack of stakeholder strategy 4.5.4 Conclusion 4.6 THE STRATEGIC MANAGEMENT OF ISSUES 4.6.1 An evolving definition 4.6.2 Lack of strategy for social, political and ethical issues 4.6.3 Public...
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...Management, Faculty of Social Science and Technology Management, Norwegian University of Science and Technology, Trondheim, Norway ABSTRACT Despite numerous efforts to bring about a clear and unbiased definition of CSR, there is still some confusion as to how CSR should be defined. In this paper five dimensions of CSR are developed through a content analysis of existing CSR definitions. Frequency counts are used to analyse how often these dimensions are invoked. The analysis shows that the existing definitions are to a large degree congruent. Thus it is concluded that the confusion is not so much about how CSR is defined, as about how CSR is socially constructed in a specific context. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment. Received 24 April 2006; revised 31 August 2006; accepted 18 September 2006 Keywords: analysis; corporate social responsibility; definitions; discourse; social construction Introduction HE CORPORATE WORLD IS FACING THE NOTION OF CORPORATE SOCIAL RESPONSIBILITY (CSR) wherever it turns these days. On a wide range of issues corporations are encouraged to behave socially responsibly (Welford and Frost, 2006; Engle, 2006). However, in both the corporate and the academic world there is uncertainty as to how CSR should be defined. Some go as far as saying ‘We have looked for a definition and basically there isn’t one’ (Jackson and Hawker, 2001). This is not quite true; the problem is rather that there is an abundance of definitions, which...
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...Analysing moral issues in stakeholder relations Johanna Kujala Introduction Empirical research on business ethics has traditionally concentrated on examining managers' attitudes to\yard unethical behaviour (e.g. Izraeli 1988, Preble & Reichel 1988, Small 1992) or toward moral dilemmas presented in scenarios (e.g. Cohen et al. 1993, Cruz et al. 2000, Kujala 2000, Reidenbach et al. 1991). A lot of attention has also been given to case studies describing lifethreatening or demanding situations, corporate tragedies or human catastrophes (e.g. Beauchamp 1993, Hoffman 1984, Post 1986, Sethi & Stedlmeier 1991, Shrivastava 1987, and Velasquez 1992). Although all these issues are of utmost importance, they more or less deal with unusual situations and unexpected behaviour, and they can be argued to be beyond the scope of issues on which the managers feel they can exert influence (Waters et al. 1986). It seems that empirical research on ethics in business should be more interested in how managers see the "ordinary life"; the everyday managing situations where they have to face many issues that are moral in their nature (Hosmer 1996: 1, Stark 1993). In the context of studying moral issues in business, the stakeholder approach has gained increasing support in recent years (Van Luijk 2000). It has been found to be a suitable tool for analysing a company's relations with its environment and for dealing with moral issues raised in these relations (Nasi 1995,...
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...Corporation and Its Stakeholders McGraw-Hill/Irwin Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. Ch. 1: Key Learning Objectives Understanding the relationship between business and society Considering the purpose of the modern corporation Knowing what is a stakeholder and who a corporation’s market and nonmarket and internal and external stakeholders are Conducting a stakeholder analysis, and understanding the basis of stakeholder interests and power Recognizing the diverse ways in which modern corporations organize internally to interact with various stakeholders Analyzing the forces of change that continually reshape the business and society relationship 1-5 Introduction – The Business and Society Relationship Business: Any organization that is engaged in making a product or providing a service for a profit Society: Human beings and the social structures they collectively create 1-6 Figure 1.1 Business and Society: An Interactive System 1-7 Introduction – The Business and Society Relationship We borrow “General Systems Theory (GST)” from biology to explain this relationship; first introduced in 1940s Theory posits that organisms cannot be understood in isolation, even though they have clear boundaries; they can only be understood in relationship to their surroundings Adapted to management theory means that business firms are embedded in a broader social environment with which...
