tag:blogger.com,1999:blog-47527681368110525982024-03-13T22:26:03.385-07:00Business in SocietyStudentshttp://www.blogger.com/profile/17427588719190331778noreply@blogger.comBlogger12125tag:blogger.com,1999:blog-4752768136811052598.post-41851510167249807722009-04-13T18:45:00.000-07:002009-04-13T18:54:42.472-07:00Chapter 13 Summay- Technological changem, which tends to be self-reinforcing, has widespread effects throughout business and society. Some of these effects are beneficial and some are not. Technological growth is fueled by economic expansion, worker prductivity, and research and development investment.<br /><br />- E-commerce or online beisness, has changed how businesses offer, sell and account for their goods and services in the global marketplace and their interactions with their stakeholders. Individuals are investing and buying goods and services online at an astonishing rate.<br /><br />- Technology superpowers have built an infrastructure for the information society, enabling people and businesses arounf the world to communicate and conduc business with each other, spawning the system of e-commerce.<br /><br />- Technology has exponentially increased our ability to communicate with others around the world through electronic mail, blogs and vlogs. Accompanying these innovations are significant threats to our privacy and safety.<br /><br />- Tehcnological innovations in m-commerce, education and medical information enhance the lives of people thoughout the world.<br /><br />- Differences in age, income and ethnicity or nationality appear to be associated with a digital divide. Recently, collaborative initiatives by businesses, governments and nonprofit organizations addressing Internet access around the world appear to have somewhat narrowed this digital divide.Studentshttp://www.blogger.com/profile/17427588719190331778noreply@blogger.com0tag:blogger.com,1999:blog-4752768136811052598.post-33899663715007938942009-04-13T18:36:00.000-07:002009-04-13T18:37:44.649-07:00The Role of Business in Tomorrow's Society<object width="425" height="344"><param name="movie" value="http://www.youtube.com/v/Xox7Z0Bq7jY&hl=en&fs=1"></param><param name="allowFullScreen" value="true"></param><param name="allowscriptaccess" value="always"></param><embed src="http://www.youtube.com/v/Xox7Z0Bq7jY&hl=en&fs=1" type="application/x-shockwave-flash" allowscriptaccess="always" allowfullscreen="true" width="425" height="344"></embed></object>Studentshttp://www.blogger.com/profile/17427588719190331778noreply@blogger.com0tag:blogger.com,1999:blog-4752768136811052598.post-58452918494499273512009-04-12T17:16:00.000-07:002009-04-12T17:18:20.610-07:00Sustainable Development in Global BusinessBusiness Can Help Build Tomorrow’s Low-carbon Economy Today - STATEMENT TO THE G20 LEADERS <br />London, 31 March 2009 - Leaders of the G20 governments meet in London this week. Their common aspiration is to set the world on a pathway of sustainable and widespread economic growth. <br />While the discussions will be complex, one thing is crystal clear: we must revive growth in the world economy. A low-growth recovery is unacceptable. <br />This is why governments of the major economies are gearing up to spend about US$ 3 trillion among them to stimulate growth. However, here is the conundrum: a recovery strategy based on high-carbon energy sources will not create the sustainable economic growth that the world needs – it will ultimately choke itself on rising hydrocarbon prices and a hostile physical environment created by climate change. There is no “business as usual” to which we can return. <br />To ensure our future prosperity, we need a high-growth and low-carbon world economy. <br />This may sound aspirational. Yet, many business leaders around the world are increasingly convinced of the long-term growth potential of the low-carbon economy. The scale of new jobs, technologies, practices, services and products required to shift to a low-carbon economy is vast. Last year, in an initiative led by the World Economic Forum, over 100 chief executives from all sectors and regions of the world prepared a detailed set of climate policy recommendations for G8 leaders, including a series of practical proposals to stimulate low-carbon growth opportunities. <br />A more recent series of UN reports commissioned by the United Nations Environment Programme (UNEP) supports these CEO recommendations. The UNEP work suggests that many millions of new jobs can be generated now and over the coming years via a Global Green New Deal, setting the stage for a low-carbon, resource-efficient economy for the 21st century. It is estimated that up to 20 million jobs worldwide can be created in renewable energy alone by 2030, twice the level of job creation that would be achieved with a fossil-fuel based energy. <br />This means that low-carbon economic prosperity is not just an industrialized country issue; it is very much an agenda for sustainable international development, especially in emerging markets. Analysis suggests that building a low-carbon global economy will require the creation of significant, long-term financial flows into developing countries, of at least an additional US$ 100 billion a year, as well as ongoing help to develop, demonstrate and deploy the latest technologies. When combined with the jobs, energy poverty reduction and broader growth potential that this flow of finance and technology will stimulate, low-carbon growth offers developing countries a historic opportunity to jump onto a new, more sustainable