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;...
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.
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
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....
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.
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
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.
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
The visit lasts from three to five days.
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.
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.
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
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
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....
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
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.
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.
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.
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
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)
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.