Managers need to think about social responsibility in terms of externalities. Externalities are economic terms, such as the link above tells you, is to "effect the purchase or use a set of decisions on others which the party had no choice and interests that are not considered."

We believe companies who want to be seen as a responsible must start by addressing those externalities. They must take ownership of their impact. And, because trying to be putting a lot on their plates, their efforts may have to end there.

While this term is still one foreign to many practicing managers, and can be regarded as truly eggheaded by some, we hear more and more from the mouth of the executive - and the activists took them to task. Some leaders actually already started to adopt this approach - or at least suggest it.

Founder and chairman of carpet manufacturer Interface, responding to interviewer questions about the rules. "I actually do not support more government regulation, but I support ... a system that gets the right priority, that internalizes the externality itself, which ultimately depend on market information, people insist that the products they buy are made in a responsible manner."

In New York last fall, we sat in an appreciative audience at the Aspen conference in New York and heard the founder of the green Seventh Generation products provider, run the same terminology. And he will not hesitate to do it again, in its contribution to this debate "HBR special" end of this month.

he is an outlier in several respects. Under their leadership, their company has become famous for their sustainability focus. But both are also practiced in communicating their views to other executives, and do not hesitate to use the language of externalities. This is only the most rational way to discuss what needs to be done.

At least that's what we think. But we also want to hear another viewpoint. In the coming weeks we hope to hear from various types of business and thought leaders we have assembled. We also hope to hear from you. Does your business need a better way to think about responsibility? And if so, what better way?

New shock is normal, and they are not pleasant. For some people this strategy has a tremendous impact, this strategy relies not directly into the hearts of view of who it will get very great surprise, and not easy to get lost.

We have enough to deal with in terms of financial crises, currency fluctuations, technology interfere with, the restructuring of work, shortage of essential drugs, a populist revolt, the pandemic might be, and terrorist threats without adding the devastating earthquake in 2010 and exceptional weather events. Et tu, Mother Nature?

Coping with the unexpected is essential leadership. In any business, the ability to recover quickly separate the winners from the losers, whether they react to fumbles in a game of sports or curve ball thrown by external events. I summarize the challenges of managing volatility in a simple equation: MTBs = or MTBs are the mean time between surprises, which shrinks. MTMD is the mean time to make decisions, which should be fast.

Here are four strategies to expedite response and minimize the impact of interference.

• Reserves. Leaders must know the benefits of alternatives. Even if Plan B is not always able to be trained and ready to go, mental flexibility can prevent rigid specifications and expectations of the bottlenecks for quick redirection. Great innovators are often pursuing a parallel path of development. Great stress the efficiency of the company but to build in slack and cross-train their people, such as Cemex not. Although the trend of the recession-push during this recession is to walk a tight, some overlap and redundancy makes it easier to react quickly.

• Communication. Information must flow quickly and spread virally, whether by email or phone chain, twitter alerts, or buddy system. Social networks in which people feel responsible to adjust the action quickly. Collection and dissemination of data in a short cycle also improves the ability to change quickly.

• Collaboration. human relationships, commitment and resilience helped the company quickly recovered. When people care about each other, have common goals, and feel empowered to act, they can competently and maintain high performance volatility. In a major power outage that shut down airports in the Northeast United States in 2003 (up to volcanic ash, the second worst disasters to hit airlines since the 2001 terrorist attacks), Continental Airlines employees dedicated to their destination on time of arrival and empowering them to conduct almost anything except the safety risk to achieve it. They develop many creative solutions to keep their aircraft flying while their competitors are hundreds of flights were canceled.

• The values and principles. clear standards and values can serve as a guidance system to direct decisions without bureaucratic slowness. People know the right thing to do without being told and without waiting for permission. Of P & G is the first organization to evacuate employees (and their families) from Lebanon after the military action, the general manager of a particular area that the costs will be supported, because P & G values.

Similar strategies to help deal with my colleagues in the fall volcanic ash. When I arrived at the honcho for a global health summit about my canceled flight, a team in Europe has been in high security mode set up Plan B and C. He said, "The crisis like this shows how we can be innovative and creative. This also allows us to show our character in the service of our partners and constituents Maybe we can adjust the schedule and opened to a larger audience .." They did.

* What are important contextual influences and constraints on organizational architectural choices? How are the
choices about organizational architecture shaped by social processes such as diffusion, imitation and bargaining among key
stakeholders?

* How do choices of organizational architecture shape the development of organizational capabilities? Does the
adoption of a particular organizational architecture have consequences for the creation of certain kinds of capabilities (or
disabilities)? What are the dynamic aspects of this relationship?

