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The Government of the Russian FederationСтр 1 из 3Следующая ⇒ The Government of the Russian Federation The Federal State Autonomous Institution of Higher Education
Facultyof Business and Management
Course Title
“An Introduction to Corporate Social Responsibility & Sustainability”
Instructor: Dr. Ekaterina Ivanova Associate Professor Human Resources Chair School of Business Administration dr.ekaterina.ivanova@gmail.com
Moscow, 31.10.2019
This document may not be reproduced or redistributed without permission of the author.
CONTENTS
I. Course Description. 3 II. Learning Objectives. 5 III. Learning Outcomes. 5 IV. Course Plan. 6 V. Reading List 18 VI. Grading System.. 21 VII. Guidelines for Knowledge Assessment 22 VIII. Methods of Instruction. 23 IX. Special Equipment and Software Support 23 X. Final Comments. 23 Appendix 1. Creative Online Team Charter 25 Appendix 2. Instructions for the Group Assignments. 26 SUSTAINABILITY CASES & BOOK PRESENTATION.. 26
Please, take your time to read this document! Understanding it will be important for the successful completion of the course!!! I. Course Description
A. Title of a Course “An Introduction to Corporate Social Responsibility& Sustainability”
B. Pre-requisites This course aims to build upon, extend and to some extent question themainstream theoretical and instrumental concepts introduced at the undergraduate level of the bachelor degree program in management science. Students should have a general understanding of theory of organization, mainstream managementtheories, as well as some training in research methods.
The course is offered in Russian, but most of the relevant course material will be provided in English. Students must therefore be able to communicate equally wellin both languages.
Being designed as a student-centered course, students’ willingness to actively contribute to the course is a pre-requisite to successful course completion.
C. Course Type The course “An Introduction to Corporate Social Responsibility& Sustainability” is a compulsory course for the fourthyear undergraduate students atthe bachelorleveldegree programs with majors in Marketing, Strategic Management, Project Management, International Management and Leadership. The course consists of 10 hours of lectures, 10 hours of seminars and 80hoursof guided independent self-study (individual reading, reflection and research).
D. Abstract In response to sustainability crisis that humanity faces today, good businesses of all sizesaround the world are forced to devote substantial efforts to their corporate social responsibility(CSR) and sustainability. The idea of corporations as simply wealth creating organizations with no obligations to their stakeholders is no longer acceptablein the public eye.Today goodbusiness is expected to act as an agent of world benefit and make an active contribution to meeting the 17 United Nations Sustainable Developments Goals (SDGs)[1]. How CSR and sustainability are understood in the national and global context? What is the UN Global Agenda 2030? How values associated with CSR and sustainability are integrated in corporate DNA and business model? What is the role of stakeholders and do their concerns really matter for sustaining future of a corporation? What are purpose-driven organizations (e.g. BCorps)? What is accountability and nonfinancial reporting? How to cope with CSR/Sustainability guidelines, international and local initiatives? These are some of the keyissues, which will be addressed throughout this course. There will be all together 8 sessions in this course. The first 3 lectures will be held in an engaging format to introduce students to the main concepts and practical business cases of CSR and Sustainability. The following 5 seminars will be held in a flipped classroom format that means that students must come prepared for the class to get the most out of it. A range of pedagogical tools such as peer-discussions, reflections, in-class meditation, developing compassion and values by means of individual and class assignments will be used to help students develop self-knowledge as conscious consumers, as well as future responsible and sustainable entrepreneurs and business leaders. This course has a multi-disciplinary nature, drawing on philosophy, social sciences and business disciplines. The crucial role of conscious consumers, sustainability-driven governments and responsible businessesas transformative agents jointly working for the prosperous andflourishing society on a clean planet is a central assumption of this course.The course adopts a bridging perspective, connecting theory and practice. Students will have a variety of accessible learning materials, including aspecially designed libraryin a designed folder on Google-Drive with cutting edge international and local publications on Sustainability, CSR and Sustainability Mindset. Moreover, there will be a high-profile guest-speaker who is at the forefront of implementing and communicating CSR and Sustainability.Students will be encouraged to develop their reflection and critical thinking skills based onthe contributions delivered by the guest-speaker. Students will be required to do assigned readingsand video materials prior to seminars, participate in class discussions, perform group projects(bookchapters & cases) and present their findings in the class. There will be a finalindividual assignment to control students’ knowledge acquisition.
