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What does it mean to “educate for responsibility”? The author of this book will teach you about the new way of engaging young people with the challenge of changing their world for the better. Designed for application in any educational context dealing with ethics, responsibility, or human development, this book explains in detail how to facilitate anyone’s ability to think and act in more fully responsible ways. In contrast to the predominant model of teaching, which is almost exclusively an intellectual education about responsibility, educating for responsibility integrates emotion, insight, observation, and action so anyone can learn the true dynamics of exercising this resilient capacity. Inside, educating for responsibility is explained and a template offered for a creative way of teaching that has proven to be extremely effective in practice. Written particularly for those offering courses or training in social responsibility, sustainability, or business ethics, it offers a new way of thinking about how we might better serve the interests of a generation of young people entering a rapidly changing, and by all accounts, rapidly destabilizing world.
It is well known the global community is looking towards business to play its role in creating a just and fair economy. This increases the urgency and relevance of new approaches to management education that can engage and foster socially responsible leaders who are resilient, creative and innovative thinkers. Educating for Responsible Management profiles cutting-edge approaches to pedagogy for the Principles for Responsible Management Education (PRME) that go beyond current discussions of sustainability and corporate social responsibility content, to include a wider lens that highlights the processes of educating the next generation of responsible managers. The book draws together leading thinkers, practitioners and management education to share their practice and research on how management educators can prepare themselves, their students, the learning environment, and their teaching resources to meet these challenges. These conversations across practice lines highlight a range of innovative pedagogical approaches and methods used by responsible management educators around the world to provide effective learning experiences.
The Business Student’s Guide to Sustainable Management has become a core textbook for business undergraduates. With a full introduction to sustainable management, the textbook covers all subject areas relevant to business students. This second edition features fully updated chapters on how to integrate the Sustainable Development Goals into accounting, marketing, HR and other subjects in management and business studies. Furthermore, this second edition offers brand new chapters on how to teach the Principles for Responsible Management Education (PRME) in any business discipline, how to explore new business models designed to support sustainable development and how to crowdsource for sustainable solutions. The book contains over 40 ready-made seminars/short workshops which enable teachers and students to integrate the Sustainable Development Goals (SDGs) into every discipline in business, including economics, operations, marketing, HR, and financial reporting. Each chapter follows the same easy-to-use format. The Business Student’s Guide to Sustainable Management provides a true treasure chest of materials to support staff wanting to integrate sustainability into their teaching and provides support to effectively embed sustainability in the curriculum. The chapters also offer a starting point in developing teaching units for Masters and MBA students. The material is not just useful to people in business schools, but to those involved in wider scale curriculum change, and those looking to make links between different disciplines (for example, how to teach system thinking, corporate peace-making and the crowdsourcing of sustainable solutions). Online Teaching Notes to accompany each chapter are available on request with the purchase of the book.
The intention of this book is to assist school leaders to understand and develop the knowledge and skills of business processes. It highlights the key principles and tactics of business operation that school leaders need if they are to effectively manage both the educational and business imperatives of their schools. The book is designed to act as a single reliable resource that can be referred to on a daily basis. [Back cover, ed].
Evolving stories of governance and change are being written into the emerging custom and practice of all kinds of organizations today, whether they are global or domestic, startup or blue chip, corporate or government agency. Changing ways of ‘doing business’ are not new, nor is globalization of business, but the velocity and trajectory of both are rapidly accelerating beyond those seen in previous times. There are increasing concerns and challenges for the boards of directors and other governance systems and processes. They are intended to ensure good stewardship of the diverse organizations in the period following the global nancial crisis. Responsible Governance aims to challenge assumptions and present current debates for readers, grounding the critical issues or descriptions in relevant historical and social contexts as well as suggesting ways forward. Dr Tom Cockburn obtained his rst degree with honors from Leicester University, England, both his MBA and Doctorate were gained at Cardiff University, Wales. Tom is associate fellow of the New Zealand Institute of Management and is currently director-policy for the Center for Dynamic Leadership Models in Global Business and a senior associate of The Leadership Alliance Inc., headquartered in Canada.
