...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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...------------------------------------------------- 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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... Executive Summary Module 1 - Identifying Global Business Opportunities Module 2 - Analyzing International Competitors Module 3 - Assessing the Economic/Geographic Environment Module 4 - Assessing the Social- Cultural Environment Module 5 - Assessing the Political Legal Environment Module 6 - Selecting a Global Company Structure Module 7 - Financing Sources for Global Business Operations Module 8 - Creating a Global MIS (Management Information System) Module 9 - Identifying Human Resources for Global Business Activities Module 10 - Managing International Financial and Business Risks Module 11 - Product Target Market Planning for Foreign Markets Module 12 - Designing a Global Distribution Strategy Module 13 - Planning a Global Promotion Strategy Module 14 - Selecting an International Pricing Strategy Module 5...
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...Managing Diversity at IBM Nederland (The Netherlands) 05-02-2005 A Vision on Managing Diversity The multinational IT-company IBM is convinced that it can only keep its current competitive edge by reflecting marketplace diversity in the workforce and by offering a safe work environment for all employees. The company considers workforce diversity as 'the bridge between the workplace and the marketplace'. Ambition: an Inclusive Work Environment In 1953, the CEO at that time published IBM's first equal opportunity policy letter. This letter stated simply that IBM will hire people based on their ability, "regardless of race, colour or creed." IBM's subsequent CEO's reinforced that policy throughout the years. Since then, equal opportunity at IBM has been an evolutionary journey that underscores the company's commitment to an inclusive work environment where people's ideas and contributions are welcome - regardless of where they come from, what they look like or what personal beliefs they hold. Diversity in Leadership To stress the importance of workforce diversity, IBM's worldwide headquarters employs a Vice President of Global Workforce Diversity. This official formulates global policies on managing diversity. Regional headquarters employ diversity managers. These people translate the global policies on managing diversity into regional spearheads. Next, the executive management teams of every subsidiary formulate local actions in order to increase and to make full use...
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...Assessing the Environment & Managing Interdependence, Social Responsibility, Ethics and Sustainability 30/09/2014 Dr Nick Papageorgiadis The notion of a firm with a unique national identity is quickly fading. A Bermuda-incorporated, Paris-headquartered firm, listed on the NYSE with US style investor protections and disclosure rules, a chief information officer in Bangalore, a chief finance officer in Brussels and a chief operating officer in Beijing may not sound nearly so fanciful in the near future. Desai, M. A. (2009). The decentering of the global firm. The World Economy, 32(9), 1271-1290. What is International Management? The process of developing strategies, designing and operating systems, and working with people around the world to ensure sustained competitive advantage The Global Manager’s Role Contents Assessing the Environment: • • • Understand the global business environment and how it affects the strategic and operational decisions which managers must make. Critically assess the developments, advantages, and disadvantages of globalization. Develop an appreciation for the ways in which political, economic, legal, and technological factors and changes impact the opportunities that companies face. Appreciate the complexities involved in the corporation’s obligations toward its various constituencies around the world. Understand the changing perceptions and demands of corporations doing business in other countries, in particular the responsibilities...
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...longer limited by their countries and may conduct their business anywhere in the world, which produce numerous effects on management such as how management localization, global coordination, managing global talent and global performance management. To develop and manage a global organization implies developing and managing people who can think, lead, and act from a global perspective, managers would be able to face at different challenges, like different cultures, new global work force trends, ethics and social responsibility managing global talent. Culture Culture Culture is the total of human being knowledge, beliefs and other capabilities adopted by individuals or groups. In the multicultural environment, the aspect of culture must be identified. For example, the Chinese get used to use chopsticks for eating food, but Australian tends to use fork and knife. Not knowing these, the American company would fail to sell thousand millions of wood-chopsticks to China and lose the opportunities to earn. The culture environment affects the global management process. For many managers of U.S. organizations, the highest priority is profit maximization, but for many managers of Japanese organizations remains and increases the market share (Rodrigues, C, 2009). Therefore, the cultural environment indicates those company are suitable for different management process in different culture. Realizing the challenge of culture is important for most managers. Organizational...
