Management 3 Exam

Nonverbal Communication: How Unwritten & Unspoken Messages May Mislead

(1) eye contact (2) facial expressions (3) body movements and gestures (4) touch (5) setting (6) time Look head-to-toe Eyes communicate significant information If a smile includes the mouth but not the eyes, it may not be genuine Also notice if face, voice, and body are not congruent

What's the Difference Between A Group and a Team?

--A group is defined as (1) two or more freely interacting individuals who (2) share norms, (3) share goals, and (4) have a common identity ---team is defined as a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable

Improving communication effectiveness

--Active listening is the process of actively decoding and interpreting verbal messages. What is your listening Style? --Appreciative style—listening to be amused. --Empathic style—tuning into the speaker's emotions. An empathic listener focuses on the speaker's feelings, concentrating on what he or she sees as well as says and reading people's body language and reactions. --Comprehensive style—focusing on the speaker's logic. A comprehensive listener tries to determine the rationale of the speaker's argument --Discerning style—focusing on the main message. A discerning listener tries to determine the speaker's main message and important points --Evaluative style—challenging the speaker. An evaluative listener listens analytically, all the while formulating challenges to the speaker's points, asking lots of questions (perhaps to the point of being interruptive), and sometimes tuning out the speaker and missing data.

Four types of work Teams

--Advice teams are created to broaden the information base for managerial decisions. Examples are committees, review panels, advisory councils, employee involvement groups, and continuous improvement teams --Production teams are responsible for performing day-to- day operations. Examples are mining teams, flight-attendant crews, maintenance crews, assembly teams, data processing groups, and manufacturing crews --Project teams work to do creative problem solving, often by applying the specialized knowledge of members of a cross-functional team cross-functional team: Members composed of people from different departments pursuing a common objective --Action teams work to accomplish tasks that require people with (1) specialized training and (2) a high degree of coordination

Four Key Behaviors of Transformational Leaders

--Charisma-- a form of interpersonal attraction that inspires acceptance and support. A transformational leader inspires motivation by offering an agenda, a grand design, an ultimate goal—in short, a vision, "a realistic, credible, attractive future" for the organization The right vision unleashes human potential, because it serves as a beacon of hope and common purpose. It does so by attracting commitment, energizing workers, creating meaning in their lives, establishing a standard of excellence, promoting high ideals, and bridging the divide between the organization's problems and its goals and aspirations --Idealised Influence: "We Are Here to Do the Right Thing" Transformational leaders are able to inspire trust in their followers because they express their integrity by being consistent, single-minded, and persistent in pursuit of their goal. Not only do they display high ethical standards and act as models of desirable values, but they are also able to make sacrifices for the good of the group --Individualized Consideration: "You Have the Opportunity Here to Grow & Excel" Transformational leaders don't just express concern for subordinates' well-being. They actively encourage them to grow and to excel by giving them challenging work, more responsibility, empowerment, and one-on-one mentoring. Intellectual Stimulation: "Let Me Describe the Great Challenges We Can Conquer Together" These leaders are gifted at communicating the organization's strengths, weaknesses, opportunities, and threats so that subordinates develop a new sense of purpose. Employees become less apt to view problems as insurmountable or "that's not my department." Instead they learn to view them as personal challenges that they are responsible for overcoming, to question the status quo, and to seek creative solutions.

Managing Conflict

--Conflict is a process in which one party perceives that its interests are being opposed or negatively affected by another party. --Disagreement is normal, but conflict can be functional or dysfunctional --dysfunctional conflict is conflict that hinders the organization's performance or threatens its interests --functional conflict, which benefits the main purposes of the organization and serves its interests

Trait Approaches: Dark traits

--Dark side traits—we call these the Dark Triad. --Narcissism is defined as having "a self-centered perspective, feelings of superiority, and a drive for personal power and glory." --Machiavellianism displays a cynical view of human nature and condones opportunistic and unethical ways of manipulating people, putting results over principles --Psychopathy ("sigh-kop-a-thee") is characterized by lack of concern for others, impulsive behavior, and a dearth of remorse when the psychopath's actions harm others. --If you have a propensity for any of these, you need to know that the expression of "dark side" traits tends to result in career derailment—being demoted or fired

The Big Three

--Individuals are said to be cooperating when their efforts are systematically integrated to achieve a collective objective. --Trust is defined as reciprocal faith in others' intentions and behaviors. --Cohesiveness, the tendency of a group or team to stick together. -Group Cohesiveness: a "we feeling" binding group members together -You can increase cohesiveness by keeping the team small, encouraging interaction, emphasizing commonality, creating a favorable public image, remind people they need each other, and more. (You can see more detail in table 13.5.)

