Running head MULTIPLE- STAKEHOLDER PROCESS To Shelf part.docx

Running head: MULTIPLE- STAKEHOLDER PROCESS
To Shelf part IV
Clean shelf and the tie’s companies are two companies that have
got impacted by the
campaigns of public advocacy groups. The Democratic
leadership is also referred to as
participative leadership since it relies on the participation of
workers. The aim of the democratic
leader is fostering worker investment in a company by investing
employees in their work in the
organization. This type of leadership is important since it
encourages workers to set goals that
are workable and notices what they have achieved. They
develop plans for their workers to assist
them assess how they perform and push the workers to grow in
their work while giving them
support in their advancements and promotions. This type of
leadership is good for a leader who
wants to keep workers informed on the matter that can affect
them and the leaders who need

their workers to take part in making decision and problem-
solving (David, 2009).
Benefits of multi-stakeholder
The partnership does not just bring key stakeholders together so
as to discuss issues of policy,
creates consensus and implements, but is assist in improving
equality between players and
promotes participation and transparency (Marc & Adriana,
2014). Some of the benefits are:
- this
approach promotes participation of
every interested individual in the process in an equalized
manner.
ills: bringing
stakeholders who have diverse
perspectives together encourages the participants to view issues
in new ways and help the
development of strategies that are new and innovative for a
change.
MULTIPLE- STAKEHOLDER PROCESS
2

simple existence promotes
participation of community and society companies in the policy
debate. Also, it assists in
raising awareness of the main major actors.
Challenges
Inclusion: one of the main challenges of successful partnership
is finding the right actors
and brings them to the table. As partnership experience has
grown, a main lesson that has come
up is the importance of involving various stakeholders’ views.
However, the identification of
important stakeholders and an important level of inclusion
should derive directly from the
particular purpose and objective of the partnership.
Differentiating various types of partnership: Multi- stakeholder
partnerships range
hugely in terms of functions, complexity, and scope, level of
engagement, diversity, and size of
patterns. Various types of partnership get motivated by various
factors, have different
governance requirements and face different operational
problems. As a result, it is hard to note
and share generic lessons and good practices that apply across

the board. The objective should
not be to look for a thorough typology of partnership
experiences, but the objective should be to
identify huge, the ideal types that captures sufficient
commonality so as to assist the meaningful
sharing of best practices and the enhancement of operational
guidelines customized to particular
partnership types (Marc, & Adriana, 2014).
Defining a strategic framework for Multi- stakeholder
partnerships: there is a need for a high
level of innovation, flexibility, and spontaneity. Also, there is a
need for a vivid strategic
framework in regard to Multi- stakeholder partnerships.
Clear definition of roles and function: making sure the purpose
and expected results of the
partnership together with specific roles and responsibilities of
every partner is a challenge. It
3
may seem easy to many, but it is one of those challenges known
to be easily said than done;

several partnership fail to specify roles, goals, and expectations.
Power sharing: closely connected to problems of inclusion and
the meaning of partner
responsibilities and roles is the challenge of making sure
effective participation and appropriate
sharing of power within multi-stakeholder partnerships.
Process
According to Minu (2012)An efficient model, specifically one
that is aimed at improving
the environment or eco-efficient, endeavors to decrease the
amount of supply inputs and steps of
processing, reducing waste and harmful product use while
increasing the product from the
process. Due to this focus, there is a reduction in cost and
general productivity, and there is
improvement in profit and margin. One of the most important
tools that support the framework
of the stakeholder ship is the value-stream map.
Value stream mapping: this is a kind of process mapping in
which designers map out a
specific process then decide if every step is adding any value to
the product against producing
waste. It can function with several goals for the process that is

sustainable and improvement of a
product depending on the strategy of the company. The aim of
the map is to lay out stages of an
existing and a process that is proposed, collect the important
measures at every step of the
process and get rid off or reduce stages that are not adding
value from stakeholders or customers
perspective that is natural resources, health or time of workers
and waste of materials (Minu,
2012).
The main stages of mapping to note are,
proposal, customer, or the
same concept that passes various steps.
4
lines of separation between
client, order, and any other important information flows.
uation is important to the improvement of
the process.

