1. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 1 BUS 411 DAY 14 Mid-way Point

2. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Agenda  Questions?  Assignment 4 Not Corrected yet  Will be done by next class  Assignment 5 Posted  Due March 19  Assignment 5 Walt Disney.pdf Assignment 5 Walt Disney.pdf  Assignment 6 posted (last one)  Due March 26  Assignment 6.pdf Assignment 6.pdf  Midterm will Take Home, Available March 26 due March 29  Finish Discussion on Strategy Review Evaluation and Control  Begin Discussion on Business Ethics, Social Responsibility and Environmental Sustainability

3. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Pre Break Timeline  March 19  Chapter 11 Global Issues  March 22  How to Prepare and Present a Case Study  Team Formation & Case Assignments  March 26 or 29  Example Case presentation by Tony  After Break  Student case study presentations 2-3

4. Strategy Review, Evaluation, and Control Chapter Nine

5. Chapter Objectives 1. Describe a practical framework for evaluating strategies. 2. Explain why strategy evaluation is complex, sensitive, and yet essential for organizational success. 3. Discuss the importance of contingency planning in strategy evaluation. 4. Discuss the role of auditing in strategy evaluation. 5. Discuss the Balanced Scorecard. 6. Discuss three twenty-first-century challenges in strategic management. 9-5 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

6. A Comprehensive Strategic- Management Model 9-6 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

7. Contingency Planning  If a major competitor withdraws from particular markets as intelligence reports indicate, what actions should our firm take?  If our sales objectives are not reached, what actions should our firm take to avoid profit losses? 9-7 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

8. Contingency Planning  If demand for our new product exceeds plans, what actions should our firm take to meet the higher demand?  If certain disasters occur, what actions should our firm take?  If a new technological advancement makes our new product obsolete sooner than expected, what actions should our firm take? 9-8 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

9. Effective Contingency Planning 1. Identify both beneficial and unfavorable events that could possibly derail the strategy or strategies. 2. Specify trigger points. 3. Assess the impact of each contingent event. 4. Develop contingency plans. 9-9 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

10. Effective Contingency Planning 5. Assess the counter-impact of each contingency plan. 6. Determine early warning signals for key contingent events. 7. For contingent events with reliable early warning signals, develop advance action plans to take advantage of the available lead time. 9-10 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

11. Auditing  Auditing  “a systematic process of objectively obtaining and evaluating evidence regarding assertions about economic actions and events to ascertain the degree of correspondence between these assertions and established criteria, and communicating the results to interested users” 9-11 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall GAAP, GAAS, IFRS, FASB, GASB

12. Twenty-First-Century Challenges in Strategic Management  Deciding whether the process should be more an art or a science  Deciding whether strategies should be visible or hidden from stakeholders  Deciding whether the process should be more top-down or bottom-up in their firm 9-12 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

13. Business Ethics/ Social Responsibility/ Environmental Sustainability Chapter Ten

14. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 10-14 "A business that makes nothing but money is a poor kind of business." Henry Ford (1863–1947), founder of Ford Motor Company “In the next decade, the most successful companies will be those that integrate sustainability into their core businesses” – Jim Owens, CEO Caterpillar “We do not inherit the earth from our ancestors; we borrow it from our children” Chief Seattle Nemo vir est qui mundum non reddat meliorem Old latin saying

15. Chapter Objectives 1. Explain why good ethics is good business in strategic management. 2. Explain how firms can best ensure that their code of business ethics guides decision making instead of being ignored. 3. Explain why whistle-blowing is important to encourage in a firm. 4. Discuss the nature and role of corporate sustainability reports. 10-15 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

16. Chapter Objectives (cont.) 5. Discuss specific ways that firms can be good stewards of the natural environment. 6. Explain ISO 14000 and 14001. 7. Discuss recent trends in bribery law. 10-16 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

17. A Comprehensive Strategic- Management Model 10-17 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

18. Social Responsibility, Environmental Sustainability  Social responsibility  actions an organization takes beyond what is legally required to protect or enhance the well-being of living things  Sustainability  the extent that an organization’s operations and actions protect, mend, and preserve rather than harm or destroy the natural environment 10-18 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

19. Business Ethics  Business ethics  principles of conduct within organizations that guide decision-making and behavior 10-19 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

20. Seven Principles of Admirable Business Ethics 10-20 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

21. Code of Business Ethics  To ensure that the code of ethics is read, understood, believed, and remembered, periodic ethics workshops are needed to sensitize people to workplace circumstances in which ethics issues may arise 10-21 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

22. An Ethics Culture  Whistle-blowing  refers to policies that require employees to report any unethical violations they discover or see in the firm  http://www.whistleblowerlaws.com/whistleblo wer-protections-act/ http://www.whistleblowerlaws.com/whistleblo wer-protections-act/ 10-22 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

