...Introduction What do the words ‘National Trust’ mean to you? Historic houses?Gardens?An organisation that older people join? All of these are accurate, but they reflect only a small part of what the National Trust is and does. What you might not know is that the Trust’s responsibilities include over 350 historic houses, 255,000 hectares of land including gardens, mills, coastline, forests, farmland, moorland, islands, castles, nature reserves, villages, pubs and even a goldmine! The National Trust is a registered charity that looks after special places. It has over 4 million members and every year welcomes around 19 million visitors to its properties and special places, which are open to everyone. As a not-for-profit organisation managed by a small Board of Trustees, it is completely independent of government. Its funding is generated entirely from membership fees, donations, legacies and revenue raised from its commercial activities such as its National Trust shops and catering business. 'For ever, for everyone' The Trust attracts ‘customers’ of different types, young and old, including families, history lovers and nature lovers. Its mission is to grow the nation’s love of special places ‘For ever, for everyone’, so it aims to inspire as many people as possible in many different ways. These might include themed events to celebrate the UK’s history, guided walks across its estates and countryside to discover wildlife, open-air performances of Shakespeare and music festivals...
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...qualities Qualities for command and control • Knowledge of people- a good leader should know there them and the individuals in that team and how to bring the best out in people and what makes them happy and motivates them. A good leader needs to have knowledge of people because it means that they can have patience and understand that people can make mistakes when under pressure. • Belief- a good leader stands by their organisation and what it stands for this means that they are commented and loyal to the service. However if the leader didn’t believe in their organisation then they wouldn’t be able to show the team dedication which would make the team fall apart. • Strength of character- a good leader knows to take responsibilities for their own actions and will not try to blame someone else. • Creativity-a good leader can be creative and when dealing with a task can come up with an original idea. A good leader doesn’t get involve personally in any task because they need to be able to see a picture as a whole and not as individuals. • Personality- a good leader should be able to adapt their personality to any mod for example they might have to be forceful because it might be the only way to deal with the situation but at they may also need to be compassionate when it is needed. A good leader should be able to read the atmosphere and know how they need to act. Effective control If the leader can change their personality and mood to whatever they need to be at the time they...
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...Job was to fix the SEC. She didn’t stop there. Vision SEC aims to act as an agency that was high functioning, agile and intelligent, and committed to investor protection and market integrity. Mission: Restoring SEC’s vigour and credibility within the financial regulatory Community. Value: vigor, credibility, high functioning, agile, intelligent, commitment, integrity. Goal: Financial Customer Internal process Learning and growth Mary set up three strategic themes/priorities to pursue • Operational levers, • People, • and organization levers that assisted in achieving those options. Three priorities a) Assessing what needed to be done within the organization (internal assessment) [ First get the right people and then lead the strategy ] 1. Schapiro recruited analysts and people who understood trading, market structure, corporate governance and a whole range of skill sets that would be important for the future. 2. She recruited people from Wall Street to restructure the SEC’s largest division – enforcement and examination - “to make this regulator more responsive, more agile and clever and capable of seeing around corner to figure out where the next problems were before they hit us in the face”. 3. Schapiro leveraged the SEC talent by bringing in new invigorating leadership. 4. Talented staffs on its books were sent to qualify as certified fraud examiners; a whole layer of management was removed and was...
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...2008 111 2 3 4 5 6 7 8 9 1011 1 2 3 4 5 6 7 8 9 2011 1 2 3 4 5 6 7 8 9 30 1 2 3 4 5 6 7 8 9 40 1 2 3 4 5 6 711 8 65 Restoring reputation and repairing legitimacy: a case study of impression management in response to a major risk event at Allied Irish Banks plc Philip Linsley* The York Management School, University of York, Heslington, York, YO10 5DD, UK E-mail: pl521@york.ac.uk *Corresponding author Peter Kajüter University of Münster, Chair of International Accounting, Universitätsstr.14-16, D-48143 Münster, Germany E-mail: peter.kajueter@wiwi.uni-muenster.de Abstract: Risk events can cause significant damage to a firm’s reputation and legitimacy. From the perspective of legitimacy theory, there are four broad strategies to restore reputation and repair legitimacy in response to a risk event. The annual report is a potential vehicle for communicating these strategies to the firm’s stakeholders and, therefore, the discretionary disclosures explaining the strategies implemented can be regarded as a means for managing reputational risk. This paper analyses annual report disclosures published in response to a major risk event at Allied Irish Banks plc. The empirical results suggest that legitimacy theory can usefully explain the disclosures. However, the findings from the case analysis also indicate that the disclosures made by Allied Irish Banks plc were not wholly effective in re-establishing legitimacy and thereby demonstrate the need for effective internal control...
