Papers by Charles Bodwell
Total Responsibility Management, 2017
Total Responsibility Management, 2017
Total Responsibility Management, 2017
Total Responsibility Management, 2017
Total Responsibility Management: The Manual
Total Responsibility Management: The Manual
Total Responsibility Management: The Manual
Total Responsibility Management: The Manual
Total Responsibility Management: The Manual
Total Responsibility Management: The Manual
Total Responsibility Management: The Manual
Academy of Management Executive, 2002
Journal of Corporate Citizenship, 2002
ABSTRACT Managers of the past faced growing quality demands from customers, together with increas... more ABSTRACT Managers of the past faced growing quality demands from customers, together with increased capacity of often overseas competitors to meet these demands. Today, however, managers face a growing array of demandsin new areas such as labour practices and supplier relationsfrom a range of stakeholders stretching beyond customers and shareholders. Faced with a more complex set of objectives based on these stakeholder demands, leading firms are adopting systems and practices analogous to those on which the quality management movement has been based, now applied to the broader issues of responsibility rather than just quality. To cope with this complexity a set of interdependent managerial practices that parallel total quality management (TQM), which we refer to in their whole as total responsibility management (TRM), is emerging. We can identify three main elements that make up the emerging TRM approach: (1) inspiration, or the vision-setting and leadership systems; (2) integration of responsibility management into strategies, as well as employee and other operating practices; and (3) innovation and improvement, including assessment and measures (or indicators), and learning systems. In addition, TRM approaches tend to be based on widely agreed foundational values. Based on ongoing research into practices in global supply chains, we outline a generic TRM approach that is beginning to emerge in some companies to integrate external demands and pressures for responsible practice.
California Management Review, 2004
Journal of Corporate Citizenship, 2002
Managers of the past faced growing quality demands from customers, together with
increased capac... more Managers of the past faced growing quality demands from customers, together with
increased capacity of often overseas competitors to meet these demands. Today,
however, managers face a growing array of demands—in new areas such as labour
practices and supplier relations—from a range of stakeholders stretching beyond
customers and shareholders. Faced with a more complex set of objectives based on
these stakeholder demands, leading firms are adopting systems and practices
analogous to those on which the quality management movement has been based,
now applied to the broader issues of responsibility rather than just quality. To cope
with this complexity a set of interdependent managerial practices that parallel total
quality management (TQM), which we refer to in their whole as total responsibility
management (TRM), is emerging. We can identify three main elements that make up
the emerging TRM approach: (1) inspiration, or the vision-setting and leadership
systems; (2) integration of responsibility management into strategies, as well as
employee and other operating practices; and (3) innovation and improvement,
including assessment and measures (or indicators), and learning systems. In addition, TRM approaches tend to be based on widely agreed foundational values. Based
on ongoing research into practices in global supply chains, we outline a generic TRM
approach that is beginning to emerge in some companies to integrate external
demands and pressures for responsible practice.
The electronics and electrical (E&E) industry, strongly supported by international trade and inve... more The electronics and electrical (E&E) industry, strongly supported by international trade and investment, has been an important export revenue and employment contributor to the Thai economy over the last three decades. However, as the country develops and more cost-competitive regional neighbours emerge, the Thai E&E industry faces upgrading challenges related to skilled labour gaps. This paper serves as an entry point to explore decent work challenges in Thailand’s E&E Industry. It is based on a desk review of employment-related challenges found at both industry and national level, complemented by good practice examples.
Total Responsibility Management
Proceedings of the International Association for Business and Society
Uploads
Papers by Charles Bodwell
increased capacity of often overseas competitors to meet these demands. Today,
however, managers face a growing array of demands—in new areas such as labour
practices and supplier relations—from a range of stakeholders stretching beyond
customers and shareholders. Faced with a more complex set of objectives based on
these stakeholder demands, leading firms are adopting systems and practices
analogous to those on which the quality management movement has been based,
now applied to the broader issues of responsibility rather than just quality. To cope
with this complexity a set of interdependent managerial practices that parallel total
quality management (TQM), which we refer to in their whole as total responsibility
management (TRM), is emerging. We can identify three main elements that make up
the emerging TRM approach: (1) inspiration, or the vision-setting and leadership
systems; (2) integration of responsibility management into strategies, as well as
employee and other operating practices; and (3) innovation and improvement,
including assessment and measures (or indicators), and learning systems. In addition, TRM approaches tend to be based on widely agreed foundational values. Based
on ongoing research into practices in global supply chains, we outline a generic TRM
approach that is beginning to emerge in some companies to integrate external
demands and pressures for responsible practice.
increased capacity of often overseas competitors to meet these demands. Today,
however, managers face a growing array of demands—in new areas such as labour
practices and supplier relations—from a range of stakeholders stretching beyond
customers and shareholders. Faced with a more complex set of objectives based on
these stakeholder demands, leading firms are adopting systems and practices
analogous to those on which the quality management movement has been based,
now applied to the broader issues of responsibility rather than just quality. To cope
with this complexity a set of interdependent managerial practices that parallel total
quality management (TQM), which we refer to in their whole as total responsibility
management (TRM), is emerging. We can identify three main elements that make up
the emerging TRM approach: (1) inspiration, or the vision-setting and leadership
systems; (2) integration of responsibility management into strategies, as well as
employee and other operating practices; and (3) innovation and improvement,
including assessment and measures (or indicators), and learning systems. In addition, TRM approaches tend to be based on widely agreed foundational values. Based
on ongoing research into practices in global supply chains, we outline a generic TRM
approach that is beginning to emerge in some companies to integrate external
demands and pressures for responsible practice.