* How can the different elements of an organizations’ architecture enable or impede adaptation? More generally, how
does organization design look different when the goal is ongoing dynamic adaptation by the organization to its environment,
rather than a series of periodic adjustments?

* How can we extend what we know about organizational architectures to the inter-organizational context (e.g. the
organization of joint ventures and alliances)? What are the architectural elements of such ties? What are the antecedents and
consequences of architectural choices for those ties? How is the architecture of firms that are increasingly connected to others
changing? What are the consequences of such shifts and the enabling and disabling conditions related to these shifts?

* What role can organizational architecture play in supporting new and complex business models that disrupt the
traditional bases of competition in an industry? When does business model innovation co-occur with changes in
organizational architecture, and when are these independent?

* How can our knowledge of different elements of an organizations’ architecture help to refine our understanding of
specific phenomena, such as subsidiary-parent relationships in MNC’s, ambidextrous organizations, product and
organizational modularity, value chain unbundling and M&A integration? What does the study of these phenomena offer in
terms of the refinement of core concepts in the study of organization design, such as interdependence, information
processing, organization differentiation and integration, the basis for grouping etc.?

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Most important topics for anyone starting or operating a business

1: Evaluating Business Potential
2: The Business Plan
3: Communication Tools
4: Business Organization
5: Licenses & Permits
6: Business Insurance
7: Location and Leasing
8: Accounting and Cash Flow
9: How to Finance Your Business
10: E-Commerce Business
11: Buying a Business or Franchise
12: Opening and Marketing
13: Expanding and Problems
14: International Trade
15: Managing Employees


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Before we go on explaining the process of crafting a positioning strategy for your product or service, let me remind you of this:

"A Positioning Strategy results in the image you want to draw in the mind of your customers, the picture you want him/her to visualize of you what you offer, in relation to the market situation, and any competition you may have".

With this said, let us design your positioning strategy.

You will be faced with three main options:

* 1. Positioning your product against your competitors, " Our prices are half of that you may find else where for similar products"
* 2. Emphasizing a distinctive unique benefit "the only book keeping system that instantly calculates your taxes"
* 3. Affiliating your product with something the customer knows and values "the same archiving system used by the library of congress"

Of course these are just examples to help you better grasp the concept, but I am sure you get the point, and you can come up with far more attractive messages to better suite your product.

Your marketing strategy should act more like a guideline, the driving force of your marketing program, so you should always keep it before your eyes, and the eyes of all those who work with you.

Writing a positioning statement should not be a difficult task. For starting off, first you must decide the following:

* Your customer: The type of customer you target.
* The benefits: What you can do for your customers.
* The method: How you do it.
* The USP: Why you do it better than the competitors. (As you may know, USP stands for "unique selling proposition".)

Now you will need to write down the following: (fill in the blanks):

* Our product offers the following benefits: ---------------
* To the following customers (your target market_: ----------
* Our product is better than the competitors in the following manner: ----------------
* We can prove our product is the best because (evidence, differences, testimonials..etc) --------------------

ow you have a positioning strategy, So What? You can't use it to sell your product, which requires a far more complex process, so what is the strategy for?

You will use your positioning strategy to design all your marketing communications, and integrate it with every aspect of your marketing program.

Any and everything you will do as part of your marketing program, from web site design to product packaging and advertising, should aim mainly at convincing customers of the points contained in your positioning statement.

So, put the statement where you can always see it, and always get back to it whenever you are marketing the specific product for which it was crafted.

Your positioning statement reflects what you need to communicate about a specific product, and to whom, so you will always hit the right button, communicating the right message to the right customer at the right time.

I must stress here, the most significant purpose for having a positioning statement, is to make sure that all your communications are consistent with its content. There is no point in having so many different messages for the same product, that lake consistency.

That is what I meant by saying, you must integrate your positioning statement with your marketing program, in all aspects.

Every marketing program should cover only one product, hence must not reflect more than one clearly stated positioning strategy, So:
1 product = 1 marketing program = 1 positioning statement.

One last point to ensure the effectiveness of your strategy, which may seem too obvious yet often ignored:

Your Customer must also get the message you are conveying, the way you meant it to be.

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Environmental responsibility. Corporate governance and ethics. Fairness toward employees. Accountability to local communities. Providing responsible products and service to customers. Maintaining a healthy rate of return for investors.