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...1). Key aspects of legislation, regulatory requirements and codes of Practice. Safeguarding children is based on understanding the legislations and regulations. My position as a trainer is to ensure that each delegate develops knowledge and understanding to deliver ethical conduct. I teach relevant legislation and regulations which integrate into working practice to protect the rights of clients and individuals. Training aim is to create safe environments. By introducing knowledge and understand of law. (Health and Safety). Deliver Company objective to minimise the complications of legal court cases. The compliance to the codes of conduct in my opinion results in the commitment of quality assurance standards of each organisation. Delivering good practice by approved training to all staff members relevant to working practice. Research indicates why ethical codes are important. Values and principles evaluate through collaborative working to set bench marks for human rights and minimum risks. David B Resnik (May 1st 2011). * unit 510 [Document Subtitle] Yvonne Lake Lead and Manage a Team within a Health and Social Care or Children and Young People’s Setting 1.1 Explain the features of effective team performance Social Care requires carefully appointed staff. A professional group of people that work together are called a team. Main aim to offer care focused service for the individual and families. The manager/team leader implements the role by...
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...* * How and why is it important for businesses to engage with the media during a crisis? What strategies are successful in external communications for business during such times? Compare & contrast two news stories which centre on a crisis for different businesses giving detailed analysis of each communications strategy. This Essay will begin by reviewing crisis definitions and message strategies. Next it will explore translation strategies used by organisations involved in a crisis to communicate with stakeholders. The essay will then consider Ford–Firestone’s tire failure crisis of 2000 as an example of poor crisis management, and contrast toy maker Mattel’s recall crisis of 2007 as an example of successful crisis management. It will first lie out the rhetorical context of each case before embarking on a detailed analysis equating the effectiveness of both firms’ external communications, and in the case of Ford-Firestone, how these might have been alternatively approached in order to avoid detrimental reputational damage. * Fink (1986, from King, 2000) defines an organisational crisis as ‘a situation that can potentially escalate in intensity, fall under close government or media scrutiny, jeopardize the current public image of the organisation or interfere with normal business operations.’ Pearson and Mitroff support this in their ‘five dimensions of a crisis’, explaining that the situation will be ‘highly visible, require immediate attention, have a surprise...
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...University of Oxford http://www.crest.ox.ac.uk Is Britain Facing a Crisis of Democracy? by Catherine Bromley, John Curtice and Ben Seyd EXECUTIVE SUMMARY Britain is widely believed to be suffering a crisis of democracy. This briefing examines whether this perception is justified or not. Our findings - which are based on a four year research project funded by the ESRC - address four key issues: the legitimacy of governments, patterns of participation in politics, the impact of constitutional reform, and the explanation for any crisis. Legitimacy There has been a decline in levels of trust in government and confidence in the political system. Thirty years ago, four in ten people in Britain trusted government to put the needs of the nation above those of their political party; today, just one in five do so. But much of this decline set in during the early 1990s, although trust and confidence have fallen further since 1997. Participation Turnout at all elections has declined since 1997, most noticeably at the 2001 general election, when the participation rate was the lowest since 1918. At the same time, levels of non-electoral participation have increased somewhat. Meanwhile, it is not the case that people engage outside the ballot box as an alternative to voting; rather, most people use non-electoral activities as a complement to participating at elections. One reason why non-electoral participation has not declined is because people generally feel as engaged with the...