It is vital that the creators of the map maintain it simple and
make a consideration as to
whether particular details add any insight and if it is important
to map every condition that is an
exception. The process of mapping begins with the larger scale
and cuts down a big process into
the sub process like manufacturing the shoes soles to laces and
application of polish. Next, a
major resource get chosen as the center area of energy, water,
toxic waste, percent local content,
and labor content, and every step get evaluated for the amount
of resource used at that particular
step. For every stage, the vital resources going into the stage
with its following waste outputs get
listed. Lastly, every step gets classified for the level of value
added opposed to non-value added
activity (Jeroen, 2012).
Value stream mapping can include different types of actions
depending on the strategy and
mission of the organization. For instance, low cost and
companies that are environmentally like
clean shelf could have labor and use of material measures at
every stage; reducing material

waste also decreases solid waste going to the landfills to
support the environment and reduce the
costs of disposal. The map is a device keenly to evaluate ways
to decrease non-value added
activities. Waste can come from various sources allowing
thinkers who are innovative to come
up with specific solutions like reinventing the product or
putting into consideration various
segments of markets for a revised eco-product. All components
turn to a fair game for a change
that includes job design, steps of processing used, product
design raw materials, information
systems and technology, equipments and suppliers (Minu,
2012). Anything but clients may get
5
changed unless if they do not add value and a different client
segment may match the goods
better or pay for the moral and products that are
environmentally enhanced.
Three steps key to achieving a positive working relationship
Connect an imperfect metric to a better process: a perfect metric

can get caustic it get
applied to individuals who have less communication or trust in
one another. The way metric is
used in tracking progress and drive change will be as significant
as the manner in which it is
defined. Trust proves as vital as the technical requirements of
evaluation (Shari & Paul, 1996). In
the process of evaluation, it is very vital that the board
chairperson and the senior executives
trust one another.
Let the experience drive enhancement of the metric: it would
be simpler to debate for a
long period over the subtleties of evaluation. What information
to get collected? The manner of
collecting data and the manner it will be displayed. It is good to
begin using empirical results
with a developmental attitude than insisting on a design that is
complete before one collects their
first sample.
Attend to the developing relationships as well as to the
technical manner of measurement:
over time, it is likely metric will improve. But it is also vital
that the relationship between the

ones evaluating and the ones getting evaluated improve. The
reason for collecting information
and reviewing it is provoking and informing explorations of the
manner to move operations of
the company. If the relationship of those involved does not
support change and innovation then,
even the particular metric will be of little important. The
process of metric usage requires
engendering rapport and trusting (Shari & Paul, 1996).
6
References
David, R. I. (2009). E-Democracy a group decision and
negotiation practice. Berlin Springer
Netherland
Jeroen, W. (2012). Multi-Stakeholder Platforms for Integrated
Water Management. Ashgate

Publishing
Minu, H. (2012). Multi-stakeholder Processes for Governance
and Sustainability: Beyond
Deadlock and Conflict. Taylor & Francis
Marc, J.E. & Adriana, R. B. (2014). Making sustainability work
: best practices in managing and
measuring corporate social, environmental, and economic
impacts. San Francisco :
Berrett-Koehler Publishers
Shari, L. & Paul, W. (1996). Applying software metrics. Los
Alamitos, Calif. : IEEE Computer
Society Press.
Running head: BUSINESS SUSTAINABILITY
Business Sustainability
Name
Institution

Date
BUSINESS SUSTAINABILITY 2
Business Sustainability
This is the management of the environmental, social and
financial demand so
as to attain the ethical, responsible and on-going success of the
company or
organization. Sustainability is generally where the company
satisfies the demands of
the customers, workers and the environment so as to attain the
success of the
organization.

Sustainability is geared by three main themes. These are
ecology, society and
economy. Any company is supposed to satisfy the ecological
needs of the
environment so as to maintain the success. This is because
customers are not
attracted by an organization which is not concerned with the
conservation of the
environment (Carroll & Buchholtz, 2014).
Society sustainability is where the company tries to satisfy the
demands of the
consumers by giving the quality products. This is because
consumers are attracted
to organizations which are producing quality products so as to
satisfy their needs.
Economical sustainability is whereby the company comes up
with strategies which
will help them to catch up with the growing economy of the
country, and also observe
the prices of their products so that they may not be higher than
the economical level
of the country. When prices are high the consumers tend to go
to the competitors of
the organization who sell their products at a cheaper price.