Milton Friedman takes the position that corporations cannot be socially responsible, only people can have responsibilities. In continuing with this thought, he then suggest that social responsibility is then directed at the corporate executive of a business, not the business as a whole. The corporate executive has primary responsibility to his employers to conduct business as they see fit, and manage the business to create the most profit while following the “basic rules of society”.

We must also be aware that the corporate executive, as a person and acting in his own right, may have his own social responsibilities that do not always follow those of the owners of the corporation. If the corporate executive’s ethical values differ from that of the business and he chooses to act in his own right, one that is not in the best interest of the business, he is in turn “spending the customers’ money”. The stockholders, customers, or employees should be able to choose how they wish to spend their money. It is then seen that the corporate executive is acting as a “public employee,” rather than an agent of the corporation. This can lead to a loss of both customers and employees if the corporate executive’s actions reduce corporate profit and the price of its stock. Friedman believes, in a free society, “there is one and only one social responsibility of business—to use its resources and engage in activities designed to increase its profits so long as it stays within the rules of the game, which is to say, engage in open and free competition without deception or fraud.”

In part I disagree with Friedman, I believe that a business can and should be socially responsible, but in doing so they should still be able to meet their objectives of making a profit and keeping stockholders, employees, and customers satisfied. For example, if a company as a whole causes pollution, then the company as a whole is socially responsible to make good for what they have done, even if it is costly. The company must examine its operations, make positive changes to reduce pollution, and have a strategic plan in place to function efficiently and make a profit. If a business cannot be socially responsible in society, then it shouldn’t be allowed to operate in society.

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Related

1. Business Ethics

2. Social Responsibility

3. Ethics Case Studies

Perhaps, every organisation wants to initiate a management system and strategy that could maintain the organisation’s capability, strength and competitiveness. It is important that the management team and the organisation per se should always open their mind for changes that they might encounter in order to cope and adapt to the latest development that are happening within and outside their environment. Thus, this paper will discuss and evaluate a large-planned organisational change that would help an organisation to achieve its mission and to survive with the stiff competition. Specifically, this paper will study the organisational change that would be imposed in Cable Duct Installation Company. The discussion will be in threefold: diagnosis, intervention and evaluation of the organisational change imposed.

1. Introduction

2. Objectives of the Study

3. Statement of the Problem

4. Hypothesis

5. Significance of the Study

6. Definition of Terms

7. Assumptions and Limitations

8. Review of Related Literature

9. Methodology

10. Presentation, Interpretation & Analysis of Data

11. Summary, Conclusions & Recommendations

The Strategic Management Process: An Introduction
The Three Strategy-Making Tasks (Vision/Mission, Objectives, Strategic Choice)
Industry and Competitive Analysis
Company Situation Analysis
Strategy and Competitive Advantage
Matching Strategy to a Company's Situation
Corporate Diversification Strategies
Strategic Analysis of Diversified Companies
Implementing Strategy: Core Competencies, Reengineering, and Structure
Implementing Strategy: Budgets, Policies, Best Practices, Support Systems, and Rewards
Implementing Strategy: Culture and Leadership

Business Intelligence (BI) deals with increasing the competitive advantage of a business, by intelligent use of available data for decision making and synthesizing useful knowledge from collections of data.
Microsoft Excel is one of the most commonly used BI tools and it is ubiquitous as well as well understood.
Excel PivotTables enables access and analyze SAP NetWeaver BI data. SAP BI 7.0 release introduced a new dimension tool, called Cell Based Reporting (CBR), for developing workbooks using Excel. This feature facilitates seamless integration of Excel with BI and produces a dynamic view of the reports for the desired selection parameters to the user. In this we study the CBR features of SAP BI and focus on development of CBR based financial analysis reports for the bussiness. This study shows that CBR based reporting guarantees the increase in performance of reports by integration of Excel with SAP BI.

