In “The Strategy of Sustainable Waste Management: Landfill Management, Recycling, Reduction, and Pollution Prevention,” the enduring problem of solid waste management is presented. As such, this case study deals with a real-life scenario when a recent graduate in the area of journalism and professional writing attempts to branch out and complement her professional interests. With a fresh MPA in hand, Suzanne Rodgers lands a paid internship with a mid-sized city and takes on the responsibility of researching, planning, and implementing a policy and set of recommendations, for the Public Works Department. She interviews the key political and economic actors in Winterville, provides a comprehensive description of the city, researches and analyses the incentives and barriers to change and then sets out to develop a plan for a comprehensive residential recycling effort that contains two options: solid waste management and balancing a landfill fund. This plan and implementation strategy is addressed in a research portfolio. In the final analysis she is faced with the real world issues of public interests and pressures and at a town hall meeting receives the responses from the citizens of Winterville. In this fast moving three-part case study, Suzanne Rodgers faces the real world of citizen input, conflict, and the role of special interests and pressure groups in making and implementing urban policy. The case concludes with measurements that were used in Iowa’s Pollution Prevention Intern Program and a summary of the tonnage of waste and pollution reduction and diversion associated with the program from 2001-2014. Cost savings associated with the intern program over the same period are identified and 2014 yearly savings is presented.

Braxston Public Engineering and Consulting Group (BPECG) is a nationally known and respected company that is magnate for students who wish to receive a valued internship experience. Under the able direction of Amy Greene, the work experiences were coordinated during the summer and interns were well paid for their contributions. The case study chronicles the trials and tribulations faced by a competent, highly energized engineering intern who faces the malaise of an organization that is unprepared to provide a valid learning experience. As the case unfolds, Greene has an Eureka experience and learns from a colleague how interns can and do make vital contributions (ROI’s) to their assigned organizations. Upon reviewing the contributions that interns made in three organizations, she redesigns Braxston’s Internship program, reviews the State University Intern to Work Program that addresses, among many other factors, the internship purpose, supervision, learning objectives, and intern and employer obligations. The case includes an Intern Evaluation form and a Memorandum of Understanding (MOU) between the university and the company. Last, the Questions and Instructions provide for focused discussion and analysis and the references enable learners to research the top internship programs in the United States.

INTRODUCTIONSince the early 1980s the field of purchasing and supply management has undergone dramatic change presenting professionals with an array of new, continually evolving challenges to effective supply chain management. Identified and analyzed in recent studies (WEF 2013; PwC 2013a; Carter, et al., 2012; McKinsey, 2010), current challenges expected to continue into the future for supply chains include, among others, rising competitive pressures, consumer expectations about customer services and product quality, complex patterns and volatility of customer demand, the increasing role of global markets for labor and talent including rising wages, constant changes in regulatory requirements, the need for increased automation and improved transparency, a focus on sustainability and social responsibility, a growing need for continuing education and skills training for employees in response to the rapidly changing nature of the functions involved in effective supply chain management, inadequate crossfunctional collaboration regarding supply chain-related issues, and limited involvement of CEOs in supply chain planning.Differing approaches employed by organizations to bring about change in response to these and other challenges are all rooted in a set of values, some of which are more likely to lead to ethical outcomes than (Burnes and By, 2012, p. 239; Giacalone, Jurkiewicz and Deckop, 2008). Whereas some approaches for dealing with change are built on a base composed of ethical principles, others give little, if any, direct recognition to ethics, relying instead heavily on power and politics to bring about change (Burnes and By, 2012). The past several decades have witnessed an ongoing global shift in values in which the importance of materialism has declined relative to that of expansive values focusing, according to Jurkiewicz and Giacalone (2008), on individual lifestyle preferences, the well being of people in society, and concern for group and values-based oriented outcomes. New ethical expectations of internal and external stakeholders arising from this shift in the priority of values have led many organizations to adopt new ethical principles reflecting expansive values (Giacalone, Jurkiewicz and Knouse, 2012). Organizations have become more concerned with incorporating the three key elements of sustainability-environmental, social, and economic-into decisionmaking. Ethics principles are being broadened to reflect more directly societal values related to human and labor rights. Businesses are expanding their responsibilities for the behavior of others with whom they do business.This paper examines the extent to which supply managers, currently engaged in dealing with potential change that in many cases may prove to be critical to the effective operation of supply chains in the future, are facing an ethical environment that has shifted over the past two decades. The findings of a study conducted in 1995 by Cooper, Frank and Kemp (1997) and cosponsored by the National Association of Purchasing Managers (NAPM) are compared with those of a 2012 follow-up study of the key ethical issues currently faced by those managing supply chains. Once again, data was gathered using an ethical issues questionnaire sent during the last quarter of 2012 to randomly selected samples of the Institute for Supply Management's (ISM, formerly NAPM) members some with and others without professional designations. The questionnaire also included items used to gather information about the respondents and their companies (or government organizations) to permit analysis of the issues for various participant subgroups.SURVEY DESIGNISM maintains membership lists that identify those holding professional designations and those who do not, hereafter referred to as designees and members, respectively. ISM members were randomly selected from each group, making 2,000 designees and 2,000 members available for the survey. …