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...Chapter 02 – Managing Public Issues and Stakeholder Relationships CHAPTER 2 MANAGING PUBLIC ISSUES AND STAKEHOLDER RELATIONSHIPS INTRODUCTION Businesses today operate in an ever-changing external environment, where effective management requires anticipating emerging public issues and engaging positively with a wide range of stakeholders. Whether the issue is growing concerns about global warming, water scarcity, child labor, animal cruelty, or Internet privacy, managers must respond to the opportunities and risks it presents. To do so effectively often requires building relationships across organizational boundaries, learning from external stakeholders, and altering practices in response. Effective management of public issues and stakeholder relationships builds value for the firm. CHAPTER OUTLINE I. PUBLIC ISSUES A. The Performance-Expectations Gap ENVIRONMENTAL ANALYSIS A. Competitive Intelligence THE ISSUE MANAGEMENT PROCESS A. Analyze Issue B. Generate Options C. Take Action D. Evaluate Results ORGANIZING FOR EFFECTIVE ISSUE MANAGEMENT STAKEHOLDER ENGAGEMENT A. Stages in the Business Stakeholder Relationship B. Drivers of Stakeholder Engagement 1. Goals 2. Motivation 3. Organizational Capacity C. Making Engagement Work Effectively D. Stakeholder Networks E. The Benefits of Engagement II. III. III. IV. 2-1 Chapter 02 – Managing Public Issues and Stakeholder Relationships KEY LEARNING OBJECTIVES 1. Evaluating public issues and their significance to the modern corporation...
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...sheet | |Qualification |Unit number and title | |BTEC Subsidiary Award in Business |Unit 1 The Business Environment | |Learner name | Assessor name | | | | |Date issued | Hand in deadline |Submitted on | |23 June 2014 |22 September | | | | | |Assignment title |Assignment 1: Type, purpose, ownership and stakeholders | |In this assessment you will have opportunities to provide evidence against the following criteria. | |Indicate the page numbers where the evidence can be found. ...
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...Corporation and Its Stakeholders McGraw-Hill/Irwin Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. Ch. 1: Key Learning Objectives Understanding the relationship between business and society, and the ways in which they are part of an interactive system Considering the purpose of the modern corporation Knowing what is a stakeholder and who a corporation’s market and nonmarket and internal and external stakeholders are Conducting a stakeholder analysis, and understanding the basis of stakeholder interests and power Recognizing the diverse ways in which modern corporations organize internally to interact with various stakeholders Analyzing the forces of change that continually reshape the business and society relationship 1-2 Introduction – The Business and Society Relationship Business: Any organization that is engaged in making a product or providing a service for a profit Society: Human beings and the social structures they collectively create Business and society are highly interdependent 1-3 Introduction – The Business and Society Relationship We borrow “General Systems Theory (GST)” from biology to explain this relationship; first introduced in 1940s Theory posits that organisms cannot be understood in isolation, even though they have clear boundaries; they can only be understood in relationship to their surroundings Adapted to management theory means that business firms are embedded...
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...Unit 1: The business environment Help sheet 1.1.1 P1 Describe the type of business, purpose and ownership of two contrasting businesses To achieve P1, you must complete Task sheet 1.1.1, a case study, as well as Worksheets 1.1.1 to 1.1.4. You must also write a detailed presentation about two organisations. • You must ensure that the two organisations chosen are very different. For example, a large plc, such as Tesco, and a charity, such as Save the Children. This will make it easier to compare the environments. • It is a good idea to choose organisations that you are interested in, but that also have a large amount of information available. Therefore, spend some time researching a few organisations that might be of interest to see which one will make this task the easiest. • The same organisations will be used for tasks other than P1 so look ahead in the assignment to make sure the information you will need is available. • Once you have chosen your organisations, you need to research them in order to be able to identify the type of businesses they are. You must identify which scale they operate at and what sector they operate in. Make sure you give evidence and reasoning to back up your decisions. • The purpose and ownership of a business can often be seen on its website. However, you may find a phone interview very useful for collecting all the information you need. This can then be used as evidence. Remember to reference your work when necessary. ...
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