Nine Sustainable management and risk
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Janice Morphet
Abstract
Leadership and management in all organizations is concerned with sustainable practices and outcomes, that is managing with consideration for future generations. The principle of sustainability has grown in importance since the United Nations (UN) Earth Summit conference in Rio in 1992. The extent to which organisations embrace sustainable management varies: it may be embedded within the organisation’s culture, or it may be applied to specific actions. Sustainability may define the leadership of an organisation or it may be a compliance tool. Beyond this, corporate responsibility (CR) may be encouraged by shareholders, stakeholders and funders in all sectors where companies take responsibility for their impact on society (CEC, 2011). Finally, there is a strong relationship between planning, sustainability and risk management, whether in the context of environmental disaster management or employment practices. Not all risks are related to sustainability, however. This chapter considers all three issues, their relationships with each other and their role in planning leadership and management. All organisations, regardless of sector, must make a case for taking sustainable management measures above and beyond the statutory minimum. In the private sector, sustainable management may be of particular concern at various stages of the production and sales cycles (Holliday et al, 2002), for example in the choice of raw materials and energy used for production and in the logistics of delivering products to market. At each stage of the cycle, there are choices about methods used and each will have cost implications. The regulatory framework is set though international agreements and managed through large-scale trading groups such as the EU (Morphet, 2013).
Abstract
Leadership and management in all organizations is concerned with sustainable practices and outcomes, that is managing with consideration for future generations. The principle of sustainability has grown in importance since the United Nations (UN) Earth Summit conference in Rio in 1992. The extent to which organisations embrace sustainable management varies: it may be embedded within the organisation’s culture, or it may be applied to specific actions. Sustainability may define the leadership of an organisation or it may be a compliance tool. Beyond this, corporate responsibility (CR) may be encouraged by shareholders, stakeholders and funders in all sectors where companies take responsibility for their impact on society (CEC, 2011). Finally, there is a strong relationship between planning, sustainability and risk management, whether in the context of environmental disaster management or employment practices. Not all risks are related to sustainability, however. This chapter considers all three issues, their relationships with each other and their role in planning leadership and management. All organisations, regardless of sector, must make a case for taking sustainable management measures above and beyond the statutory minimum. In the private sector, sustainable management may be of particular concern at various stages of the production and sales cycles (Holliday et al, 2002), for example in the choice of raw materials and energy used for production and in the logistics of delivering products to market. At each stage of the cycle, there are choices about methods used and each will have cost implications. The regulatory framework is set though international agreements and managed through large-scale trading groups such as the EU (Morphet, 2013).
Kapitel in diesem Buch
- Front Matter i
- Contents v
- List of tables, figures and boxes vi
- Abbreviations viii
- About the author ix
- Preface xi
- Introduction 1
- Sectors and scales 21
- Theories, tools and techniques 37
- Strategy and planning 59
- Managing resources in planning: people and communications 79
- Managing resources for planning: finance and assets 101
- Managing planning processes 121
- Managing planning: projects, plans and programmes 143
- Sustainable management and risk 161
- Personal management in planning 177
- References 191
- Index 225
Kapitel in diesem Buch
- Front Matter i
- Contents v
- List of tables, figures and boxes vi
- Abbreviations viii
- About the author ix
- Preface xi
- Introduction 1
- Sectors and scales 21
- Theories, tools and techniques 37
- Strategy and planning 59
- Managing resources in planning: people and communications 79
- Managing resources for planning: finance and assets 101
- Managing planning processes 121
- Managing planning: projects, plans and programmes 143
- Sustainable management and risk 161
- Personal management in planning 177
- References 191
- Index 225