Symptoms of Groupthink

--Invulnerability, inherent morality, and stereotyping of opposition. --Rationalization and self-censorship. --Illusion of unanimity, peer pressure, and mindguards. mindguards—self-appointed protectors against adverse information. --Groupthink versus "the wisdom of crowds." Groupthink is characterized by a pressure to conform that often leads members with different ideas to censor themselves—the opposite of collective wisdom in which "each person in the group is offering his or her best independent forecast. It's not at all about compromise or consensus. --The results of groupthink are decision making defects, which include 1) a reduction in alternative ideas and 2) limiting of other information. --To prevent groupthink, allow criticism and allow other perspectives

5 Sources of Power

--Legitimate power, which all managers have, is power that results from managers' formal positions within the organization. --Reward power, which all managers have, is power that results from managers' authority to reward their subordinates --Coercive power, which all managers have, results from managers' authority to punish their subordinates. --Expert power is power resulting from one's specialized information or expertise Referent power is power deriving from one's personal attraction

Norms

--Norms are general guidelines or rules of behavior that most group or team members follow. Norms can be explicit and implicit. --Norms are enforced for four reasons: --To help the group survive—"Don't do anything that will hurt us." --To clarify role expectations—"You have to go along to get along." --To help individuals avoid embarrassing situations—"Don't call attention to yourself." --To emphasize the group's important values and identity—"We're known for being special."

Passive Leadership

--Passive leadership is a form of leadership behavior characterized by a lack of leader- ship skills. For example, in the type of passive leadership called the management-by- exception style, managers do not intervene until problems are brought to their attention or until the problems become serious enough to demand action. --Another passive type is laissez-faire leadership, a form of "leadership" characterized by a general failure to take responsibility for leading

Powerful people are more likely to act

--People who feel powerful are less likely to suffer from the bystander effect—3 times as likely to help a stranger in distress --And they're more likely to do something about things they don't like --subjects were asked to sit at a table and write about an experience in which they felt powerful or powerless. When they sat down to work, subjects found themselves uncomfortably close to a whirring tabletop fan. 40% of people who were recalling their low-power experiences moved the fan or turned it off. Among the high-power group, the percentage nearly doubled

Three kinds of Conflict: Personality Conflict

--Personality conflict is defined as interpersonal opposition based on personal dislike or disagreement. --Personality clashes—when individual differences can't be resolved --Competition for scarce resources—when two parties need the same things. --Time pressure—when people believe there aren't enough hours to do the work. --Communication failures—when people misperceive and misunder- stand.

Problems with power: Perspective Taking

--Power might inhibit perspective taking (Adam Galinsky et al, 2006) --people in power have control over valuable resources and are therefore less dependent on others. Thus, to accomplish their goals, the powerful do not need to rely on an accurate, comprehensive understanding of others. --Power is typically associated with increased demands on attention, so that it is difficult for power holders to take the perspective of everyone under their charge (Fiske, 1993).

Behavioral Approach: Relationship Oriented Leadership

--Relationship-oriented leadership is primarily concerned with the leader's interactions with his or her people --Relationship-oriented behaviors include: -Consideration, which is leader behavior that is concerned with group members' needs and desires and that is directed at creating mutual respect or trust -Empowering leadership, which represents the extent to which a leader creates perceptions of psychological empowerment in others. Psychological empowerment is employees' belief that they have control over their work. --Servant leadership, which focuses on providing increased service to others—meeting the goals of both followers and the organization—rather than to oneself Not quick fix—it's a long term approach to life and work Servant leaders are leaders who work for the led—be sure to learn characteristics of these

Concerns and considerations for communication in the Digital age:

--Security: a system of safeguards for protecting information technology against disasters, system failures, and unauthorized access that result in damage or loss. --Privacy is the right of people not to reveal information about themselves. --identity theft: In which thieves hijack your name and identity and use your good credit rating to get cash or buy things. --Email: productive—but also perhaps a time waster and a misused medium --Smartphones—may be weakening communication skills in some ways --Social Media—enhances connectivity with stakeholders and resources inside and outside the organization (including crowdsourcing)...BUT can create legal, financial, and personnel risks; can lead to distraction, poor impressions, and replace high quality conversations

Self Managed Team

--Self-managed teams are defined as groups of workers who are given administrative oversight for their task domains --Self-managed teams emerged from continuous improvement teams, which consist of small groups of volunteers or workers and supervisors who meet intermittently to discuss workplace-and quality- related problems --Yes, self-managed teams are effective, and yes, they are common (75% of the Fortune 1000 use them in one form or another)

Internal Stakeholders

--Stakeholders —the people whose interests are affected by an organization's activities. --Internal stakeholders consist of employees, owners, and the board of directors, if any -owners of an organization consist of all those who can claim it as their legal property -Board of directors: members are elected by the stockholders to see that the company is being run according to their interests. They hire CEOs in many cases. -In nonprofit organizations, such as universities or hospitals, the board may be called the board of trustees or board of regents. Board members are very important in setting the organization's overall strategic goals and in approving the major decisions and salaries of top management.

Group Think

--The Abilene Paradox (p. 424) the tendency of people to go along with others for the sake of avoiding conflict --In this phenomenon, group or team members are friendly and tight-knit, but they are unable to think "outside the box." Their "strivings for unanimity override their motivation to realistically appraise alternative courses of action" Example: The Senate Intelligence Committee said groupthink was a major factor in the U.S. invasion of Iraq because too many people in the government had tended to think alike and therefore failed to challenge basic assumptions about Iraq's weapons capability. --However, groups can be remarkably intelligent, and are sometimes smarter than the smartest individual within the group, but not always Wisdom of Crowds

Three kinds of conflict: Intergroup Conflict

--The downside of cohesiveness, the "we" feeling discussed earlier, is that it can translate into "we versus them." --Intergroup conflicts are expressed in the following ways: --Inconsistent goals or reward systems—when people pursue different objectives. --Ambiguous jurisdictions—when job boundaries are unclear. --Status differences—when there are inconsistencies in power and influence.

Building Effective Teams

--The most essential considerations in building a group into an effective team are (1) cooperation, (2) trust, and (3) cohesiveness. --AFTER those first three, additional important considerations are (4) performance goals and feedback, (5) motivation through mutual accountability, (6) size, (7) roles, (8) norms, and (9) awareness of groupthink.

Transformational Leaders

--Transformational leadership transforms employees to pursue organizational goals over self-interests --"engender trust, seek to develop leadership in others, exhibit self-sacrifice, and serve as moral agents, focusing themselves and followers on objectives that transcend the more immediate needs of the work group." --Whereas transactional leaders try to get people to do ordinary things, transformational leaders encourage their people to do exceptional things—significantly higher levels of intrinsic motivation, trust, commitment, and loyalty—that can produce significant organizational change and results. --Two factors influence transformational leaders: --Individual characteristics—the personality of transformational leaders tends to be more extroverted, agreeable, proactive, and open to change --Organizational culture. Adaptive, flexible organizational cultures are more likely than are rigid, bureaucratic cultures to foster transformational leadership.

Three kinds of Conflict: Multicultural Conflict

--With cross-border mergers, joint ventures, and international alliances common features of the global economy, there are frequent opportunities for clashes between cultures. --Often success or failure, when business is being conducted across cultures, arises from dealing with differing assumptions about how to think and act. You can mitigate these through good listening, cooperation, sensitivity to others' needs, build rapport through conversations, be compassionate and understanding, and so on

Trait Approaches: Gender Studies: Do Women Have Traits that Make Them Better Leaders?