growth path. <br />To deliver this new economy, a set of practical policies and incentives is urgently required to help remove the obstacles to more low-carbon finance and technology. This will enable green recovery packages to have maximum impact both in the short-term and into the future. Tariffs, subsidies and other protectionist devices that act as barriers to low-carbon growth must be removed. An open global economy is critical if we are to make the swift and fundamental transition we need. A concrete first step would be for leaders at the G20 London Summit to signal support for the development of a set of specific recommendations on these issues. This would also show a clear intent among governments of the major economies for an ambitious – and practical – outcome from the wider UN-led negotiations on a new international climate agreement, due to be completed in Copenhagen in December this year. <br />But this is not a task for governments alone. As the key delivery agent of low-carbon investment, innovation, products and services, business needs to have a voice at the table. The business viewpoint of the practical policies that will be the most effective accelerators of this change process is vital. We welcome the doors that have been opened by governments to the UNFCCC negotiations for direct business engagement in response to the Bali Action Plan. The World Business Council for Sustainable Development has been working with leading, global CEOs to support negotiators in this process by recommending specific policy mechanisms that might contribute to a cost-effective and environmentally sound future climate framework. But this business government dialogue needs to be deepened. <br />This is why business leaders and experts in finance, economics and climate change from around the world have responded so rapidly to the invitation from Prime Minister Gordon Brown earlier this year at the World Economic Forum in Davos to form a business-expert Task Force on Low Carbon Prosperity to report to the London Summit. Building on business engagement to date, over 75 specialists from international companies and expert organizations around the world, convened by the World Economic Forum, are ready to work with officials from the G20 on these matters. Key conversations they wish to have will include: <br />• How can market mechanisms best be developed to create a price for carbon that takes its true cost into account? <br />• How can governments and businesses work together to offer consumers real choice and effective standards in low-carbon products, technologies and services? <br />• How can energy efficiency measures best be scaled up globally? What does a smarter, lean-energy economy look like, and what technologies and policies do we need to invest in to get there? <br />• And crucially in today's world, how can we get investment flowing into the technologies that will deliver jobs and cleaner, more secure energy, especially in developing countries? <br />This is important and practical work. It must begin now. As stimulus packages are designed and implemented over the next several months, we need to identify the specific projects and ideas that will both create jobs in the short run and catalyze the longer-term shift to a low-carbon global economy. Businesses and organizations such as ours are committed to this process. That is why we are part of this unique initiative. We look forward to working with others in the Task Force to deliver a truly “game-changing” set of proposals to world leaders at the United Nations in September. <br />We wish the G20 leaders a successful London Summit, and look forward to engaging with them in this unprecedented public-private process. <br />Samuel A. DiPiazza, Chief Executive Officer, PricewaterhouseCoopers International, PricewaterhouseCoopers , USA ; Chairman of the World Business Council for Sustainable DevelopmentStudentshttp://www.blogger.com/profile/17427588719190331778noreply@blogger.com0tag:blogger.com,1999:blog-4752768136811052598.post-76590472751667591242009-04-12T17:10:00.000-07:002009-04-12T17:14:14.738-07:00GlobalizationGlobal Business Expansion<br />Why Companies Should Pursue an International Strategy<br />© Jennifer Shook <br /> Oct 12, 2008 <br /> <br />In a borderless world, companies need to compete on a global level in order to succeed.<br /><br />In today's world of financial uncertainty, it is important for businesses to have a clear idea of what stability involves for their company. One concept that more and more businesses are exploring is one of taking their business to a global level. Using an international strategy is not for every company, but with the availability of the Internet it is becoming easier to take your business to that next level. Here are just a few reasons why going global may be the right choice for your business.<br />Diversification<br />Ever heard the phrase "don't put all of your eggs in one basket"? Going global allows companies to get some of their eggs into a different basket. Different markets offer different customers and a different customer base. The needs and demands of countries outside your own are most likely the same but at different times. In January of 2008, the New York Times commented that General Electric is doing well in developing countries by selling air fleets and aiding their infrastructure development. By the time the market cools overseas, GE predicts that the United States will be ready to buy again.