Synthesis of concepts of sustainability and management
Sustainable management takes the concepts from sustainability and synthesizes them with the concepts of management. Sustainability has three branches: the environment, the needs of present and future generations, and the economy. Using these branches, it creates the ability of a system to thrive by maintaining economic viability and also nourishing the needs of the present and future generations by limiting resource depletion.
Sustainable management is needed because it is an important part of the ability to successfully maintain the quality of life on our planet. Sustainable management can be applied to all aspects of our lives. For example, the practices of a business should be sustainable if they wish to stay in businesses, because if the business is unsustainable, then by the definition of sustainability they will cease to be able to be in competition. Communities are in a need of sustainable management, because if the community is to prosper, then the management must be sustainable. Forest and natural resources need to have sustainable management if they are to be able to be continually used by our generation and future generations. Our personal lives also need to be managed sustainably. This can be by making decisions that will help sustain our immediate surroundings and environment, or it can be by managing our emotional and physical well-being. Sustainable management can be applied to many things, as it can be applied as a literal and an abstract concept. Meaning, depending on what they are applied to the meaning of what it is can change.
History
Managers' strategies reflect the mindset of the times. This being the case, it has been a problem for the evolution of sustainable management practices for two reasons. The first reason is that sustainable norms are continually changing. For example, things considered unthinkable a few years ago are now standard practices. And the second reason is that in order to practice sustainable management, one has to be forward thinking, not only in the short term, but also in the long term. Management behavior is a reflection of how accepted conceptions of behavior are defined. This means that forces and beliefs outside of the given program push along the management. The manager can take some credit for the cultural changes in his or her program, but overall the organization’s culture reflects dominant conceptions of the public at that time. This is exemplified through the managerial actions taken during the time periods that lead up to the present day. These examples are given below:
This was a time period in which, even though there were outside concerns about the environment, the industries were able to resist pressures and make their own definitions and regulations.[1] Environmentalists were not viewed as credible sources of information during this time and usually discredited.
The norms of this period radically shifted with the creating of the U.S. Environmental Protection Agency (EPA) in 1970. The EPA became the mediator between the environmentalists and the industry, although the two sides never met.[1] During this period, the environment for the majority of industry and business management teams was only important in terms of compliance with law.[1] In 1974 a conference board survey found that the majority of companies still treated environmental management as a threat.[1] The survey noted a widespread tendency in most of industry to treat pollution control expenditures as non-recoverable investments.[1] According to the consensus environmental protection was considered at best a necessary evil, and at worst a temporary nuisance.[1]
Environmentalism as social responsibility (1982–1988)[1]
By 1982, the EPA had lost its credibility, but at the same time activism became more influential, and there was an increase in the funding and memberships of major non-governmental organizations (NGOs).[1] Industry gradually became more cooperative with government and new managerial structures were implemented to achieve compliances with regulations.[1]
During this period, industry progressed into a proactive stance on environmental protection.[1] With this attitude, the issue became one in which they felt qualified to manage on their own. Although there was advancement in organizational power, the concern for the environment still kept being pushed down the hierarchy of important things to do.[1]
Environmental management as an opportunity (Since 1993)
In 1995 Harvard professor Michael Porter wrote in the Harvard Business Review that environmental protection was not a threat to the corporate enterprise but rather an opportunity, one that could increase competitive advantage in the marketplace.[1] Before 2000, The companies generally regarded green buildings as interesting experiments but unfeasible projects in the real business world.[2] Since then several factors, including the ones listed below, have caused major shifts in thinking.[2] The creation of reliable building rating and performance measurement systems for new construction and renovation has helped change corporate perceptions about green. In 2000, the Washington D.C.–based United States Green Building Council launched its rigorous Leadership in Energy and Environmental Design (LEED) program.[2] Hundreds of US and international studies have proven the financial advantages of going green: lower utility costs, higher employee productivity.[2] Green building materials, mechanical systems, and furnishings have become more widely available, and prices have dropped considerably.[2] As changes are made to the norms of what is acceptable from a management perspective, more and more it becomes apparent that sustainable management is the new norm of the future. Currently, there are many programs, organizations, communities, and businesses that follow sustainable management plans. These new entities are pressing forward with the help of changing social norms and management initiatives.
