Xem 1-20 trên 24 kết quả External stakeholders
  • Chapter 1 - The corporation and its stakeholders. In this chapter, you will learn: 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;...

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  • This compendium provides a comprehensive overview of the most important topics covered in a strategy course at the Bachelor, Master or MBA level. The intention is to supplement renowned strategy textbooks such as Johnson and Scholes. This compendium is designed such that it follows the structure of a typical strategy course. Throughout this compendium theory is supplemented with examples and illustrations.

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  • The quality of a product is commonly defined by its ability to satisfy stakeholder needs and expectations. Therefore, it is important to find, select, and plan the content of a software product to maximize the value for internal and external stakeholders. This process is traditionally referred to as requirements engineering in the software industry, while it is often referred to as product management in industries with a larger market focus.

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  • Contemporary organizations face constant pressure to enhance levels of service and productivity whilst also improving levels of cost efficiency. The volatility of external environment and the rapid pace of technological change increasingly demand innovative means of improving business performance and securing competitive advantage. Human resources (HR) are increasingly recognized as the prime source of competitive advantage and the need for effective people management is therefore more important than ever before....

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  • The business organisation, its stakeholders and the external environment, business organisation structure, functions and governance, accouting and reporting systems, control and compliance,... as the main contents of the document paper F1 "Accountant in business - Study text 2016". Invite you to consult.

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  • An output of one step will be the input to another. Some inputs may be sourced from outside the project. These External Inputs (e.g., Standards, Project Initiation report of another project, etc.) must be identified. The project products and external inputs will primarily determine the step dependencies. Define the dependencies, and dependency type, between the steps. Steps within a stage are not necessarily finish-start, but may be in parallel or phased. Stages may also run in parallel with one another. Do not specify dependencies at the stage level.

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  • For effective management, the COA should cover all transactions (flows) and balanc- es (stocks) of the reporting entity for budget management and general purpose financial reporting (see Box 2 for the “reporting entity” concept and how it relates to the budgetary sector). Governments produce not only general purpose financial statements, but also other types of fiscal reports.

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  • The purpose of the audit visit is to verify and supplement the observations made of the HEI’s quality system based on the audit material. The goal is to make the visit an interactive event that supports the development of the institution’s operations. In addition to conducting interviews during the visit, the audit team examines any other material it may have requested from the institution. The visit lasts from three to five days.

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  • Maintaining a close policy dialogue with the partner government is a central feature of both Budgetary Aid and Sector Programmes. The key point being that these aid modalities achieve their objectives by adopting governments’ policies, budget systems and service delivery structures. Consistent dialogue – supported sometimes by external audits and reviews – represents the main vehicle for monitoring the effectiveness of government systems and ensuring that they are continuously improved.

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  • During Subaru’s 14-year history with the gay and lesbian communities, the company has cultivated an unwavering, authentic relationship with key external stakeholders. While Ford Motor Company has also partnered with the gay and lesbian communities for over a decade, its track record is troubled. Ford was entangled in a 2005-06 battle over gay advertising with two opposing stakeholders: the conservative American Family Association (AFA) and numerous gay organizations.

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  • Scholars of strategy process research have developed various models on the formation of strategies for which organization-environment relations have always been a primary concern. While the majority of studies have emphasized an assessment of the environment for oppor- tunities and threats (e.g., Ansoff, 1965; Andrews, 1971; Porter, 1980), others have focused more directly on the environment as a central actor for strategy formation (see Mintzberg et al., 1998).

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  • Chapter 9 - Governance and government: Networking with external stakeholders. Learning objectives in chapter: To understand the key concepts of public governance, to be aware of how the role of governments is changing from policy making towards policy moderating, to be able to identify important stakeholders in public governance, to understand networks as a specific mode of public governance.

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  • One of the main challenges that modern Information Systems are dealing with is the protection of security for both the external users that take advantage of the various services offered as well as the stakeholders and internal users. Security is dealt in every level of system development from the analysis stage through the implementation and testing stages. In every stage a number of methods and techniques have been proposed trying to fulfill the basic security concerns namely confidentiality, integrity and availability....

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  • Neoclassical economics and several management theories assume that the corporation’s objective is profit maximization subject to capacity constraints. The central focus is shareholders as the ultimate residual claimant, providing the necessary financial capital for the firm’s operations (Jensen and Meckling, 1976; Zingales, 2000). However, there is substantial variation in how corporations actually compete and pursue profit maximization.

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  • A stakeholder is an individual or a group that has an interest in the program, its outcomes or benefits. Stakeholder engagement is the process of identifying and communicating effectively with those people or groups who have an interest or influence on the project’s outcome. Effective communication with key stakeholders, both internal and external, is essential to the program’s success. The development of the Stakeholder Engagement Strategy addresses the vital role of engaging, informing and managing stakeholders in the achievement of public policy.

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  • Implementation planning must identify who is accountable for the realisation of benefits – particularly if the stakeholders concerned are external to departments or agencies. You are encouraged to consult the relevant policy area of PM&C in developing your approach to this. Be mindful that the milestones, tracked through the CIU reporting process, will focus on outcomes and benefits, such as the expected impacts or level of user take-up, as well as the development of products, services and programmes and their roll-out.

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  • The traditional approach of corporate governance in the financial sector often involved the regulator or bank supervisor relying on statutory authority to devise governance standards promoting the interests of shareholders, depositors and other stakeholders. In the United Kingdom, banking regulation has traditionally involved government regulators adopting standards and rules that were applied externally to regulated financial institutions.

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  • Several overarching themes emerged from interviews with stakeholders in the six case-study states regarding issues both internal and external to incentive programs that encourage and discourage the adoption of small-scale renewable energy technologies in their respective states. First, external factors will be discussed; illuminating the backdrop against which these incentive programs operate is important in understanding and assessing program performance.

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  • We show that the group of firms with a strong sustainability culture is significantly more likely to assign responsibility to the board of directors for sustainability and to form a separate board committee for sustainability. Moreover, High Sustainability companies are more likely to make executive compensation a function of environmental, social, and external perception (e.g., customer satisfaction) metrics.

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  • In addition to identifying communication preferences, stakeholder communication requirements must identify the project’s communication channels and ensure that stakeholders have access to these channels. If project information is communicated via secure means or through internal company resources, all stakeholders, internal and external, must have the necessary access to receive project communications.

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