<br />Resources and Lower Costs<br />Another incentive driving businesses overseas is the availability of resources at lower costs than might be found domestically. For example, India has been known to offer information technology services and support for companies at a much lower rate than can be found in the United States. A benefit of globalization is increased competition, and both small and large businesses should take advantage of the lower cost of materials that can be found overseas.<br />Economies of Scale<br />Helen Deresky's book International Management comments that businesses often choose to go global in order to benefit from economies of scale. Often companies can recognize profits large enough to cover their research and development costs, as well as the cost of keeping up with current technology, only by taking their business to a larger level. Even if these costs are not a factor in the decision, a larger market offers a larger opportunity for profit.<br />Country Incentives<br />Often countries offer incentives to entice foreign businesses. Countries seeking new technology, capital, and domestic growth do whatever they can to get companies to "invest" in them. Tax exemptions, loans, the use of property, and subsidies are just a few of the incentives offered. Companies may chose to benefit from these even if going global was not a priority for them at the time.<br />No matter what position your company is in, expanding your business to an international level is a wise choice. There are many benefits that a company can reap if they are willing to pursue a global strategy. As globalization becomes the norm in today's society, companies should follow suit if they want to take their success to the next level.<br /><br /><br />Read more: Global Business Expansion: Why Companies Should Pursue an International Strategy - http://globalization.suite101.com/article.cfm/going_global#ixzz0C81YAhQtStudentshttp://www.blogger.com/profile/17427588719190331778noreply@blogger.com0tag:blogger.com,1999:blog-4752768136811052598.post-15383612908450076212009-04-12T17:05:00.000-07:002009-04-12T17:08:16.930-07:00Corporate Ethics100 Most Influential People in Business Ethics 2008<br />December 31, 2008<br /> Another busy year in the world of business ethics went by and left us with plenty to talk about. Nearly every week saw headlines of an individual (or business) who pushed the envelope in legal compliance, business ethics, sustainability or social responsibility. Most of the time, these headlines were for negative actions.<br />But not all was bad in 2008. Many individuals stood out for their positive achievements in the business ethics world as well. For that, we created this year’s list of the 100 Most Influential People in Business Ethics.<br />In order to develop the list, we reached out to a number of professors from notable business schools around the world to assemble an advisory board (for the names of the members of the advisory board see below). With the help of the advisory board, as well as a group of Ethisphere editors, writers and fact checkers, we were able to develop a list of 100 individuals from all around the world that greatly influenced the business ethics realm over the past year. All advisory panel members boldly gave up their right to be on this list (they all deserve to be) in order to help nominate others.<br />What is important to note about this list is that it rewards individuals who were influential this year, rather than over the course of their career. While many people on the list have a lifetime of positive achievements, these individuals made the list for their actions in 2008.<br />On the following pages you’ll find 2008’s 100 Most Influential People in Business Ethics. While you may not agree with the actions, political leanings or personality of some individuals on the list, there is no dispute that each one of them influenced business behavior over the course of the year.<br />The winners are broken down into the following nine core categories:<br />Government and Regulatory<br />Did the individual impact government rules or enforcement trends? Business Leadership<br />Did the individual substantially transform a specific business’ operational practices consistent with profitable ethical leadership, forcing competitors to follow suit or fall behind? Non-Government Organization (NGO) Did the individual impact a company’s (or industry’s) practices through external, non-regulatory leadership either through positive collaboration or negative publicity for a positive end?<br />Design and Sustainability<br />Did the individual substantially contribute to or lead a product or service redesign, which resulted in less natural resource use, or increased consumer acceptance of sustainability without diminishing the quality of the original product or service? Media and Whistleblowers<br />Did the individual raise awareness on a critical issue or expose corruption? Thought Leadership<br />Did the individual conceive of new approaches or otherwise materially contribute to the field of business ethics theory in a way that could be easily applied by corporate leaders?<br />Corporate Culture<br />Did the individual show success to transforming the ethical culture and behavior of a corporation or institution, particularly if such corporation or institution previously had a less than ethical culture and values system? Investment and Research<br />Did the individual impact corporate behavior through influencing investor decisions and the deployment of investment capital due to research or institutional fund management practices? Legal and Governance<br />Did the individual impact any legal cases which set the precedents in corporate compliance, or influence trends or structure in effective corporate governance for public and/or private companies?