Management position
A manager is a person that is held responsible for the planning of things that will benefit the situation that they are controlling. To be a manager of sustainability, one needs to be a manager that can control issues and plan solutions that will be sustainable, so that what they put into place will be able to continue for future generations. The job of a sustainable manager is like other management positions, but additionally they have to manage systems so that they are able to support and sustain themselves. Whether it is a person that is a manager of groups, business, family, communities, organizations, agriculture, or the environment, they can all use sustainable management to improve their productivity, environment, and atmosphere, among other things. Some practical skills that are needed to be able to perform the job include:
Recently, there has even been the addition of new programs in colleges and universities in order to be able to offer Bachelor of Science and Master of Science degrees in Sustainable management.
Business
In business, time and time again, environmentalists are seen facing off against industry, and there is usually very little "meeting in the middle" or compromises. When these two sides agree to disagree, the result is a more powerful message, and it becomes one that allows more people to understand and embrace.
Organizations need to face the fact that the boundaries of accountability are moving fast. The trend towards sustainable management means that organizations are beginning to implement a systems wide approach that links in the various parts of the business with the greater environment at large.
As sustainable management institutions adapt, it becomes imperative that they include an image of sustainable responsibility that is projected for the public to see. This is because firms are socially based organizations. But this can be a double edged sword, because sometimes they end up focusing too much on their image rather than actually focusing on implementing what they are trying to project to the public; this is called green washing. It is important that the execution of sustainable management practices is not put aside while the firm tries to appeal to the public with their sustainable management “practices.”
Additionally, companies must make the connection between sustainability as a vision and sustainability as a practice. Managers need to think systematically and realistically about the application of traditional business principles to environmental problems. By melding the two concepts together, new ideas of business principles emerge and can enable some companies-those with the right industry structure, competitive position, and managerial skills- to deliver increased value to shareholders while making improvements in their environmental performance.[4]
Any corporation can become green on a standard budget.[2] By focusing on the big picture, a company can generate more savings and better performance. By using planning, design, and construction based on sustainable values, sustainable management strives to gain LEED points by reducing footprint of the facility by sustainably planning the site with focus on these three core ideas.[2] To complete a successful green building, or business, the management also applies cost benefit analysis in order to allocate funds appropriately.
Business economics
The economic system, like all systems, is subject to the laws of thermodynamics, which define the limit at which the Earth can successfully process energy and wastes.[5] Managers need to understand that their values are critical factors in their decisions. Many of current business values are based on unrealistic economic assumptions; adopting new economic models that take the Earth into account in the decision-making process is at the core of sustainable management.[5] This new management addresses the interrelatedness of the ecosystem and the economic system.[5]
The strategic vision that is based on core values of the firm guides the firm’s decision-making processes at all levels. Thus, the sustainable management requires finding out what business activities fit into the Earth’s carrying capacity, and also defining the optimal levels of those activities.[5] Sustainability values form the basis of the strategic management, process the costs and benefits of the firm’s operations, and are measured against the survival needs of the planets stakeholders.[5] Sustainability is the core value because it supports a strategic vision of firms in the long term by integrating economic profits with the responsibility to protect the whole environment.[5]
Service model
Changing industrial processes so that they actually replenish and magnify the stock of natural capital is another component of sustainable management. One way managers have figured out how to do this is by using a service model of business.[6] This focuses on building relationships with customers, instead of focusing on making and selling products.[6] This type of model represents a fundamental change in the way businesses behave. It allows for managers to be aware of the lifecycle of their products by leaving the responsibility up to the company to take care of the product throughout the life cycle.[6] The service model, because the product is the responsibility of the business, creates an avenue in which the managers can see ways in which they can reduce the use of resources through recycling and product construction.
