The Program Management Approach to the Corporate Social Audit

1973 ◽  
Vol 16 (1) ◽  
pp. 11-16 ◽  
Author(s):  
Bernard L. Butcher
Keyword(s):  
Program Management ◽  
Management Approach ◽  
Social Audit ◽  
Corporate Social

scholarly journals Gender Equality in Business Action: A Multi-Agent Change Management Approach

2021 ◽  
Vol 13 (11) ◽  
pp. 6209
Author(s):  
Leire Gartzia
Keyword(s):  
Change Management ◽  
Gender Equality ◽  
Social Action ◽  
Basque Country ◽  
Management Approach ◽  
Private Firms ◽  
Agent Collaboration ◽  
Multi Agent ◽  
And Gender ◽  
Corporate Social

Critical to social sustainability and organizations’ growth, at present, is gender equality. Yet, egalitarian principles are difficult to apply in the practice, particularly in private firms. Acknowledging previous calls that research should respond to these concerns and support practitioners, we provide a theory-grounded conceptual framework to address change management in this field, aimed at providing applicable guidelines in the organizational practice. Integrating utilitarian and social justice perspectives about gender action, we call for multi-agent collaboration involving coordinated action from policymakers, private firms and gender experts. We provide an overview of how public policies and legislation guide organizational action by providing key statutory norms and procedures. We then address the relevance of organizational commitment and the alignment of gender goals with the organizational strategy and decision-making, involving managers. Finally, we underscore the benefits of implementing evidence-based action based on academic and consultancy collaboration. The implementation of these principles is illustrated with a multi-agent practice developed in the Basque Country (Spain) between gender equality change agents, suited to apply academic principles to real-world organizational practices. Recommendations for gender equality and corporate social action are provided.

Batch-based agile program management approach for coordinating IT multi-project concurrent development

2021 ◽  
pp. 1063293X2110152
Author(s):  
Qing Yang ◽  
Yingxin Bi ◽  
Qinru Wang ◽  
Tao Yao
Keyword(s):  
Software Development ◽  
New Technologies ◽  
Program Management ◽  
Agile Development ◽  
Management Approach ◽  
Development Projects ◽  
Project Development ◽  
Concurrent Development ◽  
Communication And Coordination ◽  
Development Practice

Software development projects have undergone remarkable changes with the arrival of agile development approaches. Many firms are facing a need to use these approaches to manage entities consisting of multiple projects (i.e. programs) simultaneously and efficiently. New technologies such as big data provide a huge power and rich demand for the IT application system of the commercial bank which has the characteristics of multiple sub-projects, strong inter-project correlation, and numerous project participating teams. Hence, taking the IT program management of a bank in China as a case, we explore the methods to solve the problems in multi-project concurrent development practice through integrating the ideas of program and batch management. First, to coordinate the multi-project development process, this paper presents the batch-based agile program management approach that synthesizes concurrent engineering with agile methods. And we compare the application of batch management between software development projects and manufacturing process. Further, we analyze the concurrent multi-project development practice in the batch-based agile program management, including the overlapping between stages, individual project’s activities, and multiple projects based on common resources and environment to stimulate the knowledge transfer. Third, to facilitate the communication and coordination of batch-based program management, we present the double-level responsibility organizational structure of batch management.

Issues for Consideration in the Establishment of a Program Management Structure

1989 ◽  
Vol 2 (3) ◽  
pp. 6-38 ◽  
Author(s):  
Bruce W. Harber ◽  
Godwin O. Eni
Keyword(s):  
Health Sciences ◽  
Program Management ◽  
Referral Hospital ◽  
Participatory Management ◽  
Management Approach ◽  
Product Management ◽  
Management Structure ◽  
Effective Competition

In a product management structure, the management of separate products is moved down in the organization to achieve greater participatory management as well as greater effectiveness in the identification of factors most relevant to the survival of the product. For the business industry, managing products as separate entitites enables more effective competition in the marketplace. This approach has been used in U.S. hospitals in managing programs and services. Described here are the initial attempts at program management undertaken at the Health Sciences Centre in Winnipeg, a highly specialized, provincial 1, 100-bed teaching and referral hospital. Some issues important in developing and implementing the program management approach are discussed.

The supplier perspective: forging strong partnerships with buyers

2015 ◽  
Vol 36 (1) ◽  
pp. 25-32 ◽  
Author(s):  
Julia Roloff ◽  
Michael S. Aßländer ◽  
Dilek Zamantili Nayir
Keyword(s):  
Case Studies ◽  
Corporate Social Performance ◽  
Social Performance ◽  
Clothing Industry ◽  
Management Approach ◽  
Open Communication ◽  
Content Type ◽  
Problems And Solutions ◽  
Supplier Partnerships ◽  
Corporate Social

Purpose – The purpose of this paper is to identify three commonly observed mistakes made when managing suppliers and describe factors that contribute to successful buyer–supplier partnerships. Design/methodology/approach – Five extensive case studies in the automotive and clothing industry, as well as cases discussed in the literature, are analysed. Findings – Barriers to successful partnerships are a too strong emphasis on cost cutting and a too controlling management approach on the part of the buyer, and the abuse of insider knowledge for faking performances on the side of the supplier. Open communication, willingness to engage in mutual learning and encouraging innovations are observed in successful partnerships. Research limitations/implications – A limited number of case studies in the German automotive industry and the Turkish clothing industry are used. Both industries are subject to significant change which means that generalisations should be made with caution. Therefore, we discuss only problems and solutions that have also been identified in studies conducted in other industries and/or countries. Practical implications – Managers learn how to best manage partnerships with suppliers and what mistakes to avoid. Social implications – Partnerships aiming at improving working conditions are discussed. Findings and recommendations help managers improve their corporate social performance in the supply chain. Originality/value – Partnerships are approached from the perspective of the supplier to identify commonly made mistakes and successful practices of buyers.

scholarly journals Reputation Risk from a Stakeholder Management Perspective

2020 ◽  
Vol 2 (2) ◽  
pp. p1
Author(s):  
A. Aderibigbe ◽  
E. Fragouli
Keyword(s):  
Stakeholder Management ◽  
Management Plan ◽  
Reputation Management ◽  
Management Approach ◽  
Case Study Methodology ◽  
Reputation Risk ◽  
Management Perspective ◽  
Study Methodology ◽  
Corporate Social

Stakeholders face many different risks that arise from any business activity. The stakeholder management approach is the process by which is organised, monitored and improved relationships with business stakeholders. It involves systematically identifying stakeholders; analysing their needs, expectations; planning and implementing various tasks to engage with them. Most definitions of stakeholder management tend to focus around the idea of how could stakeholders be managed in order to get them to do what is equired. The emphasis is placed on creating a stakeholder management plan that maps the level of interest and influence of stakeholders and list various levels of engagement for the different groups. This paper applies a case study methodology presenting the Wal-Mart case and the Malden Mills case to reflect the implications of stakeholder management in companies. The findings indicate the positive but also the negative implications which result when various stakeholders are neglected, and, conversely, the benefits when stakeholders are effectively engaged in corporate activities. It concludes that effective stakeholder management contributes to risk management and reputation management, as well as, to corporate social responsibility.

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