<br />Now, without further ado, we present to you 2008’s 100 Most Influential in Business Ethics:<br />________________________________________<br />The List: <br />1. Liu Qi<br />2. Neelie Kroes<br />3. Heinrich Kieber<br />4. Kim Yong-chul<br />5. Mark F. Mendelsohn<br />6. Lee Scott<br />7. Shan Ramburuth<br />8. Bobby Jindal<br />9. Myron Steele<br />10. Philip Collins<br />11. David Steiner<br />12. Angel Gurría<br />13. Ronald Luri<br />14. Barack Obama<br />15. Christoph Frei<br />16. Jeff Immelt<br />17. Nguyen Van Hai & Nguyen Viet Chen<br />18. David L. Stub<br />19. David Parker<br />20. Thomas Friedman<br />21. Davor Harasic<br />22. Anne M. Mulcahy<br />23. Dawn Primarolo<br />24. Ben W. Heineman, Jr.<br />25. Nicolas Sarkozy<br />26. Dong Zhengqing<br />27. Leslie Gaines-Ross<br />28. R. Alexander Acosta<br />29. Cui Fan<br />30. Masamitsu Sakurai<br />31. Paul Krugman<br />32. Alexandra Wrage<br />33. Michael Hershman<br />34. Jed Rakoff<br />35. Dr. Anwar Nasution<br />36. Michael Johnston<br />37. Jim Senegal<br />38. Mike Barry<br />39. Marc Gunther<br />40. Neville Isdell<br />41. Eric Schmidt<br />42. Danny Wegman<br />43. Larry Thompson<br />44. H. Dean Steinke<br />45. James Jurwa<br />46. Sven Holmes<br />47. Lucas Benitez<br />48. Anonymous Chinese apartment owner<br />49. Earl E. Devaney<br />50. Nancy Boswell<br />51. Haruka Nishimatsu<br />52. Henry Waxman<br />53. Sudhanshu Pokhriyal<br />54. Virginia D. Klein<br />55. James A. Mitchell<br />56. Tim Costello<br />57. Jim Koch<br />58. Jim Tyree<br />59. Ken Livingstone<br />60. Kathleen M Hamann<br />61. Victor Marrero<br />62. Ben Popken<br />63. Howard Schultz<br />64. Klaus Töpfer<br />65. Harry Halloran<br />66. Le Hien Duc<br />67. Peter Kinder<br />68. Bernard Listiza<br />69. Joseph Keefe<br />70. Magnus Berglund<br />71. Manny A. Alas<br />72. Max Bazerman<br />73. Bob Langert<br />74. Patrick Fitzgerald<br />75. Thomas Boone Pickens<br />76. Dave Welch<br />77. Edward J. Zore<br />78. R. Edward Freeman<br />79. Mr. Frédéric Wehrlé<br />80. Greg Valerio<br />81. Chris MacDonald<br />82. James Goodnight<br />83. Brenda C. Barnes<br />84. Simon Ho<br />85. Gavin Newsom<br />86. Nobutaka Machimura<br />87. Anders Dalhvig<br />88. Odell Guyton<br />89. David Crawford<br />90. Patricia Werhane<br />91. Paul Newman<br />92. Barbara Krumsiek<br />93. Amy Domini<br />94. Richard McClellan<br />95. Rob Cameron<br />96. Harry Woolf<br />97. Tensie Whelan<br />98. Jack Grynberg<br />99. Alexander Solzhenitsyn<br />100. Kim Hun-sung and Park Jin-shik<br /><br />________________________________________Studentshttp://www.blogger.com/profile/17427588719190331778noreply@blogger.com1tag:blogger.com,1999:blog-4752768136811052598.post-61226512162336708552009-03-29T17:15:00.000-07:002009-03-29T17:19:56.141-07:00Social EntrepreneurHello Group , I found a interesting website about Social Entrepreneur.<br />Claudia B<br /><br />Home<br />What is a Social Entrepreneur?<br />Social entrepreneurs are individuals with innovative solutions to society’s most pressing social problems. They are ambitious and persistent, tackling major social issues and offering new ideas for wide-scale change. <br /><br />Rather than leaving societal needs to the government or business sectors, social entrepreneurs find what is not working and solve the problem by changing the system, spreading the solution, and persuading entire societies to take new leaps. <br /><br /> Social entrepreneurs often seem to be possessed by their ideas, committing their lives to changing the direction of their field. They are both visionaries and ultimate realists, concerned with the practical implementation of their vision above all else. <br /><br />Each social entrepreneur presents ideas that are user-friendly, understandable, ethical, and engage widespread support in order to maximize the number of local people that will stand up, seize their idea, and implement with it. In other words, every leading social entrepreneur is a mass recruiter of local changemakers—a role model proving that citizens who channel their passion into action can do almost anything. <br /><br />Over the past two decades, the citizen sector has discovered what the business sector learned long ago: There is nothing as powerful as a new idea in the hands of a first-class entrepreneur. <br /><br />Why "Social" Entrepreneur? <br />Just as entrepreneurs change the face of business, social entrepreneurs act as the change agents for society, seizing opportunities others miss and improving systems, inventing new approaches, and creating solutions to change society for the better. While a business entrepreneur might create entirely new industries, a social entrepreneur comes up with new solutions to social problems and then implements them on a large scale. <br /><br />Historical Examples of Leading Social Entrepreneurs:<br />Susan B. Anthony (U.S.): Fought for Women's Rights in the United States, including the right to control property and helped spearhead adoption of the 19th amendment. <br />Vinoba Bhave (India): Founder and leader of the Land Gift Movement, he caused the redistribution of more than 7,000,000 acres of land to aid India's untouchables and landless. <br />Dr. Maria Montessori (Italy): Developed the Montessori