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...Worldliness as a Management Strategy As businesses become more complex and global the need for managers capable of handling the challenges for such changes becomes more imperative for the organizations. The constant presence of organizational changes, technology changing almost daily, and the extreme competition between organizations is now more intense than ever before (Lawler III, 2007). These challenges demand managers capable of embracing diversity by maximizing the potential of the employees to obtain a competitive edge, attract the best candidates, and to promote innovation within the organization (Lawler III, 2007). These tasks can only be achieved by fostering a worldly view of management rather than a global one (Gosling & Minztberg, 2003). A worldly view of management allows managers to be accountable not only locally but also worldly (Gosling & Minztberg, 2003). It becomes then the responsibility of the manager to manage all sort of diverse groups of individuals at often remote locations. It must also be understood that managing diversity and with worldly mind-set not only means managing ethnically diverse groups, it also extends to age, gender, origin, and work specialization (Cox, 2005). To do so management must be conscious of the different characteristics of the individuals integrating the group, their interactions, the business processes, the culture of the organization, and how these dictate managing these diverse groups (Cox, 2005). To become worldly managers must involve...
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...environmental and resources pressures. Technological advances and globalization are changing the way the workplace is structured, and creating a greater demand for less traditional and more flexible working arrangements. U.S. organizations to be able to respond effectively to globalization, and technological advances challenges, must have a workforce with greater range of experience, knowledge, and skills. Effective diversity management, skills development, and workplace training is very essential to stay competitive in a global environment. In addition increase labor productivity will be required to keep pace with global competitors. Environmental pressures, especially climate change and natural resources, will be another powerful force impacting the U.S. job market in the next 20 years. There are several factors that will influence the United States workforce in the next 10 years. Aging population, technology advances, and global competition. According to the bureau of labor statistics, the percentage of older workers (age 55 and over) will increase significantly, while those age (25-54) will decline, as well as those age (16-24)? Between the years 2005 and 2010, the population of (65-69) years old will rise by 17% and then explode by another 37% by the year 2020. The outcome of aging population will result in older workforce. According to Judy, D'Amico, (1997) the participation of minorities and women in the work place would increase, by...
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...Chapter 1 -The global manager’s environment Sources of Risk for International Managers -Exogenous- General environmental factors, industry-related uncertainties and some firm-specific uncertainties. -Endogenous- Uncertainties that arise from within the firm, and include managerial perceptions, attitudes and organizational perspectives. -Top two exogenous risks facing business leaders and policy makers for 2012 and the next decade would be severe income disparity (The unequal distribution of household or individual income across the various participants in the economy) and chronic fiscal imbalances (situation where all of the future debt obligations of a government are different from the future income streams) -Other issues: natural disasters such as 2011 earthquake in Japan, flood in Thailand, Political uncertainty in China and Middle East -Globalization has compounded the types and level of business risks. *Typical challenges that managers face involve politics, cultural differences, global competition, Terrorism and Technology. Managers in companies are struggling to find ways to balance their social responsibilities, their images, and their competitive strategies. -PESTEL- An analytical tool to develop and understanding of exogenous risk -Pestel analysis- Political, Ethical, Social, Technological, Environmental and legal understanding or environmental scanning that is CRITICAL if we are to strategically plan and develop our value proposition. -> Exogenous creates...
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...Sales & Marketing A Sales and Marketing Management Trainee's program will comprise stints in: * Sales * Marketing * Supply Chain * Customer Marketing SALES Duration: 7 months Nature of Project/Assignment: You'll handle an independent sales territory for 6 months, with a focus on accountability and meeting targets and executing customer marketing projects. You will play the role of a team leader, leading a group of stockists and a large number of Stockists Salesmen and Pilot Salesmen. You will be responsible for a zone with a business of around 4-6 crores per annum. Post this, you will undertake a shadow District Manager stint for a fortnight which will provide you an opportunity to learn the art and science of Sales in Colgate-Palmolive from an experienced District Manager. Learning : You will learn about the Colgate-Palmolive Sales systems - Distribution network, Stockist management, Sales force management, In-store execution, Customer marketing programs and gain in-depth knowledge of how to leverage technology in sales. back to top MARKETING Duration: 3 months Nature of Project: To give exposure to different disciplines within marketing as practised by Colgate-Palmolive and help appreciate the role marketing performs in delivering business goals. Projects which have a business impact, are given to management trainees. It could either be a live project which would entail planning and implementation of a product launch or a relaunch. Or it could be a project...
