Organizational Social Responsiveness from CSR perspective Introduction This paper will first briefly discuss the CSR theory by reviewing its development history. Focus will then be paid on the study of organizational social responsiveness‚ which includes two basic processes‚ namely first monitoring external social demands and expectations and then developing internal social mechanisms (Bartol‚ 2011). To be more precise‚ the author would like to study the social responsiveness from a CSR perspective
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A11-02-0006 ERP in Tosco (B) It was a warm February day in 2001. Sunshine provided some (badly) needed relief from the winter’s blues. Donna was sitting in her office observing the green lawn bathing in the warm sun. What a beautiful day. After four-and-a-half years of implementation and approximately $40 million (excluding costs of Tosco’s internal staff and ongoing maintenance costs of COMETS) over the initial approved budget‚ COMETS was a success. Unlike many IT projects that are scrapped
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WNS Projects Newsletter OUR WORK IS NEVER SO URGENT OR IMPORTANT THAT WE CANNOT TAKE TIME TO DO IT SAFELY. A WORD FROM CRAIG… The WNS group is striving for total integration to deliver the WNS project portfolio. The leadership team met to work out a project philosophy document. This document defines success for the team and the type of working relationships we expect. The WNS Project Philosophy is included at the end of this Newsletter. Please take time to review it. We will hold each other accountable
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Organization Restructuring‚ Design and Integration Organizational Restructuring‚ Design and Integration- Organizational restructurings are commonplace‚ put in place by many senior management teams as part of a wider strategic change to create alignment between ways of working and a new strategic intent. Yet we know little about how these restructurings are implemented and delivered by the middle managers often charged with making the senior manager blueprints a reality. The way restructuring works
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Financial Restructuring and Its Impact On Corporate Performance In India CHAPTER – 2 LITERATURE REVIEW 21 Financial Restructuring and Its Impact On Corporate Performance In India LITERATURE REVIEW Finance is the life blood of business. A unit may fall sick because of a major lubricant i.e.‚ finance. There are various mechanisms available to a firm for revival. Financial Restructuring is a favoured mechanism for firms in red. Does financial restructuring help in improving the financial
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Case 11-4 SUBJECT: Determining the Functional Currency of Sparkle Company Sparkle Company is a Nigerian diamond mining company. Sparkle is a joint venture‚ 50 percent owned by Shine and 50 percent owned by Brighten. Both Shine and Brighten are U.S.-based companies with their functional currency being the American dollar. Sparkle Companies functional currency is that of Nigeria‚ being the Naira. During 2009‚ Sparkle had several transactions with its joint venture owners and outside parties. The
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Compromise/Arrangements/Amalgamations/Demergers (Restructuring) Executive Summary The Companies Bill 2012 awaiting President’s assent to become ’The Companies Act‚2013’ Draft Rules to be published for comment. Separate procedures prescribed for ‘Compromise or Arrangement’ and ;Amalgamation or Demerger’ National Company Law Tribunal (NCLT) to assume jurisdiction of the High Court as sanctioning authority in relation to Restructuring. Absence of Transitional Provisions – No clarity with respect to Restructuring in process
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contributed to the failure of their organizational change. The Concord Bookstore is one small business that is facing economic hardship similar to what many other organizations of all shapes and sizes are. The need for restructuring was self-evident‚ but the manner in which the restructuring occurred led to employee and customer resistance alike. The first example I would like to address involves the history of the business as an independently owned entity that survived for 64 years. Upon tallying the
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CHAPTER ONE: 1. How does true "reengineering" differ from "reorganizing‚" "downsizing‚" and other concepts of organizational restructuring? Reengineering differs from reorganizing‚ downsizing and other concepts of organizational restructuring because reengineering includes much more than reorganizing‚ downsizing and other named concepts of organizational restructuring. Reengineering is defined as "the systematic redesign of a business’s core processes‚ starting with desired outcomes and establishing
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bureaucracy to ensure more rapid decision-making‚ get rid of underperformence business‚ simplified corporate structure. These measures can effectively improve the efficiency of company‚ but these measures‚ some of impersonal. In contrast‚ the restructuring of Loscher is more effective‚ more humane‚ which is why the two sides had their differences and argument. Question three: I think this view is wrong. The two managers mentioned in this case is to restructure the company‚ the colleagues think
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