approach to early childhood education. <br />Florence Nightingale (U.K.): Founder of modern nursing, she established the first school for nurses and fought to improve hospital conditions. <br />Margaret Sanger (U.S.): Founder of the Planned Parenthood Federation of America, she led the movement for family planning efforts around the world. <br />John Muir (U.S.): Naturalist and conservationist, he established the National Park System and helped found The Sierra Club. <br />Jean Monnet (France): Responsible for the reconstruction of the French economy following World War II, including the establishment of the European Coal and Steel Community (ECSC). The ECSC and the European Common Market were direct precursors of the European Union. <br />To read more about social entrepreneurship, click here. <br /> <br /><br />Email this page <br /><br />About Us | What We Do | Our Impact | Get Involved | Press Room | Resources | Contact Us | Site Map<br />Ashoka International Websites | Privacy Policy | Terms of ServiceStudentshttp://www.blogger.com/profile/17427588719190331778noreply@blogger.com0tag:blogger.com,1999:blog-4752768136811052598.post-33487927517159987102009-03-02T12:38:00.000-08:002009-03-02T12:43:28.185-08:00Corporate CitizenshipCorporate Social Responsibility News <br /> <br /> 10.16.2008 - 12:24pm ET<br /><br />CSR News from: Boston College Center for Corporate Citizenship <br />News Categories: Corporate Governance <br /> CSR - General <br /><br /><br />Perception of Corporate Responsibility Linked to Reputation<br /><br />Boston College Center and Reputation Institute release new research Top 50 companies recognized – Google listed as No. 1<br />(CSRwire) CHESTNUT HILL, MA. - October 16, 2008 - A new ranking of the top 50 companies in the United States that the public distinguishes for corporate social responsibility was released today by the Boston College Center for Corporate Citizenship and Reputation Institute. <br /><br /><br /><br />Google, Campbell Soup, Johnson & Johnson top the 2008 Corporate Social Responsibility Index (CSRI). Rounding out the top 10 are: Walt Disney, Kraft Foods, General Mills, Levi Strauss, UPS, Berkshire Hathaway and Microsoft.<br /><br />The ranking was created using data principally collected for Reputation Institute's 2008 Global Pulse Study. In creating this first CSRI, the researchers used a subset of survey results that focused on more than 200 companies with a dominant presence in the United States and believed to have a reasonably high recognition factor with the general public. The data used focused on the public perception about a company's corporate citizenship, governance and workplace practices. Get copy of the report on Corporate Reputation and Social Responsibility Rankings at www.BCCorporateCitizenship.org.<br /><br />'Although the survey was taken before the Wall Street collapse, the U.S. findings show that corporate governance—ethics and transparency—are increasing in their importance to overall corporate reputation," said Philip Mirvis, senior research fellow for the Boston College Center for Corporate Citizenship. <br /><br />"This is the first time we see how the public votes on how companies operate as corporate citizens,"said Mirvis referring to the survey that asked the public to judge a company on how it treats employees, its ethics, and its community involvement and respect for the environment. <br /><br />By focusing on the three dimensions of corporate citizenship, governance and workplace practices surveyed for the larger Global Pulse Study, Reputation Institute and the Boston College Center were able to gain greater insight into the combined influence on reputation of social programs, management practices, and employee relations. <br /><br />These three measures account for more than 40 percent of a company's reputation, according to Reputation Institute’s analysis. This makes it critical for companies to communicate how they support good causes, protect the environment, treat their employees, and run their business ethically. <br /><br />On a scale of 1-to-100, top-ranked Google scored 80.84. With the exception of Berkshire Hathaway, consumer-oriented companies made up the majority of the top 20 CSRI performers. Only a few business-to-business focused companies were included in the top 50: Cisco Systems (70.96), Sun Microsystems (70.70), Express Scripts (70.32), Deloitte & Touche (70.12) and Boeing (69.88). The general public tends to rate makers of consumer products, computers, and beverages higher along social dimensions. Industries that fall below the global average include construction/engineering, finance, utilities and telecommunications.<br /><br />Reputation Institute has been measuring corporate reputations rigorously since 1999 using an approach based on: 1) a carefully developed model of what constitutes reputation; 2) a rigorous process that ensures representative results, and 3) a process of analysis that standardizes output that enables international and cross-industry comparisons. Reputation Institute publishes its annual results with Forbes.com.