II. Learning Objectives
The course has five main learning objectives: 1) To introduce students to the evolution, main concepts and practices of Corporate Social Responsibility and Sustainability in the context of the UN 17 SDGs; 2) To equip students with the tools necessary to accurately identify and assess multiple stakeholders’ interests and to develop viable communication strategies of responsible business practices in form of the non-financial reports; 3) To train students to develop critical view of the world, taking into accountglobalization, national cultural context and contemporary debates on the role of business in society; 4) To inspire students to live a sustainable way of life as individuals; 5) To connect students to thought leaders on CSR & Sustainability worldwide.
III. Learning Outcomes
Having successfully completed this course, the studentshould be able to:
1. Demonstrate solid knowledge and thoroughunderstanding of:
2. Acquire subject specific competencies,skills and abilities: · Develop proficiency in analyzing complex organizational situations, identifying key problem areas, and formulating strategies for CSR und Sustainability
3. Improve generic skillsand social competencies:
IV. Course Plan
CLASS SCHEDULE Session 4 December02-15, 2019 SEMINAR 1. Location: Shabolovka, 26-28 Quote of the day:
Agenda:
HOMEWORK (to be completed before the seminar1 starts):
1. Manage your team and assess your environmental impact:
· Measure your personal ecological footprint & submit it to the designated folder on Google-Drive. 2. Do the assigned reading available from the Google-Drive:
3. Watch& reflect:
4. Develop your professional competencies: · Think of one small thing you could stop or start doing being part of the problem and start being part of the solution to one of the planetary mega-issues.
Session 5 December 05-09, 2019 SEMINAR 2. Location: Shabolovka, 26-28 Quote of the day:
Agenda:
HOMEWORK (to be completed before the seminar2 starts):
1. Do the assigned reading available from the Google-Drive:
· Read a case assigned to your group in Google-Table and answer questions following instructions for the cases (see Appendix 2) and upload your presentations to Google-Drive!
2. Watch:
3. Develop your professional competencies: · Convince one person to change a concrete practice (e.g. printing, use of packaging, energy use) to more sustainable ways.
Session 6 December 09-12, 2019 SEMINAR 3. Location: Shabolovka, 26-28 Quote of the day:
Agenda:
HOMEWORK (to be completed before the seminar3 starts):
1. Do the assigned reading available from the Google-Drive:
· Prepare group presentations for the book (see instructions in Appendix 2) and upload them to Google-Drive!
2. Watch:
3. Develop your professional competencies:
Session 7 December12-16, 2019 SEMINAR 4. SUSTAINABILITY AS ACONSCIOUSLIFESTYLE & WAY OF DOING BUSINESS
Quote of the day:
Agenda:
HOMEWORK (to be completed before the seminar4 starts):
1. Do the assigned reading available from the Google-Drive:
2. Watch:
3. Develop your professional competencies: · Inform yourself deeply about a lifestyle different than your own (e.g. being a vegetarian or vegan, living a no-waste life, living LOHAS or LOVAS). Organize yourself to lead your life following the principles of this lifestyle for a predetermined period of time. Then do it!
Session 8 December14-19, 2019 SEMINAR 5. WRAPPING UP &TIPS FOR THE EXAM
Location: Shabolovka, 26-28 Quote of the day:
Agenda:
HOMEWORK (to be completed before the seminar5 starts):
1. Do the assigned reading available from the Google-Drive:
2. Watch:
3. Develop your professional competencies: · Write a short description of a responsible business practice that has inspired you and publish it through a social network (Facebook, LinkedIn, Twitter, etc.). Try to formulate a message in a way that inspires others to take similar actions.
