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Sustainable management is managing a firm so that it generates profits for its owners, protects the environment, and improves the lives of the people with whom it interacts. The business case for sustainable management is that it can help a company’s long-run profitability and success. This course provides an overview of sustainable management, and discusses the role of government and regulation in sustainable management practices.
Sustainability refers to the use of ecosystems and their resources in a manner that satisfies current needs without compromising the needs or options of future generations.
A sustainable business is one that generates profits for its owners, protects the environment, and improves the lives of the people with whom it interacts.
This program covers several key topics, including:
The reasons for sustainability’s increase in popularity
The connection between the environment and sustainability
The business case for embracing sustainable management within an organization
The role government regulation plays in sustainability efforts
Some criticisms of corporate sustainability
Applying sustainable management principles in the workplace
Applying the triple bottom line (TBL) concept and its three pillars of “People, Planet, and Profits” in organizations
Recognizing and implementing best practices for measuring sustainable management efforts
Upon successful completion of all courses in this certificate program, you can download and print a Certificate of Completion.
Courses included in this certificate program are listed at the bottom of this page.
Corporate social responsibility (CSR) is the concept of organizations taking responsibility for their impact on society and the environment. Businesses which embrace CSR promote the public interest through what they do (for example, encouraging community growth and development) and what they refrain from doing (for example, eliminating or avoiding practices that harm stakeholders, regardless of whether such practices are legal). CSR is the inclusion of the public interest into corporate decision-making.
One well-known business saying is that you can’t manage what you can’t measure. With the growing importance of sustainable management, business leaders must find the appropriate tools and techniques for measuring their organization’s sustainability performance. This course reviews the measurement of sustainable management practices and performance.
Leaders are increasingly being held responsible and accountable for the manner in which they lead—and if they are adhering to ethical behavior when they make decisions. Organizations have learned that the costs of unethical actions can be high, both legally, and from the perspective of brand image and reputation. At the same time, research is showing that good business ethics translates to good business results. Leading in an ethical manner can provide a clear advantage in building a thriving enterprise.
Throughout this simulation, you will play the role of the new chief executive officer of Coastal Industries, a fictional manufacturer of industrial transformers. During the simulation, you will be asked to make a series of decisions as Coastal Industries adopts sustainable management practices. These decisions will involve the company’s operations, its standing in the community, and its relations with local government and state and federal regulators. Each of your decisions will affect Coastal Industries in different ways.
You will be asked to make a series of decisions during the simulation, and each decision will impact the project in different ways. As you make these decisions, an adaptive scoreboard will reflect the impact of your choices on project success.
In order to pursue the goal of sustainability, corporate and government leaders must manage companies and economies in terms of balancing and optimizing the triple bottom line of social, environmental, and economic impacts. The Triple Bottom Line concept, also known as the “3Ps” (“People, Planet, and Profit”), is both a metaphor for thinking about sustainability as well as the basis for a practical framework for accounting and reporting on organizations’ activities and impacts. The TBL concept borrows the well-known and widely accepted idea of financial accounting and its “bottom line” and expands it.
| Annual Operating Budget | Dues |
|---|---|
|
Under $200,000 |
$110 |
|
$200,000 – 500,000 |
$210 |
|
$500,001 – 1,000,000 |
$310 |
|
$1,000,001 – 4,000,000 |
$410 |
|
$4,000,001 + |
$510 |