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...Marketing Management 555 Assessment 1 Greenwashing Ursula Dixon Student 15413677 Greenwashing Executive Summary The purpose of this report is to outline the term ‘Greenwashing’, describe the effect of the practice of corporate greenwashing on consumer confidence and how in the long term this will affect the environment. Greenwashing is the systematic deception of the buying public about the ‘greenness’ of a product or service. It is a deeper issue than a logo on a product label. A logo is a symptom of the amount of environmentally friendly embellishment given to a product, which when discovered by the consumer as misleading or untruthful (Readfeam 2012), is leading to the slow eroding of confidence in the assertions made by manufacturers, service providers and the advertising agencies that represent them. As consumers are becoming more aware of effective sustainability practices, they are suffering from a loss of confidence in the marketing spin; and the environment is feeling the impact of the lack of sustainability in the manufacture of the product and/or service. Government engagement on a global level is necessary and required to see the consequences of false and misleading advertising become a deterrent to greenwashing. The consequence must outweigh the products potential revenue and the legal bodies adjudicating these outcomes must have the necessary ‘teeth’ to take the argument all the way through the court system. Effective benchmarking of...
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...1. Introduction For many years, organisations have been anxious about constructing, attaining, converse knowledge and improving the consumption of knowledge. However, in the early 1990s, Knowledge Management (KM) started emerging as human beings are unable to utilise their full potential of their brains. This leads to organisation are unable to totally exploit the knowledge that all human beings hold. In today’s global economy, Knowledge has become essential and it creates significant competitive advantage for any organisation (Gunnlaugsdottir, 2003). By using KM, organisations are able to attain or construct valuable knowledge and to make it accessible to those who can utilise it correctly to accomplish utmost efficient procedure in order to completely control organisational performance. Organisational Learning (OL) is corresponding to KM. In the early centuries, OL are referred to as decoding suggestion from learning into practice that direct performance (Levitt and March, 1988). In other words, OL has to execute with embedding what has been taught into the framework of the organisation. 2. Definition of Knowledge Management and Organisational Learning 3.1 Knowledge Management Knowledge management (KM) refers to the process in which organisations acquire or create useful knowledge and make it available for employees to utilize at the proper time and place in order for them to achieve the most effective usage in for optimal organisational performance. It involves...
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...just a month before Diwali, the Food and Drug Administration Commissioner received complaints about infestation in two bars of Cadbury Dairy Milk, Cadbury India’s flagship brand with over 70% market share. He ordered an enquiry and went directly to the media with a statement. Over the following 3-week period, resultant adverse media coverage touched close to 1000 clips in print and 120 on TV news channels. In India, where Cadbury is synonymous with chocolate, the company’s reputation and credibility was under intense scrutiny. Sales volumes came down drastically in the first 10 weeks, which was the festival season; retailer stocking and display dropped, employee morale – especially that of the sales team – was shaken. The challenge was to restore confidence in the key stakeholders (consumers, trade and employees, particularly the sales team) and build back credibility for the corporate brand through the same channels (the media) that had questioned it. In defense, Cadbury issued a statement that the infestation was not possible at the manufacturing stage and poor storage at the retailers was the most likely cause of the reported case of worms. But the FDA didn’t buy that. FDA commisioner, Uttam Khobragade told CNBC-TV18, “It was presumed that worms got into it at the storage level, but then what about the packing – packaging was not proper or airtight, either ways it’s a manufacturing defect with unhygienic conditions or improper packaging.” That was followed by allegations and counter-allegations...
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...Generally,the South African National Council of Alcoholism and Drug Dependence (SANCA) Central Rand Alcohol and Drug Centre provide prevention, treatment and aftercare service to people and groups affected by substance abuse. They are professional, confidential and solution focused. This organisation entails helping people resolve individual addiction and family related problems. The main focus of the organisation is that consultation with a counsellor is a partnership between a client and a skilled professional that enables the client to reach their full potential and meet their personal goals. The focus includes: gangsterism, domestic violence, abuse for women and children, school drop-outs, as well as other criminal activities. The services...