Businesses define sustainability as the ability and process of
satisfying the
needs of the consumers so as to attract more customers than
their competitors.
They focus on ecology, society and economical sustainability
(Carroll & Buchholtz,
2014). Companies tend to come up with campaigns for
conservation of the
environment and production of environmental friendly products
so as to attract
customers. For example, since 1990 Top Shelf Company was
dominating the shoe
industry in the world. But by the year 2001, another company
came up and started
producing shoes which would not pollute the environment. It
was even found out that
Top Shelf used methods which were not environmental friendly.
This reason led to
the new company competing with Top Shelf in the market and
the sales of Top Shelf

started reducing. The other definition of sustainability by
businesses is that they
satisfy the needs of their workers (society) hence increasing
their production. For
example, it was noticed that Top Shelf paid their workers poorly
hence leading to a
reduction in the number of sales. This is because customers are
attracted to the
organizations which are observing the rights of the workers and
consumers. Top
Shelf used to pay their workers poorly so as to reduce the cost
of production but this
led to a decrease in the number of sales when a competitor
company came up.
Very many businesses are coming up with strategies which are
helping them
to sustain the customers and at long last maintaining the success
of their
organization. One of the strategies being employed is
conservation of the
environment and producing products which are environmental
friendly
(Labuschagne, Brent & Van Erck, 2005). For example, the
competitor of Top Shelf

started producing products which are environmental friendly,
and started a campaign
against pollution of the environment. This strategy was to show
customers that their
company cared about their ecology and health hence attracting
customers.
The other strategy is that businesses increase the wages of their
workers and
observe their rights (Labuschagne, Brent & Van Erck, 2005).
This is because
customers are attracted to the organizations which observe the
rights of the people
they are associated with. Top Shelf did not pay their workers
well, and when they
decided to start a recycle plant for their old shoes they failed to
observe the health
safety of the workers at the kilns. This led to a further decrease
in the number of
customers.
Sustainability is being used to attract the number of customers,
and also

improve the relation between the customers and the company.
The workers also
tend to relate better with the executives of the organization than
before. This is
because, when the company satisfies the needs of the workers
then the tension
between the two parties diminishes hence improving their
relations. When a
company also sustains the needs of the customers and relates
with them in the
conservation of the environment then the customers get closer
in terms of
relationship with the company hence improving the public
relations of the company
(Colbert & Kurucz, 2007).
Tie’s company might experience some reactions from different
people. These
people can be categorised as critics and supporters. The
supporters of Top Shelf
can advise Tie on some of the steps the company can do to win
back the trust of the
customers. Therefore, the supporters of the company can try to
do their best so as to

revive the company. Critics on the other hand can tarnish the
name of Top Shelf and
hence result to loss of customers from Top Shelf. This is mostly
because the critics
of the company will have the intentions of making customers
move from Top Shelf to
the competitor company which had been introduced in the
market.
Tie’s firm should first study the themes of sustainability and try
to satisfy the
needs of all the people connected to the organization. This is by
satisfying the
ecology, society and the economy. This is proven by when Top
Shelf started to
recycle their products. This increased the number of sales by
7%. This shows that
for Top Shelf to compete in the market then they will be
required to sustain the
demands of the consumers and workers.

References
Colbert, B. A., & Kurucz, E. C. (2007). Three conceptions of
triple bottom line
business sustainability and the role for HRM. Human Resource
Planning,
30(1), 21.
Labuschagne, C., Brent, A. C., & Van Erck, R. P. (2005).
Assessing the sustainability
performances of industries. Journal of cleaner production,
13(4), 373-385.
Carroll, A., & Buchholtz, A. (2014). Business and society:
Ethics, sustainability, and
stakeholder management. Cengage Learning.