What do we need to change in order to develop a new generation of business leaders who connect profits with purpose, who see in social entrepreneurship and innovation the key opportunity for addressing our planetary challenges? The answer lies in the contents we select to teach, in the values we invite to explore and develop, and in the methods we use. In the era of 24/7 global access to information from our mobile gadgets, many institutions of higher education are still sitting students in rows or amphitheaters, measuring success via tests and evaluations, with instructors lecturing what students should learn. And instructors feel the challenge of competing with sleepy audiences that divide their attention between their cell phones and the speaker. Stop teaching, the author says, inviting instructors in management schools and higher education to adopt some proven learning principles that can reengage students, unleash their potentials, and foster them to shape the world they want to live in. And have fun doing it. Through adult learning research, guides, activities, and stories from pioneering learning facilitators in education and corporate training, Rimanoczy brings a long-needed revamp to educational institutions that want to be part of responsible management education.
The chief executive officer (CEO) of a corporation and his or her executive team are responsible for the management of the business and its continued operating and financial success. The CEO and executive team are almost always highly compensated and the relative total compensation has mushroomed over time. Most of the compensation now is designed to be performance-based, but leading to charges that executives have incentives to manipulate corporate earnings and stock price in the short-term for their own self interests. The compensation at some companies became so egregious that compensation again became a major public policy issue subject to federal regulation. Executive Compensation focuses on the major topics related to executive compensation—present, past, and future. First, is understanding what executive compensation is, including composition and objectives of pay contracts. Second, how do specific compensation agreements affect corporate behavior and performance? Third, what are the major components, including how and what are accounted for and disclosed? How is compensation, especially executive compensation, accounted for—that is, what are the calculations and journal entries required? Fourth, what does historical analysis tell us about the topic, especially how contractual decisions have been made and what has worked. Finally, what is in store for the future—both expected compensation agreements and what the compensation incentives suggest for future corporate decisions on operations and accounting manipulation.
The goal of this project is to detail the core, defining principles of strategic CSR that differentiate it as a concept from the rest of the CSR/sustainability/business ethics field. It is designed to be a provocative piece, but one that solidifies the intellectual framework around an emerging concept--strategic CSR.The foundation for these principles comes from my perspective as a management professor within the business school. As such, it is a pragmatic philosophy, oriented around stakeholder theory, that is designed to persuade business leaders who are skeptical of existing definitions and organizing principles of CSR, sustainability, or business ethics. It is also designed to stimulate thought within the community of intellectuals and business school administrators committed to these issues, but who approach them from more traditional perspectives. Ultimately, therefore, the purpose of the strategic CSR concept (and this book) is radical--it aims to redefine both business education and business practice. By building a theory that defines CSR as core to business operations and value creation (as opposed to peripheral practices that can be marginalized within the firm), these defining principles become applicable across the range of operational functions. As such, they redefine how businesses approach these functions in practice, but also redefine how these subjects should be taught in business schools.
Despite four decades of good faith effort to teach ethics in business schools, you’ll still find today headlines about egregious excess and scandal. It becomes reasonable to ask why these efforts have not been working. Business faculty in ethics courses spend a lot of time teaching theories of ethical reasoning and analyzing those big, thorny dilemmas—triggering what one professor called “ethics fatigue.” But what if faculty stopped focusing on ethical analysis and focused on a new curriculum—one that builds a conversation across the core curriculum (not only in ethics courses) and also provides the teaching aids for a new way of thinking about ethics education? This is where Giving Voice to Values (GVV) comes in—the GVV curriculum asks the question: “What if I were going to act on my values? What would I say and do? How could I be most effective?” This book will help faculty across the business curriculum with examples, strategies, and assistance in applying the GVV approach. In addition to an introductory chapter, which explains the rationale and strategy behind GVV, there are twelve individual chapters by faculty from the major business functional areas and from faculty representing different geographic regions. The book is a useful guide for faculty from any business discipline on HOW to use the GVV approach in his or her teaching.
Sustainability is becoming a business megatrend. This book looks into why controlling departments are rarely involved in sustainability topics and do not contribute to corporate responsibility. The author postulates the following assertion: responsible controlling is indispensable in making an organization more responsible. Inside, you’ll learn a specific course of action for the development of a responsible controlling framework toward decision making, which is based on an ethically driven, reflective fundament in order to make a company a responsible business. Through the development of a responsible controlling framework, the author gives recommendations for how controlling should be altered in terms of both tools and mindsets. A twelve-step responsible controlling roadmap is detailed, showing how controlling can contribute to foster a corporation’s responsible behavior and how sustainability topics can be integrated in management decisions. The conclusion of Responsible Management Accounting and Controlling reiterates the main goal of this book: responsible controlling must first and foremost be understood as a mindset. Responsible controlling, therefore, is an uncommon but indispensable approach of making an organization more responsible.