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Academic journals

Academy of Management Journal
Academy of Management Learning & Education
Academy of Management Perspectives (was: Academy of Management Executive)
Academy of Management Review
Administrative Science Quarterly
Asia Pacific Journal of Human Resources
Asia Pacific Journal of Management
British Journal of Management
Business Horizons
California Management Review
Employee Relations
European Business Review
European Journal of Industrial Relations
European Journal of Marketing
European Journal of Work and Organizational Psychology
European Management Journal
European Management Review
Harvard Business Review
Human Relations
Human Resource Development International
Human Resource Management
Human Resource Management Journal
Human Resource Management Review
Industrial Marketing Management
International Business Review
International Journal of Cross Cultural Management
International Journal of Human Resource Management
International Journal of Intercultural Relations
International Journal of Management Reviews
International Journal of Manpower
International Journal of Research in Marketing
International Marketing Review
International Studies of Management & Organization
Journal of Applied Psychology
Journal of Business
Journal of Business in Developing Nations
Journal of Business Research
Journal of Cross-Cultural Psychology
Journal of East-West Business
Journal of Euromarketing
Journal of Global Marketing
Journal of International Business Studies
Journal of International Consumer Marketing
Journal of International Management
Journal of International Marketing
Journal of Management
Journal of Management Inquiry
Journal of Management Studies
Journal of Marketing
Journal of Occupational and Organizational Psychology
Journal of Organization Behavior
Journal of Organizational Change Management
Journal of Teaching in International Business
Journal of the American Society for Information Science and Technology
Journal of World Business
Language & Intercultural Communication
Leadership Quarterly
Long Range Planning
Management Decision
Management Learning
Management International Review
Management Science
Organizational Behavior & Human Decision Processes
Organization Science
Organization Studies
Personnel Psychology
Personnel Review
Scientometrics
Sloan Management Review
Strategic Management Journal
Thunderbird International Business Review
Transnational Corporations

Magazines

Across the Board
Advertising Age
Asia Week
Business Week
The Economist
European Business Forum
Financial Times
Forbes
Fortune
HR Magazine
Management Today
McKinsey Quarterly
Times Higher Education Supplement (THES)
Wall Street Journal

This chapter discusses lifestyle management strategies for obesity in adults and is based on an assumption that treatment, resulting in appropriate and sustained weight loss, is of benefit to individuals. It examines dietary management strategies including the use of very low calorie diets, moderate energy restriction and individual and group approaches in commercial and non-commercial environments. It explores the role of physical activity in the treatment of obesity in particular focusing on the associated health benefits and the increasing evidence of the importance of physical activity in weight maintenance. It discusses the effect of behavioural interventions on acheiving and maintaining weight loss and briefly offers suggestions for the organisation of lifestyle interventions.

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Management strategy evaluation (MSE) is the process of using simulation testing with feedback to examine the robustness of candidate management strategies to error and uncertainty. The structure of the management strategy can be selected to attempt to satisfy desired (but conflicting) management objectives. MSE was used to assess the performance of the current management strategy and an alternative management strategy (the "dynamic B0" strategy) for the fishery for walleye pollock (Theragra chalcogramma) in the Gulf of Alaska (GOA), when age-1 recruitment was driven by climate. The relationships between age-1 abundance and climate indices (and the uncertainties associated with these relationships) were characterized within an age-structured operating model that was fitted to the data for GOA walleye pollock. Projections into the future were based on the fitted relationships and predictions of those indices from the Intergovernmental Panel on Climate Change (IPCC) models, using the current or the alternative management strategy to determine catch limits. Management performance (the ability to leave the stock close to the management reference level and achieve high and stable catches) deteriorated when age-1 recruitment was forced by climate, although stocks were kept near the reference level on average. In addition, the ability to estimate management-related quantities, such as spawning biomass, deteriorated markedly when recruitment was forced by climate. Performance was sensitive to the choice of IPCC dataset and, in particular, estimation and management performance was poorest (outcomes most variable) for the IPCC datasets that led to the greatest variation in recruitment to the fishery. Although basing management on a "dynamic B0" management strategy led to improved management and estimation performance, the magnitude of the improvement was slight.

Keywords: climate change, Gulf of Alaska, IPCC model output, management strategy evaluation, stock assessment, walleye pollock

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In this paper we analyze the properties of price equilibria in a duopoly market where firms sell vertically differentiated products, consumers being uncertain about which firm sells which quality. Both existence and properties of price equilibria are characterized by the beliefs of the consumers' population about the distribution of quality between firms. Copyright 1992 by MIT Press.


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Price setting by firms and search by customers is analyzed, relaxing two basic attributes of most search models: price precommitment and agent heterogeneity. Customers are characterized by individual demand functions for a homogeneous good and can choose to employ a threat to search. Firms noncooperatively make pricing decisions by using the individual demand curves under conditions of constant marginal cost. Firms adopt pricing rules that optimally respond to customer search histories. Bargaining power is endogenously assigned. Firms know their common marginal cost; customers, the cost distribution. The unique separating equilibrium is characterized by a lumpy distribution of prices and by heterogeneous shopping behavior by customers giving rise to "shoppers" and "nonshoppers." Copyright 1992 by MIT Press.

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