Stakeholder model

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  • Contents: Origins of the Stakeholder Concept, Who Are Business’s Stakeholders?, Stakeholder Approaches, Three Values of the Stakeholder Model, Key Questions in Stakeholder Management, Effective Stakeholder Management, Developing a Stakeholder Culture, Stakeholder Management Capability, The Stakeholder Corporation.

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  • The Institute of Medicine convened the Clinical Research Roundtable (CRR) in early 2000 to provide a forum for stakeholders to discuss approaches to resolving both acute and long-term issues affecting the Clinical Research Enterprise. It strives to enhance mutual understanding of clinical research between the scientific community and the general public, while improving the public’s understanding of and participation in clinical studies.

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  • Contents: The Consumer Movement, Product Information Issues, The Federal Trade Commission (FTC), Recent Consumer Legislation, Self-Regulation in Advertising, Moral Models and Consumer Stakeholders.

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  • The objective of the past work was to capture the main processes, both biophysical and economic, to reproduce them in a virtual world similar to reality. There have been two stages. In a first step, the team tried to select relevant knowledge to set-up a first conceptual model. As an hydrological model was already developed (Hoanh, et al. 2001), the emphasis was put on the economic and social processes. The first idea was to work on the interactions between decisions making at different scales.

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  • The main purpose of this study was to analyse what strategies small and medium businesses actually adopt when confronted with a major crisis such as a fire, flood or similar catastrophe, and determine what factors proved vital to the survival of the business. Up until this study, the research in the area has been focused on large public companies.

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  • Models represent a powerful tool to describe and analyze business requirements. You can develop extremely complex models that provide detail about how a system currently works, or develop models that describe business processes to users and stakeholders. In this activity, you will discuss how you can use models to describe and analyze business processes and requirements.

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  • Throughout Europe, savings banks share common values, such as local ties, a positive attitude to all customers not excluding certain categories of clients, together with a socially responsi- ble behaviour. Savings banks therefore embody a “stakeholder” model, seeking to bring value and return to the whole community of stakeholders, which surround them (investors, suppli- ers, customers, employees and the local community in which they operate).

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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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  • The business of government is complex. What matters to the public about performance of government cannot meaningfully captured in one, or even a dozen performance measures. Given the sophisticated demands for information from a wide range of stakeholders, including Parliament, government must respond in kind with world-class performance measurement and reporting systems. Performance information is a cornerstone of our commitment to modernise government.

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  • The World Bank recognizes that large-scale agricultural investment poses significant challenges that can be addressed successfully only if stakeholders collaborate effectively. Together with the Food and Agricultural Organization of the United Nations, International Fund for Agricultural Development, United Nations Conference on Trade and Development, and other partners, it has formulated seven principles that all involved should adhere to for invest- ments to do no harm, be sustainable, and contribute to development. These principles are summarized in box 1.

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  • In 2002, methodological issues around time series analyses of air pollution and health attracted the attention of the scienti¯c community, policy makers, the press, and the diverse stakeholders con- cerned with air pollution.

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  • Of course, measuring culture exactly is not possible. The gap analysis always contains subjective elements rather than quantifiable, neutrally measurable evaluations. Therefore, the tool serves as a proxy to become sensitized towards cultural differences. How big is the culture gap between myself as the project manager, for instance, and my customer? This is also called “cultural distance”. The gap analysis provides the management team of the international project with valuable input for the stakeholder management process.

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  • When the price of gasoline goes up, people curtail their driving to some extent, but don’t immediately scrap their SUVs and rush out and buy more fuel-efficient automobiles or electric cars. Similarly, when the price of electricity rises, people don’t replace their air conditioners and refrigerators with the most modern, energy-saving models right away. There are three significant issues raised by this kind of example. First, such changes may be transitory or permanent, and people reasonably react differently to temporary changes than to permanent changes.

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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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  • Chapter 3 - Managing ethics and diversity. The main goals of this chapter are to: Illustrate how ethics help managers determine the right way to behave when dealing with different stakeholder groups, explain why managers should behave ethically and strive to create ethical organizational cultures, appreciate the increasing diversity of the workforce and of the organizational environment,...

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  • In this module, students will learn about security policies and procedures for an organization and general strategies for creating policies and procedures. The Microsoft Operations Framework (MOF) process model provides a comprehensive framework that students can use to create a security design. To ensure that key stakeholders support the design and that students have the necessary experts together to create a successful design, students will learn how to assemble a security design team.

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  • The dominant model of the ¢rm in Western economies is the limited liability company owned by shareholders, but the form varies signi¢cantly between countries. In some countries the control rights of the owners are limited by powers given to stakeholders who may share in the appointment and supervision of managers and in the determination of the enterprise’s objectives. In Germany, for example, large companies recognize the role of workers and other groups by giving them half the positions on the supervisory board that oversees the management board (Douma 1997).

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  • Since 2005, the international development perspectives have broadened, with new funding sources, partnerships and configurations of stakeholders. Global public-health initiatives such as the Global Alliance for Vaccines and Immunisation (GAVI) and the Global Fund to fight AIDS, Tuberculosis and Malaria (GFATM) have matured their operations and increasingly become significant sources of revenue for national health budgets in many low-income countries.

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  • Destination marketing is increasingly becoming extremely competitive worldwide. This paper explains the destination concept and attempts to synthesise several models for strategic marketing and management of destinations. It provides an overview of several techniques widely used and illustrates examples from around the world. The paper also explains that marketing of destinations should balance the strategic objectives of all stakeholders as well the sustainability of local resources.

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  • Game theory provides a powerful mathematical framework that can accommodate the preferences and requirements of various stakeholders in a given process as regards the outcome of the process. The chapters' contents in this book will give an impetus to the application of game theory to the modeling and analysis of modern communication, biology engineering, transportation, etc...

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