Running Head: FOUNDATION OF SUSTAINABLE BUSINESS
–Course Project Part II
Foundation of Sustainable Business
Top Shelf Shoes - Course Project Part II
Name
University

FOUNDATION OF SUSTAINABLE BUSINESS –Course
Project Part II 2
The impact of human activity on the environment has been a
growing concern in today’s
world. As our industries cannot function independently of the
environment we live in, the
decisions we make with regard to environmental management is
what will determine the future
impact of our planet. Products can have negative impact on the
environment due to high levels of
pollution, or over consumption of energy in the course of
manufacturing process. However,
much focus has been on controlling the pollution at the end of
the supply chain by methods such
as recycling. However, to achieve sustainability of a product,
many factors need consideration
over the entire life cycle of the product. Such life cycles include
raw materials extraction and
processing, manufacturing, transportation, and distribution.
With increased environmental

awareness, more companies are adopting responsibility of
reducing the impact of their products
on the environment during the products life cycle. In the market
place, environmental values in
business have a major impact with businesses fulfilling the
criteria for environmental
performance having a competitive edge. To achieve the greater
goals of sustainability,
companies needs to invest more on sustainability. Such
sustainable concepts and practices
include eco-efficiency and product stewardship. Due to the wide
coverage of the industry, this
paper will discuss product sustainability for Top Shelf Shoes.
As a shoe manufacture, Top Shelf Shoes have invested in Green
shoe and shoe recycle
program as the main practice in achieving the broader goals of
sustainability. However, these
efforts play a minor role in achieving product sustainability due
to various reasons. First, during
making of the soles for the shoes, the kiln may be producing a
lot of smoke polluting the air.
This smoke affects the workers as well as the surrounding
population (Fiksel, 1996). Thus,
despite the green shoe and recycling, there is still a lot of

pollution reducing the product
Project Part II 3
sustainability. Furthermore, in the production line for the Green
Shoe and other brands, the
material the company is using has more plastic. Therefore, the
shoes are less likely to
decompose. Even though the company has shoe recycling
strategy for sustainability, the process
of acquiring the shoes for recycling is very inefficient.
Therefore, most of this waste has
remained in eh environment leading to an overall decrease in
the Top Shelf Shoe products
(Fiksel, 1996). Lastly, during the production process of the
shoes, a lot of residual waste from the
various parts of the shoes remains. Such waste is not recycled
and ends up being disposed to the
environment. Therefore, despite recycling efforts and Green
shoe initiative, it has not been
possible to achieve the ultimate goal of sustainability. For the
company to achieve sustainability
goals there is need that the company to address pollutant factors

inherent in the production line.
To achieve product sustainability, the company may product
stewardship concept.
Product stewardship is a concept of extended product
responsibility (EPR). EPR addresses the
impact of the products over their full life cycle. Stewardship
involves promoting the safe use of
products through information providence and offering technical
assistance (Fiksel, 1996).
Business practices such as giving full details to the customers
on the products such as incidences
likely to occur due to use of the product, having customer
emergency response in place, and
showing the customer how to dispose the product if it becomes
a waste (Fiksel, 1996). By giving
such full details about the product to the customers helps
cultivate a culture of trust to the
company. This leads to the company obtaining loyal customers
thereby enabling the business
achieve it major goal of market dominance. Moreover, having
emergency services ready in case
of any accidents will woe more customers to the company line
of products. This may help
increase the company’s market share.

Project Part II 4
The second approach in achieving product sustainability is by
applying Eco-Efficiency.
Eco-efficiency combines ecological and economical goals
(DESimone, 1997). Its objective is to
maximize value while minimizing the resources used in making
a product thereby reducing the
environmental impact. Such practices may be achieved through
reduction of material intensity
used to make goods. Secondly, reduce toxic dispersion for
instance the removal of lead in Petrol
to minimize pollution. Lastly, most companies are aiming at
extending the durability of their
products to reduce waste (DESimone, 1997). For Top Shelf
Shoes, they can adopt the concept of
3D printing. This technology builds the material from its
components thereby reducing residual
waste. Therefore, the company will manage to achieve its
sustainability goals. Moreover, during
leather tanning for the green shoe, the company can research on
natural enzymes that can replace

