The De Beers Group, the dominant agent in the diamond mining, industrial diamond manufacturing and diamond trading sectors, has a significant mining presence in Botswana, Namibia and South Africa. Africa’s recent history is characterised by the West’s inexorable exploitation of African natural resources, resulting in a continent plagued by corruption, violence and slow development. Through committing to the ‘Living up to Diamonds’ initiative, De Beers aims to create lasting contribution to the communities in which the family of companies operate in (ENP Newswire, 14 June 2011). In a continent notorious for placing profits and monetary returns over human development, the De Beers management of Botswana’s diamonds goes against the trend of exploitation, and has effectively turned “national resources to shared national wealth” (De Beers, 2007). De Beer’s presence in Botswana has highlighted the positive impact of corporate social responsibility and admirable business ethics – a feat that is even more impressive when considering that the social practices undertaken by De Beers has also enabled it to increase its profitability.
In countries such as Nigeria, Sierra Leone, or Zambia, governments often lack the ability to gain absolute control over territories (NY Times, 10 July 2010, A23). The result of the ensuing turmoil, and disputes over resources means that countries with a wealth of natural resources are unable to directly benefit from exports. In eastern Congo, “$1 billion in gold is … extracted and exported annually”, however, “revenues for the national Treasury [in 2009] were a mere $37, 000” (NY Times, 10 July 2010, A23). The enormous disparity between Congo’s stock of natural wealth and actual returns reflect the poor bu...
... middle of paper ...
... 23 Aug. 2011.
2. Lohr, Steve. “Shared Values: Gains in Corporate Responsibility Efforts.” The New York Times. N.p., 14 Aug. 2011. Web. 23 Aug. 2011.
3. Maragos, Marie. "Organisational Planning and Goal Setting." Managing and Leading Organisations. The University of Melbourne. The Basement Theatre, Melbourne. 18 Aug. 2011. Lecture.
4. Maragos, Marie. "E-Business and Innovation." Managing and Leading Organisations. The University of Melbourne. The Basement Theatre, Melbourne. 18 Aug. 2011. Lecture.
5. Samson, Danny, and Richard Daft. Management . 3rd Asia Pacific ed. South Melbourne, Vic.: Cengage Learning Australia, 2009. Print.
The company has a very good inventory control system. After they are able to locate good quality suppliers that are able to meet the demand of the company, they then strive to maintain those relationships. They have systems in place to forecast their future needs and then have set out to be able to maintain a supply on-site so they can meet the demands and not run out of the product. They also need to make sure that they are able to store the materials so that they are able to maintain the quality that the company needs.
Kinicki, Angelo, and Brian K. Williams. Management: A Practical Introduction. New York: McGraw-Hill Education, 2013. Print.
Robbins, S. P., & Coulter. M. (2014). Management (12th ed.). Retrieved from: Colorado Technical University eBook Collection database.
George, Jennifer M. "Chapter 12." Contemporary Management. By Gareth R. Jones 8e ed.N.p.: n.p., n.d. 366-400. Print.
Robbins, S. P., & Coulter, M. (2007). Management (9th ed.). Upper Saddle River, NJ: Pearson Education, Inc.
Robbins, S. P., Decenzo, D. A., & Coulter. M. (2013). Fundamentals of Management (8th ed.). Upper Saddle River, NJ: Pearson.
Robbins, S. P., & Coulter, M. (2009). Management (10th ed.). Upper Saddle River, NJ: Pearson
Jones, G. R., & George, J. M. (2011). Contemporary management. (7 ed.). New York, NY: McGraw-Hill.
Robbins, S.P., DeCenzo, D.A., & Coulter, M. (2013). Fundamentals of management (8th ed.). Upper Saddle River, NJ: Prentice Hall.
Robbins, S., Decenzo, D., & Coulter, M. (2013). Fundamentals of management. Upper Saddle River, NJ: Pearson Education, Inc.
Porter along with Mark Kramer. In this article, the authors emphasize on the importance of creating shared value on the strategic level of an organization vs corporate social responsibility which is viewed a separate moral obligation for the sake of company’s reputation and making profits. According to the authors, shared value must be embedded into the core value and strategy of business. What the authors of the article are implying is that awareness of social economic challenges is growing making them clearly visible. Businesses and their legitimacy are now viewed as part of the problem. CSR is considered as a scheme to make money and an area which is separate from its core business. Economists believe we should raise the bar and embed the concept of creating shared value on the core strategies of business. CSR activities are externally determined whereas, Creating Shared Value (CSV) activities are more company specific therefore understanding and legitimacy of value chain is needed for sustainability, for example the products and customers being served. CSR activities are limited to CSR budget whereas Creating Shared Value is mobilizing the entire budget of corporation to impact social issues. Creating Shared Value is a genuine way to restore the legitimacy of corporations as results are measured not just by profitability but by the social and economic value created. Companies who
Robbins, S, DeCenzo, D, Coulter, M & Woods, M 2011, Management: The Essentials, Pearson Australia, NSW, Australia, 1st Edition
Kinicki, A., & Williams, B. K. (2011). Management: A practical introduction (5th ed.). New York, NY: McGraw-Hill Irwin.
2. Kinicki, Angelo, Williams, Brian Management, a practical introduction, Second Edition. New York, New York, McGraw-Hill 2006/2003
Jones, Gareth R. and George, Jennifer M. (2011). Contemporary management (7th ed.). New York, NY: McGraw-Hill Irwin.