There has been a steady decline in violent crime in the United States in the past twenty years. Trends indicate that violent crime was down 13.4 percent below the 200l level and for property crime, society is experiencing the tenth straight year of declining rates. Yet, the Southern region of the U.S is disproportionately represented by percentage of overall violent crimes committed nationally. Also, the South is over-represented in the number of police officers who are feloniously killed or assaulted. This empirical research concentrates on violence directed against police in the U.S. and begins by examining the type and magnitude of workplace violence, then transitions to a review of the sociological, political, and psychological literature, focusing on the individual and social causes for violence generally. It ends with an examination of officers feloniously killed (their personal characteristics and that of their assailants), the level of violence against police by type of arrest or enforcement situation, and by region of the country. This paper provides a comparative analysis of street-level violence for general municipal assaults, robbery, and the most rapidly growing type of felonious assault—ambush attacks. The paper concludes with an analysis of the societal and behavioral characteristics and considerations related to violence against police. The authors present a number of current trends, training recommendations, and suggestions for improving officer workplace safety.

INTRODUCTIONStrategic planning was originally considered the domain of the military. Indeed, the word strategy comes from the Greek word strategos, which means 'army leader' and later appeared in the 18th century to mean the 'art of the general.' Strategic planning continues to be an integral part of professional military education, and has been incorporated into all business schools' curriculum to better prepare future business leaders. It has been noted there is a long-standing difference between the art and science of strategy. The art of strategy, or intuition, is "the product of individual study and reflection, the integration of prior learning, and perhaps, a natural inclination to think in this manner" (Yarger, 2006:6). Yarger continues that the "science of strategy suggests that we can study strategy formulation, theorize about it, and improve performance by better understanding the processes involved" (2006:6). As noted above, it is the 'science' of strategy that can be taught; the 'art' will develop with experience and introspection (if at all). Nonprofits must also engage strategic planning as they too are facing greater complexities that make it difficult to fulfill their missions. To that end a model of strategy formulation must include an understanding of the critical components of the dynamic forces that are likely to shape both the external and internal environment of the organization.The strategy process occurs in three stages that are not independent. The first stage is to formulate the strategy, once the strategy is formulated it is necessary to put the strategy into action or implement the strategy and finally it is important to determine the size of the gap between anticipated expectations and realized expectations and make necessary adjustments, the evaluation and control stage. Formulating strategy must begin with an understanding of the organization's mission, i.e., who are we, what do we do, why are we here. Once we know who we are, we need to know where we want to be in the future, so a well-conceived strategic vision will help define the organization's future course. Next, broad financial and strategic objectives are agreed upon. To achieve the objectives and move toward the vision, strategic options need to be formulated. Option generation is where the 'art' of strategy begins. The options will result from a thorough analysis of external forces and internal factors. Options will generally include short-term, medium-term, and long-term solutions. Each option should be analyzed, identifying both advantages and disadvantages along with probabilities of the assumptions of occurrences identified in the extemal/intemal analysis. Of course, a significant aspect of option selection involves the realization of capabilities, in other words, can we implement the plan. Implementation occurs within three broad categories: structure, behavior, and the allocation of resources. The evaluation and control process begins with a clear set of criteria. The criteria should be measurable and accomplished within a specified time frame. The control aspect results from a feedback system to ensure the analytical data gets to the right level in the organization where adjustments are needed.One system that has been used to assist management in developing, communicating, and finally measuring strategic performance is the Balanced Scorecard(TM). This system is supposed to help link strategic goals to relevant performance targets and evaluate employee performance based on achievement of those goals. The following is the case study of a small rural hospital that was experiencing continuous financial loss. The CEO realized that change was essential if this nonprofit hospital was to survive.THE HOSPITALThe UnityTrust Hospital (UTH) is a not-for-profit community based medical center in a regional economic hub in the mid-western United States. As an inpatient acute and skilled (swing bed) medical-surgical center and inpatient obstetrics services, it provides essential complimentary services as a day surgical center and clinic for visiting physician specialists. …

