Write about your position in the company and job description

How to Write an Industrial Experience Report

RECOMMENDED CONTENT A) Introduction Give details starting with how you started looking for Industrial Experience and how you found the company. Write about the company, if you have some brochures, it may be a good idea to include them in the appendix. Write about your position in the company and job description (you may be able to get this from the HR section of the company). Period of industrial experience (including fulltime or part-time basis). Supervisor names, qualifications and areas of expertise. B) Type of Project Activities Write about the range of activities you undertook as a part of industrial experience (include all the activities even if they are not engineering related). Always state your part or responsibilities as a part of these activities. C) Analysis of Industrial Experience Summarise your learning experience – particularly talk about what engineering, administrative and management skills you have learnt. Identify subjects/units or experience, you have learnt at the University, which were useful in your industrial experience. Identify the skills which you have learnt in your industrial experience that was not taught at the University. Specific feedback on the course or the individual unit which were delivered at the University will be useful (particularly saying, for example, it would be better if a particular topic would have been taught as a part of a particular unit). D) Conclusions Summarise your experience in a paragraph. E) Appendices Include all the supporting materials such as company brochures, supervisors’ business cards, proof of attending two workshops (Resume Writing and Interview Skills) etc.

Identify how you might minimize fear and maximize buy-in of the project.

Description

Discussion Board: The aim of this Discussion Board is for you to engage with your nursing peers to view and discuss your PowerPoint Presentations, with the intention of obtaining buy in from your peers. . You are the change agent, identify strength, opportunities, and goals in your project, your peers are the stake holders. 1. Please upload the PowerPoint presentation that you submitted last week. 2. Share your vision of your project with the stakeholders (your peers). 3. Identify how you might minimize fear and maximize buy-in of the project. 4. What Change theory or change methodology did you choose, and why?

describe how strategic leaders influence each element of the learning system.

STRATEGIC LEADERSHIP AND ORGANIZATIONAL LEARNING

Adopting the strategic leadership perspective, we develop a theoretical model of the impact of CEO and top manager leadership styles and practices on organizational learning. We take a fine-grained look at the processes and levels of organizational learning to describe how strategic leaders influence each element of the learning system. Researchers have implicitly assumed transformational leadership approaches to organizational learning. We challenge this conventional wisdom by highlighting the value of transactional leadership as well. Organizational learning has been proposed as a fundamental strategic process and the only sustainable competitive advantage of the future (DeGeus, 1988). Unfortunately, despite the growing interest in the topic, researchers have said little specifically about the role of CEOs and top management teams in implementing organizational learning in their firms. Yet strategic leadership theorists (Hambrick & Mason, 1984) assert that top managers are crucial to firm outcomes because of the decisions they are empowered to make and because, “ultimately, they account for what happens to the organization” (Hambrick, 1989: 5). Although there is an implicit assumption that strategic leaders are the guiding force behind organizational learning (La¨ hteenma¨ ki, Toivonen, & Mattila, 2001), researchers have not delineated the specific behaviors and mechanisms through which leaders impact learning. While large budgets are being expended on training, databases, and new “learning departments” (Stewart, 1998), CEOs and top executives lack guidance on how their actions facilitate or hinder learning. Strategic leadership and organizational learning have largely remained disconnected fields of inquiry (Crossan & Hulland, 2002). We address this gap in the literature by integrating strategic leadership theory and organizational learning. Specifically, we address the question: What is the impact of top management leadership style (transformational and transactional) on organizational learning? Building on current theories of transformational and transactional leadership (Bass, 1985, 1998) and on the 4I framework of organizational learning (Crossan, Lane, & White, 1999), we develop a theoretical model and a set of propositions to address this research question, and we describe specific behaviors and practices of strategic leaders that either facilitate or hinder organizational learning. We seek to contribute to the organizational learning and strategic leadership fields by linking two developed streams of research that have not been connected previously. In doing so, we make explicit how strategic leaders impact learning. We take a fine-grained look at the processes and levels of organizational learning to describe how strategic leaders influence each of the elements of the learning system. In particular, we note that researchers have implicitly assumed transformational leadership approaches to organizational learning, and we challenge this conventional wisdom by highlighting the value of transactional leadership as well. In addition, we introduce internal and external contingency factors that influence top managers’ choice of leadership style and the type of learning emphasized. Our integrative approach provides a fresh perspective on transformational and transactional leadership from which we generate research propositions that have not We thank the editor, Devereaux Jennings, and the anonymous reviewers for their insightful and constructive contributions to this paper. Academy of Management Review 2004, Vol. 29, No. 2, 222–240. 222 been considered previously. We also seek to contribute to management practice through consideration of specific leadership requirements, responsibilities, and challenges associated with organizational learning. We begin with the theoretical context and an outline of the conceptual models in which we anchor this paper. We then develop an integrating framework to describe and clarify the relationship between strategic leadership and organizational learning. Finally, we present implications for theory and practice.

What internal and external issues impact on the firm’s ability to achieve its mission (strategic issues)?

What is strategy?

