Q-10-

Measure

Measuring the success of your sustainability programs and initiatives helps you ensure that you track your progress and meet your goals. Measurement allows you to create an accurate description of your current state, so that you can set goals and be sure when you meet them. The measurement of your current state is often referred to as creating a baseline. Ultimately, you need measures that work for your business, that can easily be integrated into workflows, and can be reproduced regularly to monitor and track progress. Get started on your baseline by:

Gather your bills for each area of resource consumption. Typically, this would include waste and recycling, energy (electricity and natural gas), water, and materials use. Take a look at what unit of measurement are provided by your utility, contractors and suppliers and assess whether this is sufficient to help you monitor progress over time; or

Conduct an audit to dig deeper into one of your resource use areas. For instance, if you want to reduce energy use from a specific part of your building, or reduce one of the materials in your waste stream, you’ll need to have a better breakdown than your bills provide. A simple dumpster dive will provide you with your total waste volume, a breakdown of your waste stream and ideas about where the biggest opportunities for reduction might be. An energy or greenhouse gas audit will provide you with energy use or emissions from different areas of your business that will allow you to set specific goals.

Survey your staff to determine the degree to which they perceive the company to be a socially and environmentally responsible firm. This can be a means of identifying gaps that require attention to maintain employee morale and engagement.

Track

Tracking is the periodic checking of your success towards your goals. At regular intervals, you’ll want to use your measurement techniques to assess how well you are doing and make any necessary changes. Tracking may be an annual activity toward a specific goal, for example reducing waste to landfill by one dumpster per week, but it can also be used along with measurement to set

new goals and ensure your programs continue and always improve on your previous success. This is the concept of continuous improvement.

Report

Consider your audience when reporting on your sustainability efforts. For staff and most customers, a snapshot may be all that’s required. You might want to make more detail available for other groups that may be interested in more detail (such as bankers or employees).

Consider your impacts and report success that is in proportion to them. Sustainability reporting comes up short when a company doesn’t address its most important environmental impacts. For instance, if a business reports on progress towards its paper recycling goals, while making no progress on a highly toxic waste stream, it won’t improve its credibility. If you are not sure about which areas of your business generate the most impacts, conduct an audit as noted under “Measure” and in the Resource Use section, or contact your local environmental organization, government department or trade association for advice. You could even consult your staff, suppliers, neighbours and customers for their ideas, since what matters to them will also matter to you.

Develop an appropriate and reproducible format that considers your company’s goals and the resources that can be allocated to reporting. Develop an appropriate means to report on your progress that can impact management, staff and stakeholders without unduly taxing limited resources.

There are other benefits too:

A good reputation makes it easier to recruit employees.

Employees may stay longer, reducing the costs and disruption of recruitment and retraining.

Employees are better motivated and more productive.

CSR helps ensure you comply with regulatory requirements.

Activities such as involvement with the local community are ideal opportunities to generatepositive press coverage.

Good relationships with local authorities make doing business easier. See the page in this guide on how to work with the local community.

Understanding the wider impact of your business can help you develop new products and services.

CSR can make you more competitive and reduces the risk of sudden damage to your reputation (and sales). Investors recognise this and are more willing to finance you

Q-13-

Matrix- The matrix structure is a type of organizational structure in which individuals are grouped via two operational frames.

The matrix structure is a type of organizational structure in which individuals are grouped simultaneously by two different operational perspectives.

Matrix structures are inherently complex and versatile, making them more appropriate for large companies operating across different industries or geographic regions.

Proponents suggest that matrix management is more dynamic than functional management in that it allows team members to share information more readily across task boundaries; it also allows for specialization that can increase depth of knowledge.

A disadvantage of the matrix structure is the increased complexity in the chain of command, which can lead to a higher manager-to-worker ratio and contribute to conflicting loyalties among employees.

Global- http://www.quickmba.com/strategy/global/

Q-14-

Objectives of Strategic Leadership

Strategic leadership provides the vision, direction, the purpose for growth, and context for the success of the corporation. It also initiates "outside-the-box" thinking to generate future growth. Strategic leadership is not about micromanaging business strategies. Rather, it provides the umbrella under which businesses devise appropriate strategies and create value.2

In short, strategic leadership answers two questions:

What – by providing the vision and direction, creating the context for growth, and

How – by sketching out a road map for the organization that will allow it to unleash its full potential; by crafting the corporation's portfolio, determining what businesses should be there, what the performance requirements of the business are, and what types of alliances make sense; and by defining the means (the culture, values, and way of working together) needed to achieve corporate visionand goals.

The distinguishing characteristic of the strategic leadership level - as compared with team-level and operational-level leadership – is that it implies responsibility for achieving the right balance between the whole, i.e. organizat0ional needs, and the parts, be they large (functions) or small (teams or individuals).

Strategic Thinking

In today's era of rapid change and unparalleled opportunity, the profitable and sustainable growth will go to the companies whose leaders can see possibilities beyond their traditional served markets. There are no generally applicable recipes for success in business as each business is unique.

Strategic achievement

The two interwoven parts of strategic achievement are formulation and implementation. While both parts are essential to achieving superior organizational performance, the implementing strategy is where most companies succeed or fail

Managing for Results

To achieve results, you should develop a solid, sound, customer-focused, and entrepreneurial strategy, aimed at market leadership, based on innovation, and tightly focused on decisive opportunities... More

Building Your Sustainable Competitive Advantage

Sustainable competitive advantage is the prolonged benefit of implementing some unique value-creating strategy based on unique combination of internal organizational resources and capabilities that cannot be replicated by competitors

Strategic Innovation

Strategic Innovation is the creation of growth strategies, new product categories, services or business models that change the game and generate significant new value for customers and the corporation