23. An Ethics Culture  Ethics training programs should include messages from the CEO or owner of the business emphasizing ethical business practices, the development and discussion of codes of ethics, and procedures for discussing and reporting unethical behavior  “Trees die from the top”  Peter Drucker page 313 10-23 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

24. Bribes  Bribery  the offering, giving, receiving, or soliciting of any item of value to influence the actions of an official or other person in discharge of a public or legal duty  is a crime in most countries of the world, including the United States 10-24 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

25. Love Affairs at Work  Wall Street Journal article on current American standards regarding boss-subordinate love affairs at work: Five percent of sampled firms had no restrictions on such relationships. 80 percent of all firms sampled have policies that prohibit relationships between a supervisor and subordinate. Four percent of firms strictly prohibited such relationships. 39 percent of firms had policies that required individuals to inform their supervisors whenever a romantic relationship begins with a coworker. 24 percent of firms required the two persons to be in different departments.  In Europe, romantic relationships at work are largely viewed as private matters and most firms have no policies on the practice.  A recent Bloomberg Businessweek article reports that in the sluggish job market, employees are filing sexual harassment complaints as a way to further their own job security. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 10-25

26. Social Responsibility  Ralph Nader proclaims that organizations have tremendous social obligations  Milton Friedman asserts that organizations have no obligation to do any more for society than is legally required 10-26 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

27. Social Policy  Social policy  concerns what responsibilities the firm has to employees, consumers, environmentalists, minorities, communities, shareholders, and other groups  Firms should strive to engage in social activities that also have economic benefits 10-27 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

28. Environmental Sustainability  Employees, consumers, governments, and society are especially resentful of firms that harm rather than protect the natural environment  Conversely people today are especially appreciative of firms that conduct operations in a way that mends, conserves, and preserves the natural environment 10-28 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

29. Wendell Berry “ We have lived our lives by the assumption that what was good for us would be good for the world. We have been wrong. We must change our lives so that it will be possible to live by the contrary assumption, that what is good for the world will be good for us. And that requires that we make the effort to know the world and learn what is good for it.” ― Wendell Berry, The Long-Legged HouseWendell BerryThe Long-Legged House Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 10-29

30. The Top 20 Companies in the World on Sustainability 10-30 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

31. Lack of Standards Changing  Uniform standards defining environmentally responsible company actions are rapidly being incorporated into our legal landscape  It has become more and more difficult for firms to make “green” claims when their actions are not substantive, comprehensive, or even true 10-31 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

32. Managing Environmental Affairs in the Firm  Environmental strategies can include:  developing or acquiring green businesses  divesting or altering environment-damaging businesses  striving to become a low-cost producer through waste minimization and energy conservation  pursuing a differentiation strategy through green-product features 10-32 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

33. Reasons Why Firms Should “Be Green” 1. Consumer demand for environmentally safe products and packages is high. 2. Public opinion demanding that firms conduct business in ways that preserve the natural environment is strong. 3. Environmental advocacy groups now have over 20 million Americans as members. 4. Federal and state environmental regulations are changing rapidly and becoming more complex. 10-33 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

34. Reasons Why Firms Should “Be Green” 5. More lenders are examining the environmental liabilities of businesses seeking loans. 6. Many consumers, suppliers, distributors, and investors shun doing business with environmentally weak firms. 7. Liability suits and fines against firms having environmental problems are on the rise. 10-34 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

35. Be Proactive, Not Reactive  A proactive policy views environmental pressures as opportunities and includes such actions as developing green products and packages, conserving energy, reducing waste, recycling, and creating a corporate culture that is environmentally sensitive. 10-35 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

36. ISO 14000/14001 Certification  The ISO 14000 family of (voluntary) standards concerns the extent to which a firm minimizes harmful effects on the environment caused by its activities and continually monitors and improves its own environmental performance. 10-36 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

37. ISO 14000/14001 Certification  ISO 14001 is a set of standards adopted by thousands of firms worldwide to certify to their constituencies that they are conducting business in an environmentally friendly manner  Results in an environmental management system 10-37 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

38. Major Requirements of an EMS  Show commitments to prevention of pollution, continual improvement in overall environmental performance, and compliance with all applicable statutory and regulatory requirements 10-38 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

39. Major Requirements of an EMS  Identify all aspects of the organization’s activities, products, and services that could have a significant impact on the environment, including those that are not regulated 10-39 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

40. Major Requirements of an EMS  Set performance objectives and targets for the management system that link back to three policies: (1) prevention of pollution, (2) continual improvement, and (3) compliance 10-40 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

41. Major Requirements of an EMS  Meet environmental objectives that include training employees, establishing work instructions and practices, and establishing the actual metrics by which the objectives and targets will be measured 10-41 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

42. Major Requirements of an EMS  Conduct an audit operation of the EMS  Take corrective actions when deviations from the EMS occur 10-42 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

43. 10-43 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall