Understand stakeholders

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  • Chapter 17 - Understanding accounting and financial information. In this chapter, you will learn to: Demonstrate the role that accounting and financial information play for a business and for its stakeholders; identify the different disciplines within the accounting profession; list the steps in the accounting cycle, distinguish between accounting and bookkeeping, and explain how computers are used in accounting;…

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  • 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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  • A clear requirement in achieving this success was establishing the fully integrated management structure and leadership for the various elements of the program. That task obviously received major attention from NASA’s top leadership, with strong emphasis on management clearly enunciated by Administrator James Webb.

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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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  • Nearly ten years since the first corporate blogs launched, social media dominates professional marketing conversations. The effect of social media on the marketing organization is unquestionable. Yet chief marketing officers struggle to define their role within the enterprise. They are the shortest tenured senior executive in most companies, usually lasting only 28 months.

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  • While 23% said social media did give them some ability to monitor what was being said, only 9% said that the ability to measure the frequency of discussion about the organization was a current benefit and only 18% said they were able to identify positive and negative comments. In short, many organizations’ activities seem more focused on “making noise” about their company and products, and less on understanding and participating in the conversations already going on about them on the Web.

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  • The balanced scorecard approach to performance measurement was originally developed in the private sector4. If measurement focuses on sales and profits managers can appear successful in the short term while ignoring long term development of the business, for example customer relations or staff training. The balanced scorecard approach tackles this by measuring both the ultimate outcome of the business, and aspects of the business that need to be maintained in the long term. It is balanced between financial and non-financial measures and across stakeholders....

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  • Against this backdrop, UNEP has developed the Medium-term Strategy 2010–2013 in consultation with the UNEP Committee of Permanent Representatives, the secretariats of UNEP-administered multilateral environmental agreements and representatives of civil society and the private sector. The Medium-term Strategy sets out the next phase in the evolution of UNEP as it becomes a more effective, efficient and results-focused entity, meeting the expectations of Governments and its stakeholders in responding to global environmental challenges and opportunities. ...

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  • There are no right or wrong answers regarding a company’s choice of functional focus for its internal audit department. Where stakeholders choose to position the function on the Internal Audit Continuum is a direct reflection of their risk appetite and corresponding assurance needs as expressed in the mission statement. The mission statement must be tailored to the organisation and the value drivers identified in Step 1 of the framework.

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  • Chapter 3 - Corporate social responsibility. Learning objectives of this chapter: Understanding the role of big business and its responsible use of corporate power in a democratic society, knowing when the idea of social responsibility originated and the phases through which it has developed, investigating how a company’s purpose or mission can integrate social objectives with economic objectives,...

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  • Chapter 4 - Ethics and ethical reasoning. The goals of this chapter are: Defining ethics and business ethics, evaluating why businesses should be ethical, knowing why ethical problems occur in business, identifying managerial values as influencing ethical decision making, recognizing how people’s spirituality influences their ethical behavior, understanding stages of moral reasoning, analyzing ethical problems using generally accepted ethics theories.

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  • Chapter 7 - Global corporate citizenship. The goals of this chapter are: Defining global corporate citizenship and observing it in practice, recognizing the many different approaches to managing corporate citizenship, understanding how the multiple dimensions of corporate citizenship progress through a series of stages,...

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  • Chapter 8 - Business-government relations. After studying this chapter you will be able to: Understanding why sometimes governments and business collaborate and other times work at arm’s length from each other, defining public policy and the elements of the public policy process, explaining the reasons for regulation, knowing the major types of government regulation of business,...

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  • Chapter 9 - Influencing the political environment. The purpose of this chapter is: Understanding the arguments for and against business participation in the political process, knowing the types of corporate political strategies and the influences on an organization’s development of a particular strategy, assessing the tactics businesses can use to be involved in the political process, examining the role of the public affairs department and its staff, recognizing the challenges business faces in managing business–government relations in different countries.

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  • Chapter 10 - Ecology and sustainable development in global business. In this chapter, you learned to: Understanding how business and society interact within the natural environment; defining sustainable development; assessing the major threats to the earth’s ecosystem; recognizing the ways in which population growth, inequality, and economic development interact with the world’s ecological crisis;...

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  • Chapter 11 - Managing environmental issues. After studying this chapter you will be able to: Knowing the main features of environmental laws in the United States and other nations, understanding the advantages and disadvantages of different regulatory approaches, assessing the costs and benefits of environmental regulation,

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  • Chapter 13 - Managing technology and innovation. After studying this chapter you will be able to: Evaluating the growth in breaches of personal information privacy, understanding where these attacks come from and what their effects are, evaluating initiatives taken by government and business to minimize invasions of privacy, recognizing the emerging role and responsibilities of the organization’s chief information officer,…

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  • Chapter 14 - Stockholder rights and corporate governance. The goals of this chapter are: Identifying different kinds of stockholders and understanding their objectives and legal rights, knowing how corporations are governed and explaining the role of the board of directors in protecting the interests of owners, analyzing the function of executive compensation and debating if top managers are paid too much,...

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  • Chapter 16 - Employees and the corporation. Learning objectives of this chapter: Understanding workers’ rights to organize unions and bargain collectively, knowing how government regulations assure occupational safety and health and what business must do to protect workers, evaluating the limits of employers’ duty to provide job security to their workers,…

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  • Chapter 17 - Managing a diverse workforce. After studying this chapter you will be able to understand: Knowing in what ways the workforce of the United States is diverse, and evaluating how it might change in the future; understanding where women and persons of color work, how much they are paid, and the roles they play as managers and business owners; identifying the role government plays in securing equal employment opportunity for historically disadvantaged groups, and debating whether or not affirmative action is an effective strategy for promoting equal opportunity;…

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