Do you agree that managers and firms really pursue their interests? Why or why not?
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Do you agree that managers and firms really pursue their interests? Why or why not?
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- Evaluate if it is possible for a business to meet the needs of shareholders, customers, employees, suppliers and society at the same time. How can a balance of interests be achieved?How can managers build and maintain strong relationships with key stakeholders, such as customers, suppliers, and partners, to drive business success?How can organizations balance their social responsibilities with their fiduciary responsibilities to shareholders, and what strategies can they use to effectively address social and environmental concerns while maintaining financial sustainability and long-term success?
- How do you build strong relationships with internal and externalstakeholders?V. How can companies encourage and support intrapreneurship, or employees who act as entrepreneurs within the organization?Think of a company where “doing the right thing” and acting in the interests of broader stakeholders (rather than just stockholders alone) have produced a stronger competitive advantage. Why was this the case?
- * What mechanisms exist for dissatisfied shareholders to prevent what they see as excessive rewards to directors?How does the business environment affect a firm's decision making and growth? Give an example of a company that faces challenges from the environment.How does stakeholder management differ from stockholder management?
- Who would be on your stakeholder checklist? Which stakeholders are you already engaging and building relationships with?Do you think companies have to operate ethically to be financially successful? Why or why not?How do management teams prioritize long-term shareholder value to protect investor interests?