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...Managing People and Organizations MANAGING PEOPLE & ORGANIZATIONS: ASSESSING THE PROPOSITION THAT THE WAYS IN WHICH PEOPLE ARE MANAGED AFFECTS THE PERFORMANCE OF THE ORGANISATIONS WITHIN WHICH THEY FUNCTION This essay reviews theoretical concepts to assess the proposition that the ways in which people are managed affects the performance of the organisations within which they function. The implications of this proposition are that (a) effective management is associated with higher levels of organisational performance, while ineffective management practices are associated with inferior organisational performance. The theoretical framework within which this assessment is performed is "Managing People in Organisations" (MPIO). MPIO is an umbrella concept that encompasses both organizational behaviour (OR) and human resource management (HRM). The concepts of leadership and its effects on organisational performance also are included in MPIO (Beech, Cairns, Livingstone, Lockyer, and Tsoukas, 2002). MPIO includes a wide array of concepts and theories. To assess the proposition that the ways in which people are managed affects the performance of the organisations within which they function, however, this essay focused on two crucial aspects of MPIO in the contemporary period. These crucial aspects of MPIO are the responses by management to the globalised business environment and the effects of cultural diversity on management's communications with employees, each of which is crucial...
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...------------------------------------------------- WORKPLACE DIVERSITY ------------------------------------------------- (CULTURAL DIVERSITY) SAZIA KHAN SANJA GM410: FOUNDATION OF PROFESSIONAL COMMUNICATION. INSTRUCTION: ROBERT WOODS Keller Graduate School of Management Introduction: The social composition of the world is changing. And the increasing of the globalization demands more interaction with people from diverse cultures religion and background ever before. As a result of that the demography of the world is changing. The word becomes a single market place. Anyone with a cell phone or access to the internet is a potential customer. In today’s global economy traditional barrier are disappear. So being increasing the opportunity as well as competition if the company wants to compete effectively and globally, Todays Companies need to realize that they longer have choice.it is now essential to be knowledgeable about and be able to communicate with people of different nationalities cultures and religions. Corporation realizes that they must embrace that diversity in the workplace brings. What is Work place Diversity Workplace diversity refers to the variety of differences between people in an organization. That means diversity encompasses race, gender, culture, ethnic group, age, personality, cognitive style, tenure, organizational function, education, background and more. Diversity not only involves how people perceive themselves, but how they perceive others...
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...Managing Change BUSM 1208 Overview The SingTel Group (SingTel), the incumbent former monopoly, is Asia’s leading communications group, providing a diverse range of communication services and solutions including fixed, mobile, data, internet, info-communications technology, satellite and pay TV. With 130 years of operating experience, SingTel has played an integral part in the development as a major communications hub in the region (SingTel 2011). It has operations and investments in more than 20 countries and territories globally, primary in communications companies beyond Singapore’s border. Exhibit 1 shows SingTel’s investments in various regions. Today, SingTel is listed on the Singapore Exchange, and also the Australian Stock Exchange with the acquisition of Optus in 2001 (Sainsbury 2005). Being the largest company listed on the Singapore Exchange, SingTel had a market capitalization of S$50 billion, and had a turnover of S$16.87 million and net profit after tax of S$3.91 million for the year ended March 2010 (Singapore Telecommunications Limited 2010) as shown in Exhibit 2. Despite enduring a global financial crisis, SingTel is still ranked the top mobile service provider and national telephone provider in its home base, with a market share of 44% and 86% respectively (SingTel 2010). History of Singapore’s Telecommunications Industry SingTel’s heritage could be traced back to 1879, when Singapore became one of the first cities in the East to have telephone service (SingTel...
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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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...Architectural Engineering Technology Editorial Ochieng, J Archit Eng Tech 2012, 1:2 http://dx.doi.org/10.4172/2168-9717.1000e106 Open Access Managing Multicultural Construction Teams in today’s Complex Global Environment Edward Ochieng* Faculty of Technology and Environment, Liverpool John Moores University, Liverpool, L3 3AF, UK The rapid globalisation of the world’s economy has had significant impact on the way construction project managers work, bringing them frequently with clients, suppliers and peer that they never work before. In an era of globalisation, projects in the construction industry face unique challenges in coordinating among clients, financiers, developers, designers and contractors from different countries. In addition, construction project teams need to cope with the complexities of both local institutions and physical environments. Bartlett and Gosha [1] discussed the challenges facing organisations, which are intending to work effectively across borders. They identified the major challenges as being able to develop practices, which balance global competitiveness, multinational flexibility and the building of a worldwide learning capability. They maintained that achieving this balance will require organisations to develop the cultural sensitivity and ability to manage and leverage learning to build future capabilities. While offering opportunities, globalisation also poses significant challenges for construction project managers especially when...
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