In 1960 Americans generated 88.1 million tons (2.68 lbs./person/day) of municipal solid waste (MSW), by 2012 municipal solid waste increased to 250.9 million tons (4.38 lbs./person/day). The good news is that of the total MSW 5.6 million tons was recycled in 1960 and by 2012 the amount surged to 86.6 million tons. This real-world case (to protect privacy, names have been changed) chronicles the development of a strategic supply chain decision within a heavily regulated industry that is characterized by hybrid public/private organizations. It illustrates the importance of contract compliance and quality control assessment. In addition, it is heavily imbedded within the sustainability conversation. Finally, integral elements of the case are ethics and organizational trust, which, regardless of contract obligations, is essential in reciprocal relationships and community/customer support.

ABSTRACT: This case explores many of the issues that organizations struggle with regarding immigration and diversity in the work place. The case utilizes the dilemma an HR specialist, Joan Panetta, faces when confronting the issue of prejudice and bias in her organization. She has very strong feelings about the issue and is asked by her supervisor to prepare a training module for the organization. For her preparation she develops a 'white paper' that includes a considerable amount of data she can use in her training module. She is very much concerned about keeping the presentation fact based so that she can lead the discussions in a way that participants can understand the basis for their own biases is often due to misinformation. This case can be used in a variety of business and public administration classes. It can be used to improve research skills, gain better understanding of the students' own viewpoints, examine policy implications, and refine presentation skills.INTRODUCTIONJoan Panetta had an abiding interest in what the literature uncommonly called the ...the changing complexion and face of the United States. She understood in her heart that it was usually a very fine line that differentiated whether ones attitude toward new immigrants was prejudiced or discriminatory. Earlier on in her education, a sociologist explained to her that some people are prejudiced and discriminators; some are non-prejudiced discriminators; some are prejudiced non-discriminators; and some are non-prejudiced, non-discriminators. Joan always placed herself in the later category and saw no reason why people would either like or dislike others of her kind on the basis of stereotypes or lack of knowledge. She had been raised in a stable family environment in a rural midwestern community and was a member of the dominant white class. She looked with disfavor on those who either demeaned or debased the human dignity and human rights of others. She often said, Prejudice and bias is fundamentally destructive of others and national borders mean little when populations seek justice, liberty, freedom and the right to self-determination.Although Joan was versed in the techniques of debate, she normally did not need to use them since she possessed a better than average understanding of the subtleties associated with ethnic and racial hatred, and she had the ability to deliver her insights with clarity and economy. Her peers at work often found her attitudes and beliefs to fall somewhat out of the mainstream, yet she was respected for her steadfastness of beliefs and the manner in which she took on the most delicate of conversations pertaining to questions of race, religion, gender, and ethnicity. It was Joan's style to bring moderation, civility and comity to her discussion with others.When pressured into a discussion on immigration and diversity, Joan never shied away from the challenge. She would opine: Immigrants want the same amenities and factors associated with quality of life as do native-born Americans: The opportunity to receive a good education for themselves and their children; access to good health care; safe and affordable housing; and the opportunity for their children to prosper and achieve the 'American Dream.' They also want to secure the benefits of living in a free, open-society that recognizes basic civil and human rights. In turn, they possess a strong work ethic and wish to develop a sense of community and belongingness; they want to be recognized and accepted by others. These are not 'outrageous demands' that they ask from our society. They are the most common needs, wants, and desires that we all have-whether documented, undocumented, refugee, or native-born. And our society would be insensitive to their desires for self-determination, liberty, justice and opportunity, if we were to think differently.It was interesting to listen to Joan during lunch breaks and around the water cooler discuss with her colleagues the current topic of the day, whether it was on immigrants as terrorist risks or the protection of the U. …