the heavy chemicals used in the tanning process. By using eco-
efficiency, the business may be
able to achieve its ultimate goal of reducing the cost of
production. This will inurn lower the
prices for the company’s shoes thereby regaining its market
dominance. For example, Proctor
and Gamble achieved a detergent powder that required half the
volume of traditional detergents
in year 1998 (DESimone, 1997). The detergent used thirty
percent fewer lower materials and
thirty percent less packaging. Due to their efforts to go beyond
environmental regulations to
achieve sustainability, the company did reap big.
Environmental issues have become an area of competition for
many businesses. A few
companies have gone beyond the scope of environmental
regulation in safeguarding the
environment while other are playing a spectate role. With
growing pressure from
environmentally aware consumers, environmental trends such as
product stewardship and eco-
efficiency are becoming an inherent part of business operations.
Therefore, businesses that wish

to remain competitive have the role of adopting such trends.
Project Part II 5
References
DESimone, Livio, D. Frank, P (1997).Eco-Efficiency: The Link
to Sustainable Development.
Massachusetts: MIT Press
Fiksel, Joseph (1996). Design For Environment: Creating Eco-
Efficient Products and Processes.
New York: McGraw Hill
MCAlonee, T. C. (2000). Industrial Application of
Environmental Conscious Design. London:
Engineering Publishing Limited
Running head: MULTIPLE- STAKEHOLDER PROCESS

Multiple-Stakeholder Process
Guilma Moore
Argosy University
Laura Pogue
March 9, 2015
2
Clean shelf and the tie’s companies are two companies that have
got impacted by the
campaigns of public advocacy groups. The Democratic
leadership is also referred to as
participative leadership since it relies on the participation of

workers. The aim of the democratic
leader is fostering worker investment in a company by investing
employees in their work in the
organization. This type of leadership is important since it
encourages workers to set goals that
are workable and notices what they have achieved. They
develop plans for their workers to assist
them assess how they perform and push the workers to grow in
their work while giving them
support in their advancements and promotions. This type of
leadership is good for a leader who
wants to keep workers informed on the matter that can affect
them and the leaders who need
their workers to take part in making decision and problem-
solving (David, 2009).
Benefits of multi-stakeholder
The partnership does not just bring key stakeholders together so
as to discuss issues of policy,
creates consensus and implements, but is assist in improving
equality between players and
promotes participation and transparency (Marc & Adriana,
2014). Some of the benefits are:
in policy and implementation- this
approach promotes participation of

every interested individual in the process in an equalized
manner.
stakeholders who have diverse
perspectives together encourages the participants to view issues
in new ways and help the
development of strategies that are new and innovative for a
change.
simple existence promotes
participation of community and society companies in the policy
debate. Also, it assists in
raising awareness of the main major actors.
Challenges
3
Inclusion: one of the main challenges of successful partnership
is finding the right actors
and brings them to the table. As partnership experience has
grown, a main lesson that has come
up is the importance of involving various stakeholders’ views.

However, the identification of
important stakeholders and an important level of inclusion
should derive directly from the
particular purpose and objective of the partnership.
Differentiating various types of partnership: Multi- stakeholder
partnerships range
hugely in terms of functions, complexity, and scope, level of
engagement, diversity, and size of
patterns. Various types of partnership get motivated by various
factors, have different
governance requirements and face different operational
problems. As a result, it is hard to note
and share generic lessons and good practices that apply across
the board. The objective should
not be to look for a thorough typology of partnership
experiences, but the objective should be to
identify huge, the ideal types that captures sufficient
commonality so as to assist the meaningful
sharing of best practices and the enhancement of operational
guidelines customized to particular
partnership types (Marc, & Adriana, 2014).
Defining a strategic framework for Multi- stakeholder
partnerships: there is a need for a high

level of innovation, flexibility, and spontaneity. Also, there is a
need for a vivid strategic
framework in regard to Multi- stakeholder partnerships.
Clear definition of roles and function: making sure the purpose
and expected results of the
partnership together with specific roles and responsibilities of
every partner is a challenge. It
may seem easy to many, but it is one of those challenges known
to be easily said than done;
several partnership fail to specify roles, goals, and expectations.
4
Power sharing: closely connected to problems of inclusion and
the meaning of partner
responsibilities and roles is the challenge of making sure
effective participation and appropriate
sharing of power within multi-stakeholder partnerships.
Process
According to Minu (2012)An efficient model, specifically one
that is aimed at improving
the environment or eco-efficient, endeavors to decrease the