Communities
For communities to be able to improve, sustainable management needs to be in practice. If a community relies on the resources that are in the surrounding area, then they need to be used in a sustainable manner to insure the indefinite supply of the resources. A community needs to work together to be able to be productive, and when there is a need to get things done, management needs to take the lead. If sustainable management is in practice in a community, then people will want to stay in that community, and other people will realize the success, and they will also want to live in a similar environment, as their own unsustainable towns fail. Part of a sustainable management system in a community is the education, the cooperation, and the responsiveness of the people that live in the community.[7]
There are new ideals to how a community can be sustainable. This can include urban planning, which allow people to move about a city that are more sustainable for the environment. If management plans a community that allows for people to move without cars, it helps make a community sustainable by increasing mass transit or other modes of transportation. People would spend less time in traffic while improving the environment, and on an occasions exercise.[8]
Sustainable management provides plans that can improve multiple parts of people lives, environment, and future generations. If a community sets goals, then people are more likely to reduce energy, water, and waste, but a community cannot set goals unless they have the management in place to set goals.[9]
A part of sustainable management for a community is communicating the ideals and plans for an area to the people that will be carrying out the plan. It is important to note that sustainable management is not sustainable if the person that is managing a situation is not communicating what needs to be improved, how it should be improved, why it is important to them, and how they are involved it in the process.
Personal life
For a person to be responsible for their action is a part of managing, and that is part of being managed sustainable. To be able to manage oneself sustainable there are many factors to consider, because to be able to manage oneself a person needs to be able to see what they are doing unsustainable, and how to become sustainable. By using plastic bags at a check out line is unsustainable because it creates pollutants, but using reusable biodegradable bags can resolve the problem. This is not only environmentally sustainable, but it also improves the physical and mental sustainability of the person that uses the reusable bags. It is physical improvement because people do not have to live with the countless plastic bags on the Earth and the pollution that comes with it. It is also an improvement to mental sustainability, because the person that uses the reusable bags has feeling of accomplishment that comes from doing the right thing. Deciding to buy local food to make the community stronger through community sustainable management, can also be emotionally, environmentally, and physically rewarding.
In Figure 1[9] Mckenzie shows how a person can look at a behavior that they are doing and determine if it is sustainable or not, and what they could replace the bad behavior with. Education of an individual would be the first step to deciding to take a step towards managing their lives sustainable. To manage a person life the benefits needs to be high and the barriers low. Good managing would come up with a competing behavior that has no barriers to it. To come up with a Competing behavior that does not have a barrier to it would involve good problem solving.
New Behavior
Competing Behavior 1
Competing Behavior 2
Perceived Benefits
Perceived Barriers
Figure 2[9] Mckenzie is an example of what a person might try to change in their life to make it more sustainable. Walking instead of taking the taxi helps the environment, but it also loses time spent with family. The bus is in the middle of walking and taking a taxi, but another option that is not on the list is riding a bike. Good sustainable management would include all the options that are possible, and new options that were not available before. These figures are tools that can be used in helping people manage their lives sustainably, but there are other ways to think about their lives to become more sustainable.
New Behavior Walk to Work
Competing Behavior 1 Take a Taxi
Competing Behavior 2 Take the Bus in Winter
Perceived Benefits
Helps the Environment
Time with Family
Cheaper than Taxi
Perceived Barriers
Lose time with family
No alternative/Costly/Bad for the environment
Loses more time with family
Forests
There are very practical needs for sustainable management of forest. Since forests provide many as per as resources to the people, and to the world, management of the forests are critical to keep those resources available. To be able to manage a forest, knowledge of how the natural systems work is needed. If a manager knows how the natural system works, then when manager of the forest makes plans how the resources are to remove from the forest, the manager will know how the resources can be removed without damaging the forest. Since many forests are under management of the government that is in the region, the forest are not truly functioning how the ecosystem was naturally developed, and how it is meant to be. An example is the pine flatwoods in Florida. To be able to maintain that ecosystem frequent burnings of the forest needs to happen. Fires are a natural part of the ecosystem, but since wild fires can spread to communities near the forest, control of the wild fires is requested from the communities. To maintain flatwoods forest control burning or prescribe burning is part of the management to sustain the forest.[10]
Human resources (HR) is the set of people who make up the workforce of an organization, business sector, industry, or economy. A narrower concept is human capital, the knowledge and skills which the individuals command. Similar terms include manpower, labor, labor-power, or personnel.