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...jobs and tasks, and who will work for whom in the company. Leading involves in inspiring and motivating workers to work hard and try their best to achieve organizational goals. Controlling is monitoring progress toward goal achievement and taking corrective action when needed. The basic control involves in setting standards to achieve goals, comparing actual performance to those standards, and then making changes to performance to those standards. 3. Describe the different kinds of managers. There are different kinds of managers that include top managers, middle managers, first-line managers and then team leaders. Top managers are people who are CEO, COO, CFO or CIO. - They are responsible for the overall direction of the organisation. - They are responsible for creating a context for change. They need to be quick in changes...
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...annual turnover of over €40bn. The company employs around, 250,000 people based in over 100 countries. Unilever supply products like a Dove, Calvin Klein and many more around the world included Malaysia. Unilever started its knowledge management activities in 1996. Unilever’s knowledge management group has aimed at delivery the learning organisation vision through number targeted interventions. They have developed a frame of organisational knowledge processes and focused their efforts on locating, capturing, sharing, transferring and creating knowledge. My advice can give to Cathy Bautista to improving the strategic focus of knowledge management activities is stop calling it knowledge management. It’s a bit of a misnomer. While fields like records management and information management are really about managing the things they describe, ‘knowledge management’ is much more about knowledge sharing than any kind of management and sharing makes people feel that they can and should contribute to the process. Think about people, then technology. Instead of focusing on what cool technologies can do for your business, think about the basics of how people communicate and share things. I guarantee the only technologies that will help you be successful in any kind of business have human communication at their root. If you think about people first and technology second (yes, that sounds like a cliche, but it’s true), you won’t get mired down by technologies you don’t need. Don’t buy...
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...Paper 5 The Recovery of Trust: Case studies of organisational failures and trust repair BY GRAHAM DIETZ AND NICOLE GILLESPIE Published by the Institute of Business Ethics Occasional Paper 5 Authors Dr Graham Dietz is a Senior Lecturer in Human Resource Management and Organisational Behaviour at Durham University, UK. His research focuses on trust repair after organisational failures, as well as trust-building across cultures. Together with his co-author on this report, his most recent co-edited book is Organizational Trust: A cultural perspective (Cambridge University Press). Dr Nicole Gillespie is a Senior Lecturer in Management at the University of Queensland, Australia. Her research focuses on building, repairing and measuring trust in organisations and across cultural and professional boundaries. In addition, Nicole researches in the areas of leadership, teams and employee engagement. Acknowledgements The authors would like to thank the contact persons in the featured organisations for their comments on an earlier draft of this Paper. The IBE is particularly grateful to Severn Trent and BAE Systems for their support of this project. All rights reserved. To reproduce or transmit this book in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, please obtain prior permission in writing from the publisher. The Recovery of Trust: Case studies of organisational...
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...Active Directory Design Guide Thursday, 25 February 2010 Version 2.0.0.0 Baseline Prepared by Microsoft Prepared by Microsoft Copyright This document and/or software (“this Content”) has been created in partnership with the National Health Service (NHS) in England. Intellectual Property Rights to this Content are jointly owned by Microsoft and the NHS in England, although both Microsoft and the NHS are entitled to independently exercise their rights of ownership. Microsoft acknowledges the contribution of the NHS in England through their Common User Interface programme to this Content. Readers are referred to www.cui.nhs.uk for further information on the NHS CUI Programme. All trademarks are the property of their respective companies. Microsoft and Windows are either registered trademarks or trademarks of Microsoft Corporation in the United States and/or other countries. © Microsoft Corporation 2010. All rights reserved. Disclaimer At the time of writing this document, Web sites are referenced using active hyperlinks to the correct Web page. Due to the dynamic nature of Web sites, in time, these links may become invalid. Microsoft is not responsible for the content of external Internet sites. Page ii Active Directory – Design Guide Prepared by Microsoft, Version 2.0.0.0 Last modified on 26 February 2010 Prepared by Microsoft TABLE OF CONTENTS 1 2 Executive Summary ..............................................................................................
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