amount of supply inputs and steps of
processing, reducing waste and harmful product use while
increasing the product from the
process. Due to this focus, there is a reduction in cost and
general productivity, and there is
improvement in profit and margin. One of the most important
tools that support the framework
of the stakeholder ship is the value-stream map.
Value stream mapping: this is a kind of process mapping in
which designers map out a
specific process then decide if every step is adding any value to
the product against producing
waste. It can function with several goals for the process that is
sustainable and improvement of a
product depending on the strategy of the company. The aim of
the map is to lay out stages of an
existing and a process that is proposed, collect the important
measures at every step of the
process and get rid off or reduce stages that are not adding
value from stakeholders or customers
perspective that is natural resources, health or time of workers
and waste of materials (Minu,
2012).

The main stages of mapping to note are,
ter point such as policy, item,
proposal, customer, or the
same concept that passes various steps.
lines of separation between
client, order, and any other important information flows.
5
the process.
It is vital that the creators of the map maintain it simple and
make a consideration as to
whether particular details add any insight and if it is important
to map every condition that is an
exception. The process of mapping begins with the larger scale
and cuts down a big process into
the sub process like manufacturing the shoes soles to laces and
application of polish. Next, a
major resource get chosen as the center area of energy, water,
toxic waste, percent local content,

and labor content, and every step get evaluated for the amount
of resource used at that particular
step. For every stage, the vital resources going into the stage
with its following waste outputs get
listed. Lastly, every step gets classified for the level of value
added opposed to non-value added
activity (Jeroen, 2012).
Value stream mapping can include different types of actions
depending on the strategy and
mission of the organization. For instance, low cost and
companies that are environmentally like
clean shelf could have labor and use of material measures at
every stage; reducing material
waste also decreases solid waste going to the landfills to
support the environment and reduce the
costs of disposal. The map is a device keenly to evaluate ways
to decrease non-value added
activities. Waste can come from various sources allowing
thinkers who are innovative to come
up with specific solutions like reinventing the product or
putting into consideration various
segments of markets for a revised eco-product. All components
turn to a fair game for a change
that includes job design, steps of processing used, product

design raw materials, information
systems and technology, equipments and suppliers (Minu,
2012). Anything but clients may get
changed unless if they do not add value and a different client
segment may match the goods
better or pay for the moral and products that are
environmentally enhanced.
Three steps key to achieving a positive working relationship
6
Connect an imperfect metric to a better process: a perfect metric
can get caustic it get
applied to individuals who have less communication or trust in
one another. The way metric is
used in tracking progress and drive change will be as significant
as the manner in which it is
defined. Trust proves as vital as the technical requirements of
evaluation (Shari & Paul, 1996). In
the process of evaluation, it is very vital that the board
chairperson and the senior executives
trust one another.

Let the experience drive enhancement of the metric: it would
be simpler to debate for a
long period over the subtleties of evaluation. What information
to get collected? The manner of
collecting data and the manner it will be displayed. It is good to
begin using empirical results
with a developmental attitude than insisting on a design that is
complete before one collects their
first sample.
Attend to the developing relationships as well as to the
technical manner of measurement:
over time, it is likely metric will improve. But it is also vital
that the relationship between the
ones evaluating and the ones getting evaluated improve. The
reason for collecting information
and reviewing it is provoking and informing explorations of the
manner to move operations of
the company. If the relationship of those involved does not
support change and innovation then,
even the particular metric will be of little important. The
process of metric usage requires
engendering rapport and trusting (Shari & Paul, 1996).

7
References
David, R. I. (2009). E-Democracy a group decision and
negotiation practice. Berlin Springer
Netherland
Jeroen, W. (2012). Multi-Stakeholder Platforms for Integrated
Water Management. Ashgate
Publishing
Minu, H. (2012). Multi-stakeholder Processes for Governance
and Sustainability: Beyond
Deadlock and Conflict. Taylor & Francis
Marc, J.E. & Adriana, R. B. (2014). Making sustainability work
: best practices in managing and
measuring corporate social, environmental, and economic
impacts. San Francisco :
Berrett-Koehler Publishers
Shari, L. & Paul, W. (1996). Applying software metrics. Los

Alamitos, Calif. : IEEE Computer
Society Press.

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