Ecotourism is a form of nature-oriented tourism intended to contribute to the conservation of the natural environment, generally defined as being minimally impactful, and including providing both contributions to conservation and environmental education. The definition sometimes also includes being financially beneficial to the host community or making conservation financially possible. There are a range of different definitions, and the correct definition of the term was an active subject of debate as of 2009. The term is also used more widely by many organizations offering nature tourism, which do not focus on being beneficial to the environment.
In the field of management, strategic management involves the formulation and implementation of the major goals and initiatives taken by an organization's managers on behalf of stakeholders, based on consideration of resources and an assessment of the internal and external environments in which the organization operates. Strategic management provides overall direction to an enterprise and involves specifying the organization's objectives, developing policies and plans to achieve those objectives, and then allocating resources to implement the plans. Academics and practicing managers have developed numerous models and frameworks to assist in strategic decision-making in the context of complex environments and competitive dynamics. Strategic management is not static in nature; the models can include a feedback loop to monitor execution and to inform the next round of planning.
Corporate social responsibility (CSR) or corporate social impact is a form of international private business self-regulation which aims to contribute to societal goals of a philanthropic, activist, or charitable nature by engaging in, with, or supporting professional service volunteering through pro bono programs, community development, administering monetary grants to non-profit organizations for the public benefit, or to conduct ethically oriented business and investment practices. While once it was possible to describe CSR as an internal organizational policy or a corporate ethic strategy similar to what is now known today as Environmental, Social, Governance (ESG); that time has passed as various companies have pledged to go beyond that or have been mandated or incentivized by governments to have a better impact on the surrounding community. In addition, national and international standards, laws, and business models have been developed to facilitate and incentivize this phenomenon. Various organizations have used their authority to push it beyond individual or industry-wide initiatives. In contrast, it has been considered a form of corporate self-regulation for some time, over the last decade or so it has moved considerably from voluntary decisions at the level of individual organizations to mandatory schemes at regional, national, and international levels. Moreover, scholars and firms are using the term "creating shared value", an extension of corporate social responsibility, to explain ways of doing business in a socially responsible way while making profits.
The Green Belt Movement (GBM) is an indigenous grassroots organization in Kenya that empowers women through the planting of trees. It is one of the most effective and well-known grassroots organisations addressing the problem of global deforestation. Professor Wangari Maathai established the organization in 1977 under the auspices of the National Council of Women of Kenya (NCWK). GBM's successes in forest conservation, education, and women's economic empowerment have gained the organisation worldwide acclaim. It is also noted for its advocacy of human rights, democratisation of access to public lands, and environmental justice issues such as the role of women's traditional ecological knowledge in addressing environmental degradation and desertification.
Adaptive management, also known as adaptive resource management or adaptive environmental assessment and management, is a structured, iterative process of robust decision making in the face of uncertainty, with an aim to reducing uncertainty over time via system monitoring. In this way, decision making simultaneously meets one or more resource management objectives and, either passively or actively, accrues information needed to improve future management. Adaptive management is a tool which should be used not only to change a system, but also to learn about the system. Because adaptive management is based on a learning process, it improves long-run management outcomes. The challenge in using the adaptive management approach lies in finding the correct balance between gaining knowledge to improve management in the future and achieving the best short-term outcome based on current knowledge. This approach has more recently been employed in implementing international development programs.