<br /><br />About the Global Pulse 2008 Study<br /><br />The CSRI was created using data collected for Reputation Institute's Global Pulse 2008, which was conducted online between February and March of 2008. A Pulse score is a measure of corporate reputation calculated by averaging perceptions of four indicators of trust, esteem, admiration and good feeling obtained from a representative sample of at least 100 local respondents who were familiar with the company. Scores range from a low of 0 to a high of 100, Pulse scores that differ by more than +/-0.5 are significantly different at the 95 percent confidence level. The global mean for all companies included in the study was a 64.2. <br /><br />About the Boston College Center for Corporate Citizenship<br /><br />The Boston College Center for Corporate Citizenship is a membership-based research organization associated with the Carroll School of Management. It is committed to helping business leverage its social, economic and human assets to ensure both its success and a more just and sustainable world. As a leading resource on corporate citizenship, the Center works with global corporations to help them define, plan, and operationalize their corporate citizenship. Through the power of research, executive education and the insights of its 350 corporate members, the Center creates knowledge, value and demand for corporate citizenship. The Center offers publications including a newsletter, research reports and white papers; executive education, including three Certificate programs; events that include an annual conference, roundtables and regional meetings; peer-to-peer learning forums and a corporate membership program.<br />www.BCCorporateCitizenship.org<br /><br />About Reputation Institute<br /><br />Reputation Institute is a private advisory and research firm specializing in corporate reputation management. With offices and associates in more than 20 countries, Reputation Institute provides knowledge-based consulting services to some of the most respected companies worldwide. Its consulting teams regularly help global clients assess value and act on their reputations by providing strategic analysis and direction, as well as relevant assistance in developing and implementing reputation measurement and management systems. Reputation Institute also identifies best practices from original research, and shares its cutting-edge findings with clients and members through engagements, seminars, conferences and publications. The Global Pulse is Reputation Institute's flagship research study conducted annually with some 60,000 consumers in 27 countries from whom emerge detailed ratings of the reputations of the world's 1,000 largest companies. Each year, the results of this study are featured in leading business publications around the world. Visit ReputationInstitute.com to learn more about how you can unlock the power of your reputation.<br />www.reputationinstitute.comStudentshttp://www.blogger.com/profile/17427588719190331778noreply@blogger.com0tag:blogger.com,1999:blog-4752768136811052598.post-50676965951537346992009-02-08T10:14:00.000-08:002009-02-08T10:15:24.183-08:00How to Change the World (Ch 1 Summary)<span style="font-weight: bold;font-size:130%;" >Ch. 1 Restless People</span><br /><br />-<span style="font-weight: bold;">Business People</span><br /> -People Who Solve Social Problems<br /> - Social Entrepreneurs Worldwide<br /> - Doctors<br /> - Lawyers<br /> - Management Consultants<br /> - Social Workers, Etc<br /><br /><span style="font-weight: bold;">- Social Entrepreneurs</span><br /> - Focus is on how business and management skills can be used to achieve social ends<br /> - "Transformative Forces"<br /> - People with new ideas addressing major problems that do not give up on their vision until they have spread their ideas as far as possible<br /> - Advance Systematic CHange<br /> - How they shift behavior patterns and perceptions<br /><br />- <span style="font-weight: bold;">Characters</span><br /> - Great ideas to solve problems and restless until ideas are spread society-wide <br /><br />- <span style="font-weight: bold;">What is Driving the Changes?</span><br /> - Disappearance of Barriers<br /> - Today people have freedom, wealth, social mobility, etc to address social problemsStudentshttp://www.blogger.com/profile/17427588719190331778noreply@blogger.com0tag:blogger.com,1999:blog-4752768136811052598.post-7673950450331135672009-02-07T20:40:00.001-08:002009-02-07T20:40:50.674-08:00YouTube video of Business and Society<object width="480" height="295"><param name="movie" value="http://www.youtube.com/v/ThpFZ70s04E&hl=en&fs=1"></param><param name="allowFullScreen" value="true"></param><param name="allowscriptaccess" value="always"></param><embed src="http://www.youtube.com/v/ThpFZ70s04E&hl=en&fs=1" type="application/x-shockwave-flash" allowscriptaccess="always" allowfullscreen="true" width="480" height="295"></embed></object>Studentshttp://www.blogger.com/profile/17427588719190331778noreply@blogger.com2tag:blogger.com,1999:blog-4752768136811052598.post-6488022198674845162009-01-26T21:32:00.000-08:002009-01-26T21:35:28.042-08:00Imparting Some Shame To Those Who Trade In GreedBy <a href="http://topics.nytimes.com/top/news/nyregion/columns/clydehaberman/?inline=nyt-per" title="More Articles by Clyde Haberman">CLYDE HABERMAN</a><nyt_byline version="1.0" type=" "> </nyt_byline> <div class="timestamp">Published: January 26, 2009 </div> <p><a href="http://topics.nytimes.com/top/reference/timestopics/people/c/samuel_langhorne_clemens/index.html?inline=nyt-per" title="More articles about Samuel Langhorne Clemens.">Mark Twain</a>, who came up with pretty much every good line not ascribed to <a href="http://topics.nytimes.com/top/reference/timestopics/people/w/oscar_wilde/index.html?inline=nyt-per" title="More articles about Oscar Wilde.">Oscar Wilde</a> or <a href="http://topics.nytimes.com/top/reference/timestopics/people/b/yogi_berra/index.html?inline=nyt-per" title="More articles about Yogi Berra.">Yogi Berra</a>, said of human nature that “man is the only animal that blushes.”