--a New York research firm found that 55% of women and 57% of men aspire to be CEO --women have been found to be just as assertive as men in other studies --BusinessWeek finds that by and large "women executives, when rated by their peers, underlings, and bosses, score higher than their male counterparts on a wide variety of measures—from producing high-quality work to goal-setting to mentoring employees." --In one study of 425 high-level executives, women won higher ratings on 42 of the 52 skills measured (Your text has more) --A good social scientist would ask: if these things are true, why is there a lack of women at the top? Researchers have included an unwillingness to compete or sacrifice, modesty, lack of mentorship, starting out lower in the ranks, and being more likely to quit as reasons

External Stakeholders

--external stakeholders — people or groups in the organization's external environment that are affected by it. -This environment consists of the task environment and the general environment -task environment consists of 11 groups that present you with daily tasks to handle: customers, competitors, suppliers, distributors, strategic allies, employee organizations, local communities, financial institutions, government regulators, special-interest groups, and mass media. --Customers are those who pay to use an organization's goods or services. --competitors—people or organizations that compete for customers or resources --A supplier is a person or an organization that provides supplies—that is, raw materials, services, equipment, labor, or energy—to other organizations

Stages of group and team development

--forming: the process of getting oriented and getting acquainted. This stage is characterized by a high degree of uncertainty as members try to break the ice and figure out who is in charge and what the group's goals are --Storming: characterized by the emergence of individual personalities and roles and conflicts within the group --Norming: conflicts are resolved, close relationships develop, and unity and harmony emerge. --Performing: members concentrate on solving problems and completing the assigned task. --Adjourning: members prepare for disbandment

Managerial Leadership

--managerial leadership is "the process of influencing others to understand and agree about what needs to be done and the process of facilitating individual and collective efforts to accomplish shared objectives." --The influencing part of this is leadership --The facilitating part of this is management --Not confined to managers or people formally appointed to leadership positions

Elements of the communication process

--sender is the person wanting to share information—called a message --receiver is the person for whom the message is intended --Encoding is translating a message into understandable symbols or language. --Decoding is interpreting and trying to make sense of the message. --Medium is the pathway by which a message travels

Situational Approaches

--situational approach (or contingency approach) to leadership, who believe that effective leadership behavior depends on the situation at hand. --The contingency leadership model determines if a leader's style is (1) task-oriented or (2) relationship-oriented and if that style is effective for the situation at hand --Once the leadership orientation is known, then you deter- mine situational control—how much control and influence a leader has in the immediate work environment. --There are three dimensions of situational control: leader-member relations, task structure, and position power. Leader-member relations—"Do my subordinates accept me as a leader?" Task structure—"Do my subordinates perform unambiguous, easily understood tasks?" Position power—"Do I have power to reward and punish?" For each dimension, control can be high or low,

Behavioral Approaches: Task Behaviors

--task-oriented leadership behaviors is to ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or organisation --Initiating-structure leadership is leader behavior that organizes and defines—that is, "initiates the structure for"—what employees should be doing to maximize output. Basically, "here's what we do to get the job done." --transactional leadership, focusing on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance, "here's what we do to get the job done, and here are the rewards."

External Stakeholders Continued

-A distributor is a person or an organization that helps another organization sell its goods and services to customers. -strategic allies describes the relationship of two organizations who join forces to achieve advantages neither can perform as well alone. -clawbacks—rescinding the tax breaks when firms don't deliver promises—local communities sometimes do this -crowd funding, or crowdsourcing is raising money for a project or venture by obtaining many small amounts of money from many people ("the crowd"), -government regulators— regulatory agencies that establish ground rules under which organizations may operate -Special-interest groups are groups whose members try to influence specific issues

Complexity vs Change

-Management is about coping with complexity -Leadership is about coping with change -One is not better than the other—these are complementary systems of action -Companies manage complexity in three ways: -Planning and budgeting (determining what needs to be done) -Organising and staffing (creating arrangements of people to accomplish an agenda) -Controlling and problem solving (ensuring people do their jobs) --Leadership copes with change in three ways --Determining what needs to be done setting a direction --Creating arrangements of people to accomplish an agenda—aligning people --Ensuring people do their jobs—motivating and inspiring

Problems with power: Empathy

-Neuroscientist Sukhvinder Obhi suggests that power influences the way the brain operates -Found that mirror neurons are not as activated when people feel more powerful, but highly activated when people feel less powerful -Social psychologist Paul Piff finds that when people feel more powerful in terms of resources, they have increased self-focus, leading to less altruism, compassion, and ethical behavior https://youtu.be/bJ8Kq1wucsk?t=7m31s

Path Goal Leadership Model

-path-goal leadership model, which holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths, or behavior, that will help them achieve those goals and providing them with support. -There's reason to believe this model works—but we're not 100% sure—more direct tests need to be done. However, other models, like transformational leadership, suggest that this is accurate.