Environmental resource management or environmental management is the management of the interaction and impact of human societies on the environment. It is not, as the phrase might suggest, the management of the environment itself. Environmental resources management aims to ensure that ecosystem services are protected and maintained for future human generations, and also maintain ecosystem integrity through considering ethical, economic, and scientific (ecological) variables. Environmental resource management tries to identify factors between meeting needs and protecting resources. It is thus linked to environmental protection, resource management, sustainability, integrated landscape management, natural resource management, fisheries management, forest management, wildlife management, environmental management systems, and others.
A sustainable business, or a green business, is an enterprise with a minimal negative impact or potentially a positive effect on the global or local environment, community, society, or economy. This business attempts to meet the triple bottom line. They cluster under different groupings, and the whole is sometimes referred to as "green capitalism." Often, sustainable businesses have progressive environmental and human rights policies. In general, a business is described as green if it matches the following four criteria:
It incorporates principles of sustainability into each of its business decisions.
It supplies environmentally friendly products or services that replace demand for nongreen products and/or services.
It is greener than traditional competition.
It has made an enduring commitment to environmental principles in its business operations.
Competence is the set of demonstrable personal characteristics or KSAOs that enable job performance at a high level with consistency and minimal difficulty. Competency in human resources is an organizational criterion for excellence that encompasses the behaviors, experience, knowledge, skills, and abilities that enable employees to perform their roles effectively and reliably.
The following outline is provided as an overview of and topical guide to business management:
Social forestry is the management and protection of forests and afforestation of barren and deforested lands with the purpose of helping environmental, social and rural development. The term social forestry was first used in 1976 by The National Commission on Agriculture, when the government of India aimed to reduce pressure on forests by planting trees on all unused and fallow lands. It was intended as a democratic approach to forest conservation and usage, maximizing land utilization for multiple purposes.
Natural resource management (NRM) is the management of natural resources such as land, water, soil, plants and animals, with a particular focus on how management affects the quality of life for both present and future generations (stewardship).
The chief sustainability officer, sometimes known by other titles, is the corporate title of an executive position within a corporation that is in charge of the corporation's "environmental" programs. Several companies have created such environmental manager positions in the 21st century to formalize their commitment to the environment. The rise of the investor ESG movement and stakeholder capitalism, has increased the need for corporations to address sustainability and social issues across their value chain, and address growing needs of external stakeholders. Normally these responsibilities rest with the facility manager, who has provided cost effective resource and environmental control as part of the basic services necessary for the company to function. However, as sustainability initiatives have expanded beyond the facility — so has the importance of the position to what is now a C-level executive role. The position of CSO has not been standardized across industries and individual companies which leads it to take on differing roles depending on the organization. The position has also been challenged as symbolic, in that it does not actually have the effect of increasing sustainable practices.
Change management (CM) is a discipline that focuses on managing changes within an organization. Change management involves implementing approaches to prepare and support individuals, teams, and leaders in making organizational change. Change management is useful when organizations are considering major changes such as restructure, redirecting or redefining resources, updating or refining business process and systems, or introducing or updating digital technology.
Sustainability is a social goal for people to co-exist on Earth over a long period of time. Definitions of this term are disputed and have varied with literature, context, and time. Sustainability usually has three dimensions : environmental, economic, and social. Many definitions emphasize the environmental dimension. This can include addressing key environmental problems, including climate change and biodiversity loss. The idea of sustainability can guide decisions at the global, national, organizational, and individual levels. A related concept is that of sustainable development, and the terms are often used to mean the same thing. UNESCO distinguishes the two like this: "Sustainability is often thought of as a long-term goal, while sustainable development refers to the many processes and pathways to achieve it."