</p> <p>“Or needs to,” he added.</p><p>New York is not quite living up to the Twain dictum. We’ve had a string of prominent people behaving in ways that many others consider shameful. Though they ought to be blushing, they show no sign of doing so. A question, then, is how to make them feel a sense of shame.</p><p>There is no shortage of examples. Feel free to create your own list, even tossing in a few journalists if you feel like it.</p><p>What sets us down this path is the greed that some on Wall Street continue to display even as their world crumbles around them. A leading character in this regard is <a href="http://topics.nytimes.com/top/reference/timestopics/people/t/john_a_thain/index.html?inline=nyt-per" title="More articles about John A. Thain.">John A. Thain</a>. He has just been bounced as the chief executive of <a href="http://topics.nytimes.com/top/news/business/companies/merrill_lynch_and_company/index.html?inline=nyt-org" title="More articles about Merrill Lynch & Co.">Merrill Lynch</a>, now part of Bank of America, which has received $45 billion in taxpayer bailout money.</p><p>While Merrill was losing $15.3 billion merely in the last quarter of 2008, Mr. Thain scurried around paying huge bonuses to executives. At one point, <a href="http://www.nytimes.com/2009/01/23/business/23thain.html" title="A New York Times article on Mr. Thain’s departure.">according to news reports</a>, he suggested that he himself be paid $30 million or more as a bonus for having done such a splendid job. (In the end, he got no bonus at all, poor devil.)</p><p>For those who have trouble thinking in terms of billions, the topper was the $1.2 million that <a href="http://dealbook.blogs.nytimes.com/2009/01/22/thains-office-overhaul-said-to-cost-12-million" title="A New York Times DealBook blog posting on Mr. Thain’s office redecoration.">Mr. Thain is said to have spent</a> to redecorate his office — purchases like an $87,784 area rug, a $68,179 19th-century credenza, a $35,115 commode and an $18,468 George IV chair. The rug alone cost the equivalent of nearly two years’ pay for the average worker in <a href="http://topics.nytimes.com/top/news/national/usstatesterritoriesandpossessions/newyork/index.html?inline=nyt-geo" title="More news and information about New York.">New York State</a>.</p><p>If anyone should blush, you’d think it would be Mr. Thain. Or perhaps <a href="http://topics.nytimes.com/top/reference/timestopics/people/f/richard_s_fuld_jr/index.html?inline=nyt-per" title="More articles about Richard S. Fuld Jr..">Richard S. Fuld Jr.</a>, who presided over the bankruptcy of Lehman Brothers, then went around blaming everyone else for what went wrong.</p><p>Now it turns out that <a href="http://www.nytimes.com/2009/01/26/business/26fuld.html" title="A New York Times article on the sale of the mansion.">Mr. Fuld has sold his $13 million mansion</a> in Florida to his wife, Kathleen, for — hold onto your hat — $10. The reason for this bit of legerdemain is not clear. But if you don’t sense some sort of dodge, you have a saint’s faith in the nobility of mankind. Twain would have been very disappointed in you.</p><p>Of course, at the upper reaches of the shameless we have <a href="http://topics.nytimes.com/top/reference/timestopics/people/m/bernard_l_madoff/index.html?inline=nyt-per" title="More articles about Bernard L. Madoff.">Bernard L. Madoff</a>, no further identification required and no blushing detected.</p><p>Some New Yorkers would gladly add the Yankees to the list, given that they spent nearly half a billion dollars to hire three ballplayers, then rattled the cup for more city-approved tax-exempt financing for their new stadium. Quite a few New Yorkers say that Gov. <a href="http://topics.nytimes.com/top/reference/timestopics/people/p/david_a_paterson/index.html?inline=nyt-per" title="More articles about David A. Paterson.">David A. Paterson</a> also should feel shame for the way he treated <a href="http://topics.nytimes.com/top/reference/timestopics/people/s/caroline_kennedy_schlossberg/index.html?inline=nyt-per" title="More articles about Caroline Kennedy Schlossberg.">Caroline Kennedy</a> as her bid for a Senate seat came unglued. Granted, Ms. Kennedy seems to have inherited few of her family’s political genes. But once she was out of the picture, aides to the governor gratuitously slimed her, kicking her down the stairs with the grace of mob hit men.</p><p>Is there a way for the Thains and Fulds of the world to be held up to shame, if only as a caution to others? How about something like billboards bearing their pictures and brief descriptions of their actions?</p><p>“In a society where there’s lots of free speech, it’s certainly permissible for private entities, as opposed to public ones, to try and say: ‘Look, this person has wronged us grievously,’ ” said Dan Markel, a law professor at <a href="http://topics.nytimes.com/top/reference/timestopics/organizations/f/florida_state_university/index.html?inline=nyt-org" title="More articles about Florida State University">Florida State University</a>. “That’s part of the marketplace of free speech, as long as the statements are not defamatory.”