External Environmental Factor In analyzing the existing and future environmental factors that may affect company’s profitability we review the remote environmental factors that present opportunities as well as treats and constraints such as (Pearce & Robinsons. 2011): 1- Economic 2- Social 3- Political 4- Technological 5- Ecological The ongoing changes in the external environment of the organization impacts the decisions that Lululemon will need to make to remain
It requires creating economic and social systems that concurrently meet human physical needs. 2. Research environmental management issues for the workplace and state why these issues should be taken into consideration when planning and managing an organization’s operations Sourcing more environmentally sustainable copier paper for the office print room Developing a car pool within workplace to reduce the
In order for Victoria’s Secret to improve it’s sustainable behaviour, it is important for the company to look for ways that can mitigate the harm caused to the environment. This report aims to explore one of the company’s products and analyse the negative environmental impacts it causes throughout its entire life cycle from material extraction through to its end of life. The scope will begin with the materials extracted to create and construct the product, to the resources such as energy and water used through manufacture, to what is used to package the product from Victoria’s Secret locations to customers, as well as the multiple transportations the product may entail, to the supposed use of the customer and will conclude with the end of the products life. The scope does not include certain responsibilities of the cotton suppliers such as their packaging and transports usages but will focus more on Victoria’s Secret responsibilities in regards to transport and packaging. This report will not only outline the problems and unethical behaviour they have committed and commit but also the efforts they have made to move towards becoming more sustainable.
We will finish by assessing how we have worked as a group, and assess our organisational structure and team roles. Within any organisation, the external environment which they are operating in must be considered. Businesses can evaluate external forces and alter the operations of the business in order to get the most out the positive external forces, or reduce the damages that negative external forces can do to the business. Focussing on the fast food industry, there are many external factors which alter how fast food restaurants operate, and these can be determined by carrying out a PESTLE analysis. A PESTLE analysis looks at a variety of factors outside of the business, these being; political, economical, social, technological, legal and ethical.
Later, the case discussed how FIJI Water LLC dealt with various issues of corporate social responsibility (CSR), such as the issue of carbon footprint on its production, responsibilities to the stakeholders, and relations and various legal issues with the Fiji authorities on tax incentives, export duty claims, and transfer pricing issues. Question 1: Pearce & Robinson (2011) recognized the importance of corporate social responsibility (CSR) for business today. The firms’ strategies should not only focus on the stakeholders’ or the employees’ interests, they
BBB 1014 UNDERSTANDING MANAGEMENT Chapter 1 Managing in Turbulent Times Tutorial 1 1. How do you feel about having a manager’s responsibility in today’s world characterized by uncertainty, ambiguity, and sudden changes or threats from the environment? Describe some skills and qualities that are important to managers under these conditions. 2. Assume you are a project manager at a biotechnology company, working with managers from research, production, and marketing on a major product modification.
EUR 34 35 HUGO BOSS © 25-Feb-2015 2 / 19 Sustainability @ HUGO BOSS Sustainability @ HUGO BOSS The strategic dimensions “We act responsibly“ We Manage stakeholder oriented LCA @ HUGO BOSS Environment Preserve natural resources Employee Employ equitably and foster a culture of responsibility HUGO BOSS © Partner Collaborate responsibly Product Develop ideas for tomorrow Society Create shared values 25-Feb-2015 4 / 19 LCA projects: ecologtex / ecoshoes For textile and leather products Life Cycle Assessment @ HUGO BOSS Mass LCA analyses – collecting data from the complete supply chain Online Questionnaires (primary data) LCI – datasets Product Environmental Footprint Analyses of all main environmental impacts: !for each single process step ! for the whole product life cycle ! for the supply chain secondary data Benchmarking of production steps Supply Chain and Product optimization Material data (secondary data) LCA @ HUGO BOSS Product and Process data© HUGO BOSS 25-Feb-2015 6 / 19 Life Cycle Assessment @ HUGO BOSS Mass LCA analyses with 100% primary data from the supply chain LCA @ HUGO BOSS HUGO BOSS © 25-Feb-2015 7 / 19 Life Cycle Assessment @ HUGO BOSS Mass LCA analyses with 100% primary data from the supply chain through online questionnaires LCA @ HUGO BOSS HUGO BOSS © 25-Feb-2015 8 / 19 Life Cycle Assessment @ HUGO BOSS Mass LCA
Abstract In this paper I will create an environmental scan for the company indicating the most significant environmental threats and discuss how the company should respond to each threat to ensure that the impact to the business is minimal. Based on the environmental scan, I will evaluate the company’s strengths and evaluate how the company can leverage these strengths so as to yield a competitive advantage in the marketplace. Next I will identify a significant competitor for the company and assess how my company will compete against it to maximize profits and create value for stakeholders. I will assume that the U.S. economy is in a state of decline requiring modifications to the strategy. Evaluate how the strategy should be modified.
Stakeholders as potential assets for organisations When developing a project or a strategy, organisations have to go through a strategic management process to analyze the environmental factors that might affect them. This process contains many steps, from defining the mission and the objectives of the company, analysing the business environment, reviewing the strategic opportunities, and comparing the strategic options, to the very last step: the implementation of the strategy. In this essay, we will focus on the role of stakeholders in this complex but necessary process. The stakeholders are part of the value chain and are defined as “those individuals or groups who depend on an organisation to fulfil their own goals and on whom, in turn, the organisation depends”. Their level of implication in the success or failure of an organisation’s strategy and the way managers should deal with them have been highly debated subjects in management literature, especially since Freeman (1984), the founding father of the Stakeholder Theory, often quoted in academic papers, published its seminal book, Strategic Management: A Stakeholder Approach.
This begins with understanding your company’s “footprint” and “handprint”. Your company’s footprint is the sum total of the environmental and social costs of what you do, while your handprint is why you are here, encompassing all that your company contributes to the world. Schein's model of organizational culture could be used in this case to Explain the culture of this organization. Schein (2004) identifies three distinct levels in organizational cultures: 1. artifacts and behaviors 2. espoused