Collaborative leadership is a management practice focused on leadership skills whereas traditional leadership is a hierarchical lineage organisation focused on authority remainance and economical growth
Supply-chain sustainability is the management of environmental, social and economic impacts and the encouragement of good governance practices, throughout the lifecycles of goods and services. There is a growing need for integrating sustainable choices into supply-chain management. An increasing concern for sustainability is transforming how companies approach business. Whether motivated by their customers, corporate values or business opportunity, traditional priorities such as quality, efficiency and cost regularly compete for attention with concerns such as working conditions and environmental impact. A sustainable supply chain seizes value chain opportunities and offers significant competitive advantages for early adopters and process innovators.
A sustainability organization is (1) an organized group of people that aims to advance sustainability and/or (2) those actions of organizing something sustainably. Unlike many business organizations, sustainability organizations are not limited to implementing sustainability strategies which provide them with economic and cultural benefits attained through environmental responsibility. For sustainability organizations, sustainability can also be an end in itself without further justifications.
The PRECEDE–PROCEED model is a cost–benefit evaluation framework proposed in 1974 by Lawrence W. Green that can help health program planners, policy makers and other evaluators, analyze situations and design health programs efficiently. It provides a comprehensive structure for assessing health and quality of life needs, and for designing, implementing and evaluating health promotion and other public health programs to meet those needs. One purpose and guiding principle of the PRECEDE–PROCEED model is to direct initial attention to outcomes, rather than inputs. It guides planners through a process that starts with desired outcomes and then works backwards in the causal chain to identify a mix of strategies for achieving those objectives. A fundamental assumption of the model is the active participation of its intended audience — that is, that the participants ("consumers") will take an active part in defining their own problems, establishing their goals and developing their solutions.
Environmental certification is a form of environmental regulation and development where a company can voluntarily choose to comply with predefined processes or objectives set forth by the certification service. Most certification services have a logo which can be applied to products certified under their standards. This is seen as a form of corporate social responsibility allowing companies to address their obligation to minimise the harmful impacts to the environment by voluntarily following a set of externally set and measured objectives.
References
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Hoffman, J. Andrew. From Heresy to Dogma: An Institutional History of Corporate Environmentalism. Stanford, California: Stanford University Press., 2001.
1 2 3 4 5 6 7 Lockwood, Charles. (2007). “Building the Green Way.,” Harvard Business Review on Green Business Strategy (1-20). United States of America: Harvard Business School Publishing Corporation. ISBN978-1422121085
↑ United States Department of Agriculture. Farm Management how to Achieve Your Farm Business Goals. Washington, D.C.: Department of Agriculture., 1989.
↑ Reinhardt, L. Forest. (2007). “Bringing the Environment Down to Earth,” Harvard Business Review on Green Business Strategy (41-64). United States of America: Harvard Business School Publishing Corporation.
1 2 3 4 5 6 Stead, W. Edward, Stead Jean Garder. Management for a Small Planet: Strategic Decision Making and the Environment. London: Sage Publications., 1992.
1 2 3 Lovins, B Amory, Hunter Lovins, Paul Hawken. (2007). “A Road Map for Natural Capitalism.,” Harvard Business Review on Green Business Strategy (65-98). United States of America: Harvard Business School Publishing Corporation.
↑ Hassan, M. Hassan, Charles Hutchinson. Natural Resource and Environmental Information for Decision making. Washington, D.C.: The world Bank., 1992.
↑ Dittmar, Hank. (2002). “Sprawl: The Automobile and Affording the American Dream.” Juliet B. Schor and Betsy Taylor, Sustainable Planet: Solutions for the Twenty-first Century (109 128). Boston, Massachusetts: Beacon Press.
1 2 3 Mckenzie-Mohr, Doug. Fostering Sustainable Behavior: An Introduction to Community-Based Social Marketing. Gabriola Island: NewSociety Publishers, 1999.
↑ Mcginley, Kathlee, Bryan Finegan. Working in the Tropics: conservation Through Sustainable Management. Gainesville, Florida: University of Florida., 2002.
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