</p><p><a href="http://www.danmarkel.com/" title="Professor Markel’s Web site, which has links to his written work.">Professor Markel has written extensively</a> about nontraditional “shaming punishments” — forcing a thief, for example, to walk around with a sign announcing his offense. Sentences of that sort have been meted out by judges seeking creative (critics say abusive) ways to get wrongdoers to shape up. Generally speaking, the professor disapproves, believing that such tactics tend to humiliate more than rehabilitate, encouraging “a kind of hot, emotional vigilante culture.”</p><p>Even something like a privately financed billboard runs that risk, he said. After all, as reviled as Mr. Madoff may be, he has yet to be found guilty of a crime.</p><p>A different take was offered by Steve Calandrillo, a law professor at the <a href="http://topics.nytimes.com/top/reference/timestopics/organizations/u/university_of_washington/index.html?inline=nyt-org" title="More articles about University of Washington">University of Washington</a> who has debated Professor Markel on this issue. He agrees that the goal should not be humiliation. But he sees a potential for altered behavior.</p><p>“Folks like John Thain are perfect candidates for public shaming on billboards and in the press,” Professor Calandrillo said. “Their good name is what allows them to succeed in business. Once that is stripped, they have little left.” Others in business, he added, may then think twice about their own actions.</p><p>Neither professor would likely approve of this, but given what has happened on Wall Street, a lot of people would find justice in stocks making a comeback. Not the kinds that you buy and sell. We’re talking about the stocks where malefactors used to be placed.</p><nyt_author_id><div id="authorId"><p>E-mail: haberman@nytimes.com</p></div></nyt_author_id>Studentshttp://www.blogger.com/profile/17427588719190331778noreply@blogger.com4tag:blogger.com,1999:blog-4752768136811052598.post-56914267152247435432009-01-26T17:52:00.000-08:002009-01-26T17:56:13.494-08:00<div>Hello group;</div>
<br /><div>I just got the book for our class. I found it at Amazon because it was'nt at the book store. The delivery was in two days. I am ready for our class.<br />I read about Walmart and I agree, this is a very good example. This company has been Criticized for avoiding social responsibility and paying low wages to its employees. I found news about how walmart is trying to change this bad concept at <a href="http://www.csrwire.com/News/14264.html">http://www.csrwire.com/News/14264.html</a><br /></div>
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<br /><div>Cheers,</div>
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<br /><div>Claudia Belalcazar</div>Studentshttp://www.blogger.com/profile/17427588719190331778noreply@blogger.com0tag:blogger.com,1999:blog-4752768136811052598.post-37414178106765320272009-01-19T19:51:00.000-08:002009-01-20T08:52:19.136-08:00The Corporation and Its StakeholdersCh.1 Summary.<br /><br />Walmart is a great example of how business relates to society or how they affect each other. Walmart the largest private employer in the world has come across many criticisms from hurting local communities to discriminating against woman. An example problem Walmart has come across is the Inglewood, CA case in 2004 where a african american and hispanic suburb voted not to allow a Walmart to be built in their community because they felt Walmart would impact the small businesses, pubic safety, traffic, etc in a negative way.<br /><br /><ul><li>Businesses and society together form a social system, where actions of each influenced the other. </li><li>Ownership theory of the firm- purpose of the firm is to maximize returns to shareholders/ make the money it can for the people who own stock in the company</li><li>Stakeholder theory of the firm- serve a broad public purpose: to create value for society</li><li>All businesses have economic and social relationships with others in society-some intended, unintended , positive and negative<br /></li><li>Market stakeholders engage in transactions with companies to carry out its primary purpose of providing any goods or services to society.</li><li>Market stakeholders are also known by the name of primary stakeholders.</li><li>Market Stakeholders of a business firm<span style="font-weight: bold;"> <span style="color: rgb(102, 102, 204);">may include</span></span>:</li></ul><ol><li>employees</li><li>stockholders</li><li>creditors</li><li>suppliers</li><li>customers</li><li>distributors, wholesalers, and retailers</li></ol><ul><li>Each of these relationship have a two-way exchange or transaction.</li><li>For example: a stockholder invests in a firm and in return hopes to receive dividends and capital gain; creditors loan money and hope to receive the payments plus interest.</li><li>Another form of stakeholders are called Non-market stakeholders or can also be known as secondary stakeholders.<br /></li><li>Secondary Stakeholders are people or groups that have an impact or may be impacted by a firm although not directly involved with them.</li><li>Secondary Stakeholders of a business firm <span style="color: rgb(51, 102, 255);">may include</span>:</li></ul><ol><li>General Public</li><li>Communities</li><li>Governments</li><li>Activist groups</li><li>Media</li><li>Business support groups</li></ol><ul><li>Role sets is a term used to describe individuals or groups that play multiple stakeholder roles.</li><li>Stakeholder interests are the nature of each groups stake in a firm.</li><li>Stakeholder power is the ability to use any resources to make something happen or secure a desire outcome.<br /></li></ul>Studentshttp://www.blogger.com/profile/17427588719190331778noreply@blogger.com4