In a world increasingly described as turbulent and chaotic, management scholars have acknowledged the importance of a virtue-based set of criteria to serve as a moral rubric for the stakeholders that an organization serves. Business schools play a unique role in helping their students to understand the ethical issues facing business. Business schools can also model the way for creating a clear statement of values and principles, by creating a bill of rights for business schools that recognizes the importance of rights and responsibilities and articulates the important ethical issues that apply not only to business but to the business school context. Four models for creating a bill of rights in schools of business are presented and a framework of a bill of rights is provided. The advantages of a virtue ethics model for a bill of rights are explained as the most practical approach for business faculty to consider.

Traditionally, corporate governance has focused on the problem of crafting mechanisms to align the interests of owners and managers. The key characteristic has been to minimize the potential for managers to act in their own self-interest at the expense of shareholders. The purpose of this paper is to focus on employees as stakeholders in the governance process. We argue that creating an environment where employees have help in behaving ethically, in the course of their work, is the first step in encouraging them to voice observations of wrongdoing. Seven groups of professionals in the accounting and insurance fields were surveyed during a 10-year period and asked to indicate the extent to which 14 items were helpful in dealing with ethical challenges. Over 2700 responses were analyzed. The findings indicate that professionals think that their organizational culture and policy for voice was more helpful in dealing with ethical dilemmas than was their professional association.

CEO decision-making is profoundly impacted by perceptions about organizational identity. In this paper we report on the results of a study of communication patterns in letters to shareholders of a sample of firms that achieved successful turnaround. The results indicate that replacement of the CEO is a common but not essential element of successful turnaround. Results show distinctly different patterns of attribution and communication in turnaround firms that replace the CEO versus those that do not. From these results we identify patterns of communication that seem related to successful turnaround. Implications for over-identification with a firm and management reasoning are discussed.

Although trust has been widely recognized as a vital component ofrelationships and a critical element to the success of organizations,the literature describing trust and trustworthiness is known for itsvarying perspectives and its inconsistencies. Trustworthiness has beenidentified as a condition precedent to the development of trust.Building upon the established constructs of interpersonaltrustworthiness, we propose a related model containing the sevenconstructs of Competence, Legal Compliance, Responsibility to Inform,Quality Assurance, Procedural Fairness, Interactional Cour-tesy, andFinancial Balance. Citing evidence from trust-related literature, weidentify the utility of these seven constructs in encompassingorganizational trustworthiness as a subjectively perceived aspect oforganizational effectiveness. We analyzed questionnaire data andconducted comparative world-region analyses.

Past research using managers' attributions for good and poor performance in annual reports has repeatedly demonstrated that management takes credit for good outcomes. However, there is disagreement about whether this pattern of attributions reflects attempts to manage impressions in stakeholders or biased perceptions on the part of management, and whether it is associated with increases or decreases in future performance. In this study, attributions in letters to shareholders in the annual reports of public utilities were analyzed. The results showed the same general pattern of attributions as was found in previous studies. However, the relationship between this pattern of attributions and performance (earnings per share growth) was generally negative. Implications of these results for future research are discussed.