A Bit More About Empowering Leadership

-psychological empowerment is expected to drive intrinsic motivation, creativity, and performance -Increasing employee psychological empowerment requires four kinds of behaviors—leading for (1) meaningfulness, (2) self-determination, (3) competence, and (4) progress. --Leading for meaningfulness: inspiring and modeling desirable behaviors. --Leading for self-determination: delegating meaningful tasks. --Leading for competence: supporting and coaching employees. --Leading for progress: monitoring and rewarding employees. --One technique used to empower employees is participative management (PM), the process of involving employees in setting goals, making decisions, solving problems, and making changes in the organization. Has a significant but small effect on job performance and job satisfaction

Nine Influence Tactics, From Most to Least Used

1. Rational Persuasion--Trying to convince someone by using reason, logic, or facts. Example: "You know, all the cutting-edge companies use this approach." 2. Inspirational Appeals--Trying to build enthusiasm or confidence by appealing to others' emotions, ideals, or values. Example: "If we do this as a goodwill gesture, customers will love us." 3. Consultation--Getting others to participate in a decision or change. Example: "Wonder if I could get your thoughts about this matter." 4. Ingratiating Tactics--Acting humble or friendly or making someone feel good or feel important before making a request. Example: "I hate to impose on your time, knowing how busy you are, but you're the only one who can help me." 5. Personal Appeals--Referring to friendship and loyalty when making a request. Example: "We've known each other a long time, and I'm sure I can count on you." 6. Exchange Tactics--Reminding someone of past favors or offering to trade favors. Example: "Since I backed you at last month's meeting, maybe you could help me this time around." 7. Coalition Tactics--Getting others to support your effort to persuade someone. Example: "Everyone in the department thinks this is a great idea." 8. Pressure Tactics--Using demands, threats, or intimidation to gain compliance. Example: "If this doesn't happen, you'd better think about cleaning out your desk." 9. Legitimating Tactics--Basing a request on one's authority or right, organizational rules or policies, or express or implied support from superiors. Example: "This has been green-lighted at the highest levels."

To stimulate Constructive Conflict

1. Spur Competition among Employees 2. Change the Organization's Culture & Procedures 3. Bring in Outsiders for New Perspectives 4. Use Programmed Conflict: Devil's Advocacy & the Dialectic Method --Programmed conflict is designed to elicit different opinions without inciting people's personal feelings --Devil's advocacy—role-playing criticism to test whether a proposal is workable. Devil's advocacy is the process of assigning someone to play the role of critic to voice possible objections to a proposal and thereby generate critical thinking and reality testing. --Dialectic method is the process of having two people or groups play opposing roles in a debate in order to better understand a proposal and see if it is workable

5 Approches to Leadership

1. trait approaches to leadership, which attempt to identify distinctive characteristics that account for the effectiveness of leaders 2. behavioral leadership approaches, which attempt to determine the unique behaviors displayed by effective leaders 3. situational approach (or contingency approach) to leadership, who believe that effective leadership behavior depends on the situation at hand. That is, as situations change, different styles become appropriate. 4. Transformational leadership transforms employees to pursue organizational goals over self-interests. 5. Three additional (which makes this actually seven approaches, but these three are minor for the sake of this class): leader-member exchange, e-leadership, and a follower approach to leadership

Communication Barriers

A communication barrier is anything interfering with accurate communication between two people (1) physical barriers (2) semantic barriers (3) personal barriers

Power and Authority

Authority is the right to perform or command -power is the extent to which a person is able to influence others so they respond to orders -Power, more completely, is the ability to influence the behavior of others and resist unwanted influence in return -Not what you do, but have the ability to do -Not only what you have ability to do, but have the ability to resist -personalised power—power directed at helping oneself -socialised power—power directed at helping others

What is communication?

Communication—the transfer of information and understanding from one person to another One study finds that in some settings, 81% of a manager's day is spent communicating You are an Efficient communicator when you can transmit your message accurately in the least time You are an effective communicator when your intended message is accurately understood by the other person. GRAPH INCLUDED

Be a better writer

Don't Show Your Ignorance Good grammar & Spelling Understand Your Strategy before You Write You can write in order of importance, controversy, or positivity (in all cases, least to most) Start With Your Purpose Write simply, concisely, & Directly Make Your writing visually appealing

Communication directions, continued

Downward communication —from top to bottom. Downward communication flows from a higher level to a lower level (or levels) --Upward communication —from bottom to top. Upward communication flows from a lower level to a higher level(s). --Horizontal communication flows within and between work units; its main purpose is coordination. --External communication flows between people inside and outside the organization.

