FORMATIONS |
Fiche détaillée d'un cours
SUSTAINABILITY LEADERSHIP | |||
2018-2019 | FrIESEG School of Management
(
IÉSEG
)
| ||
Code Cours : | 1819-IÉSEG-M1S2-STR-MA-EI09UE | STRATEGY MANAGEMENT |
Niveau | Année de formation | Période | Langue d'enseignement |
---|---|---|---|
Master | 1 | S2 | FrEnglish |
Professeur(s) responsable(s) | D.FITZGERALD |
---|---|
Intervenant(s) | David FITZGERALD |
- Ce cours apparaît dans les formations suivantes :
- IÉSEG > IESEG Degree - Programme Grande École > Semester 1 > 2,00 ECTS
Pré requis
Students should possess a basic knowledge of organisational structures and how the stakeholders within these structures interact.
Objectifs du cours
At the end of the course the student should be able to :
To develop an understanding of the systems approach to sustainability and its contribution to the business case for corporate sustainability.
To understand how effective leaders adapt to the emerging challenges facing organisations as the impact of globalisation intensifies.
To understand and apply frameworks that measure and promote value in strategic CSR initiatives.
To understand how to apply CSR assessment matrices for competitive advantage.
Contenu du cours
Systems thinking and sustainability:
- Frameworks for engaging leaders in establishing a strategic approach to CSR and sustainability;
CSR, leadership and emerging challenges:
-Sustainability, leadership and developing economies;
-Frameworks for understanding and resolving intricate social and resource dilemmas;
The Business case:
-A customised approach to social accounting, reporting and monitoring;
-Understanding return on investment for CSR initiatives.
Modalités d'enseignement
Organisation du cours
Type | Nombre d'heures | Remarques | |
---|---|---|---|
Independent work | |||
Reference manual 's readings | 2,00 | ||
Research | 2,00 | ||
Independent study | |||
Group Project | 3,00 | Both the presentation and the group assignment will be related to the same topic. The majority of personal work will be allocated to this task. | |
Individual Project | 4,00 | ||
Estimated personal workload | 5,00 | ||
Face to face | |||
Tutorials | 6,00 | ||
lecture | 10,00 | The course combines lectures with interactive class forums. This structure allows for consistent personal feedback. | |
Charge de travail globale de l'étudiant | 32,00 |
Méthodes pédagogiques
- Case study
- E-learning
- Interactive class
- Presentation
- Project work
- Research
- Seminar
Évaluation
Industry based group assignment: 30%
Exam: 50%
Group presentation: 20%
Type de Contrôle | Durée | Nombre | Pondération |
---|---|---|---|
Continuous assessment | |||
Oral presentation | 2,00 | 1 | 20,00 |
Final Exam | |||
Written exam | 2,00 | 1 | 50,00 |
Others | |||
Group Project | 6,00 | 1 | 30,00 |
TOTAL | 100,00 |
Bibliographie
- Metcalf, L. and Benn, S. (2013). Leadership for Sustainability: An Evolution of Leadership Ability. Journal of Business Ethics. 112: 369–384 -
- Maon F., Lindgreen A. and Swaen, V. (2008), “Thinking of the Organization as a System: The Role of Managerial Perceptions in Developing a Corporate Social Responsibility Strategic Agenda”, Systems Research and Behavioural Science, 25 (3): p.p. 413-426. -
- Martin, R.L (2002) The Virtue Matrix: Calculating the Return on Corporate Responsibility. Harvard Business Review . March 2002: p.p. 5-11 -
- Porter, M.E and Kramer, M. (2006) Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility. Harvard Business Review. December, 2006: p.p. 78-96 -
Ressources internet
- Dow Jones Sustainability Index
- Global Reporting Initiative
- Postive Deviance initiative
- EcoMarketing Group
* Informations non contractuelles et pouvant être soumises à modification