Drawing upon the work of several scholars (Ansoff, 1965; Learned et al., 1969; Andrews, 1971; Porter, 1980, 1985; Wernerfelt, 1984; Barney, 1991), for this paper, strategy is concerned with understanding and addressing issues that impact on a firm’s ability to achieve its mission, so that products/services can be produced to meet the needs of the markets it serves through effective resource configuration, in order to build and sustain competitive advantage. Thus, strategy is conceptualized as: (1) What is a firm trying to achieve in the long-term (mission)? (2) What internal and external issues impact on the firm’s ability to achieve its mission (strategic issues)? (3) Which markets should a firm compete in (markets)? (4) What products/services are needed to offer customers in the chosen markets (customer needs)? (5) What internal resources (assets, skills, competencies, relationships, finance, and facilities) are necessary in order to compete (resources)? (6) How can a firm perform better than the competition (competitive advantage)? In this paper, the interest is in exploring how CSR fits into these six fundamental dimensions of strategy, for the overall purpose of weaving CSR into the strategy making function of the firm

explore how corporate social responsibility (CSR) can be effectively built into firm strategy.

Building corporate social responsibility into strategy
Jeremy Galbreath Graduate School of Business, Curtin University of Technology, Perth, Australia

Abstract

Purpose – This paper seeks to explore how corporate social responsibility (CSR) can be effectively built into firm strategy.

Design/methodology/approach – By drawing upon classic work in the field, the paper first offers conceptual discussion and then systematically develops a means of incorporating CSR into strategy. Findings – Common approaches to CSR, such as PR campaigns, codes of ethics and triple bottom line reports are far too removed from strategy. To counter common and generally non-strategic approaches, a framework is offered which demonstrates that CSR can be linked integrally with strategy, and highlights an approach to consider CSR across six dimensions of firm strategy. Practical implications – Firms do not have to respond reactively towards CSR nor do they have to struggle with understanding the strategic implications of CSR. The paper demonstrates that examining CSR in the context of firm strategy is both possible and increasingly necessary to developing competitive advantage in the current environment. Originality/value – The value of the paper rests in the treatment of CSR as an issue that is strategic, rather than one that is problematic or potentially a threat. By doing so, firms are offered a means to take a much more proactive approach to CSR than previously discussed. Keywords Corporate social responsibility, Corporate strategy Paper type Conceptual paper Introduction For decades, corporate social responsibility (CSR) has been a subject of intense debate among scholars and practitioners (Carroll, 1999; Pearce and Doh, 2005). Discussions have generally focused on the role of business in society and the nature of a firm’s social responsibilities. More recent treatments have progressed towards theory development as well as empirical tests of the relationship between CSR and firm performance (Orlitzky et al., 2003; Aguilera et al., 2007). However, at the practical level, there appears to remain much confusion with respect to how to build or integrate CSR into the overall strategy of the firm. By way of example, while CEOs acknowledge that addressing societal expectations is an important consideration for competitive success, they appear to be struggling with just how to build CSR into corporate strategy (Hirschland, 2005; McKinsey and Company, 2006). Indeed, recent reports reveal that almost six out of ten organizations have no strategy for CSR while many companies are unclear as to how to adequately anticipate which social issues will affect their overall strategy (The Work Foundation, 2002; McKinsey and Company, 2006). Where efforts are made with respect to CSR strategies, typical approaches appear to be weak in that they fail to capture the fundamental purposes of strategy. The current issue and full text archive of this journal is available at www.emeraldinsight.com/0955-534X.htm Building CSR into strategy 109 Received May 2008 Revised June 2008 Accepted June 2008 European Business Review Vol. 21 No. 2, 2009 pp. 109-127 q Emerald Group Publishing Limited 0955-534X DOI 10.1108/09555340910940123 Typical approaches to CSR include developing corporate codes of ethics, preparing triple bottom line reports and launching public relations campaigns that highlight a given socially responsible “act” (Vyakarnam, 1992; Weaver et al., 1999). According to worldwide director of management consulting firm McKinsey and Company, Ian Davis, such approaches are too limited, too defensive and are too disconnected from strategy (Davis, 2005). In the first instance, a code of ethics mainly addresses personal behavior, not strategy (Hosmer, 1994). With respect to triple bottom line reporting efforts are focused mainly on information transparency rather than on corporate strategy (Vyakarnam, 1992; Weaver et al., 1999). Lastly, public relations campaigns that contain CSR content have been labeled as a non-strategic corporate “window dressing” exercise (Weaver et al., 1999). How then, might CSR be built into strategy and how might this lead to a better performing, more competitive and responsible firm? In order to examine an important, but rarely holistically explored topic in the stream, the remainder of this paper will discuss a means for addressing the CSR-strategy gap. To do so, background on strategy is offered first, which sets the stage for its use in this paper. Next, the concept of social issues and some basic discrepancies between this concept and strategy is described, which is important to the development of the CSR-strategy discussion. CSR is then framed within the context of the six fundamental dimensions of strategy.

Briefly Discuss the process and procedures that you would use to Organize a Blood Drive at Your Community College

Provide an Explanation of how teaching with multiliteracies may support student from different language and social class background.

Explain why particular stakeholders and groups must be involved in further development and implementation of your proposed policy and practice guidelines.

• Explain why particular stakeholders and groups must be involved in further development and implementation of your proposed policy and practice guidelines.

• • Why is it important to engage these stakeholders and groups?
  • How can their participation produce a stronger policy and facilitate its implementation?
• Organize content so ideas flow logically with smooth transitions.

• • Proofread your proposal, before you submit it, to minimize errors that could distract readers and make it more difficult for them to focus on the substance of your proposal.
• Use paraphrasing and summarization to represent ideas from external sources.

• • Be sure to apply correct APA formatting to source citations and references.

devise a plan to implement the architecture in a way that minimises disruption to processes and systems.

Develop Information architecture to support data consistency and integrity.