Formal Communication Channels: Up, Down, Sideways, & Outward

Formal communication channels follow the chain of command and are recognized as official Three types of formal communication (1) vertical—meaning upward and downward, (2) horizontal—meaning laterally (sideways), and (3) external—meaning outside the organization

Why does teamwork really matter

Increased Productivity Increased Speed Reduced Costs Improved Quality Reduced Destructive Internal Competition Improved workplace cohesiveness

Informal communication channels

Informal communication channels develop outside the formal structure and do not follow the chain of command—they skip management levels and cut across lines of authority. Two types of informal channels are (1) the grapevine—the unofficial communication system of the informal organization (2) management by wandering around—Management by wandering around (MBWA)—also known as management by walking around—is the term used to describe a manager's literally wandering around his or her organization and talking with people across all lines of authority.

What is leadership?

Leadership is the ability to influence employees to voluntarily pursue organizational goals.

Selecting the Right medium for effective communication

Media richness indicates how well a particular medium conveys information and promotes learning

Communication in the Information Age

Multicommunicating represents "the use of technology to participate in several interactions at the same time" telepresence technology: high-definition videoconference systems that simulate face-to-face meetings between user

Five Basic Behaviors to Help You Better Handle Conflict

Openness Equality Empathy Supportiveness Positiveness

A few things Related to communication Barriers

Semantics is the study of the meaning of words --Jargon is terminology specific to a particular profession or group --defensive communication—either aggressive, attacking, angry communication or passive, withdrawing communication. --nondefensive communication— communication that is assertive, direct, and powerful. --Four rules for nondefensive communication 1) define the situation, (2) clarify the person's position, (3) acknowledge the person's feelings, and (4) bring the focus back to the facts.

Should teams be large are small

Smaller teams (2-9) are better for interaction and morale, but they have fewer resources, less innovation (possibly), and are more prone to unfair work distribution. Larger teams (10-16) provide more resources and allow members to take advantage of division of labor (in which the work is divided into particular tasks that are assigned to particular workers.) But they may have less interaction, lower morale, and the potential for social loafing (the tendency of people to exert less effort when working in groups than when working alone)

Be A Better Reader

Survey, Question, Read, Recite, Review (SQ3R, in the Box at the end of Chapter 1)

Being a More Effective Speaker

Tell them what you're going to say Say it Tell them what you said

Too much or too little conflict?

Too little conflict- Indolence Too much conflict- warfare

Personal Barriers: Individual Attributes that Hinder Communication

Variable communication skills Variations in Trustworthiness & Credibility Oversized Egos Faulty Listening Skills Tendency to Judge Others' Messages Inability to Listen with Understanding Stereotypes & Prejudices Nonverbal communication

Three Additional Perspectives

leader-member exchange (LMX) model of leadership emphasizes that leaders have different sorts of relationships with different subordinates. -In-group exchange: trust and respect. -Out-group exchange: lack of trust and respect e-leadership, can involve one-to-one, one-to-many, within-group and between-group and collective interactions via information technology. Followers: Followers seek and admire leaders who create feelings of -Significance -Community -Excitement Followers vary in their level of compliance with a leader, with helpers (most compliant), showing deference to their leaders, independents (less compliant) distancing themselves, and rebels (least compliant) showing divergence

Linguistic Styles

linguistic style is a person's characteristic speaking patterns—pacing, pausing, directness, word choice, and use of questions, jokes, stories, apologies, and similar devices. Table 15.4 suggests that in general, there have been some differences in linguistic styles in communication based on Gender

Other factors in the communication process

noise—any disturbance that interferes with the transmission of a message Paraphrasing occurs when people restate in their words the crux of what they heard or read

Triple Bottom Line

representing People, Planet, and Profit (the 3 Ps)—measures an organization's social, environmental, and financial performance Success in these areas can be measured through a social audit

Stakeholders Model

slide 8- groups and teamwork