V. Reading List
A. Assigned readings · Buchel, S., Roorda, C., Schipper, K., Loorbach, D., & Janssen, R. (2018). The Transition to Good Fashion. Rotterdam: Drift for Transition. · Ellen MacArthur Foundation. (2019). Cities and Circular Economy for Food. Cowes, UK: Ellen MacArthur Foundation. · IPCC, 2014: Climate Change 2014: Synthesis Report. Contribution of Working Groups I, II and III to the Fifth Assessment Report of the Intergovernmental Panel on Climate Change [Core Writing Team, R.K. Pachauri and L.A. Meyer (eds.)]. IPCC, Geneva, Switzerland. · Kumar, S. (2013). Soil, Soul, Society: A New Trinity for our Time. Brighton, UK: Leaping Hare Press. · Loorbach, D., &Sem, O. (2018). Counting on Nature. Transitions to a Natural Capital Positive Economy by Creating an Enabling Environment for Natural Capital Approaches. Rotterdam: Drift for Transition. B. Recommended readings
· Ackerman, B., &Alstott, A. (1999). The Stakeholder Society. New Haven: Yale University Press. · Anderson, R. C., & White, R. (2009). Confessions of a Radical Industrialist: Profits, People, Purpose - Doing Business by Respecting the Earth: St. Martin's Press. · Andriof, J., Waddock, S., & Rahman, S. S. (2002). Unfolding Stakeholder Thinking: Theory, Responsibility and Engagement. Sheffield: Greenleaf Publishing. · Baker, R. W. (2005). Capitalism's Achilles Heel: Dirty Money and How to Renew the Free-Market System. Hoboken, New Jersey: John Wiley & Sons. · Blagov, Y., &Sobolev, I. (Eds.). (2014). The Report on Social Investments in Russia 2014: Creating Shared Value for Business and Society. St. Petersburg: ATM. · Blagov, Y., Litovchenko, S., &Ivanova, E. (Eds.). (2008). The Report on Social Investments in Russia: Integrating CSR Principles into Corporate Strategy. Moscow: The Russian Managers Association. · Brundtland, G., Khalid, M., Agnelli, S., Al-Athel, S., Chidzero, B., Fadika, L.,... de Botero, M. M. (1987). Our Common Future (Brundtland Report). Oxford, UK: Oxford University Press. · Carroll, A. B. (1991). The Pyramid of Corporate Social Responsibility: Toward the Moral Management of Organizational Stakeholders. Business Horizons, 34(4), 39-48. doi: http://dx.doi.org/10.1016/0007-6813(91)90005-G · Carroll, A. B. (1999). Corporate Social Responsibility: Evolution of a Definitional Construct. Business & Society, 38(3), 268-295. doi: http://dx.doi.org/10.1177/000765039903800303 · Ceschin, F., &Gaziulusoy, I. (2016). Evolution of Design for Sustainability: From Product Design to Design for System Innovations and Transitions. Design Studies, 47, 118-163. · Clarkson, M. E. (1995). A Stakeholder Framework for Analyzing and Evaluating Corporate Social Performance. Academy of Management Review, 20(1), 92-117. doi: http://dx.doi.org/10.5465/amr.1995.9503271994 · Clinton, L., &Whisnant, R. (2019). Business Model Innovations for Sustainability In Managing Sustainable Business (pp. 467-507): Springer. · Cummings, J. L., &Doh, J. P. (2000). Identifying Who Matters: Mapping Key Players in Multiple Environments. California Management Review, 42(2), 83-104. · De Woot, P. (2014). Rethinking the Enterprise: Competitiveness, Technology and Society. Sheffield, UK: Greenleaf Publishing. · Freeman, R. E. (1984). Strategic Management: A Stakeholder Approach. Boston: Pitman. · Friedman, M. (1970). The Social Responsibility of Business is to Increase its Profits, New York Times, pp. 122-126. · Gore, A. (2006). An Inconvenient Truth: The Planetary Emergency of Global Warming and What We Can Do about It. London: Bloomsbury Publishing. · Hawken, P. (1993). The Ecology of Commerce: a Declaration of Sustainability. New York, NY: Harper Business. · Henriques, A., & Richardson, J. (2004). The Triple Bottom Line: Does It All Add Up? Assessing the Sustainability of Business and CSR. London: Earthscan. · Jones, T. M. (1995). Instrumental Stakeholder Theory: A Synthesis of Ethics and Economics. Academy of Management Review, 20(2), 404-437. doi: http://dx.doi.org/10.5465/amr.1995.9507312924 · Jonker, J. (2005). CSR Wonderland: Navigating between Movement, Community and Organisation. The Journal of Corporate Citizenship(20), 19-22. · Kolk, A. (2016). The Social Responsibility of International Business: From Ethics and the Environment to CSR and Sustainable Development. Journal of World Business, 51(1), 23-34. doi: https://doi.org/10.1016/j.jwb.2015.08.010 · Laszlo, C. (2003). The Sustainable Company: How to Create Lasting Value through Social and Environmental Performance. Washington, DC: Island Press. · Laszlo, C., &Zhexembayeva, N. (2011). Embedded Sustainability: The Next Big Competitive Advantage. Stanford, CA: Stanford Business Books. · Lee, M.-D. P. (2008). A Review of the Theories of Corporate Social Responsibility: Its Evolutionary Path and the Road Ahead. International Journal of Management Reviews, 10(1), 53-73. doi: http://dx.doi.org/10.1111/j.1468-2370.2007.00226.x · Litovchenko, S. (Ed.). (2004). The Report on Social Investments in Russia: The Role of Business in Social Development. Moscow: The Russian Managers Association. · Meadows, D. H., Meadows, D. L., Randers, J., & Behrens, W. W. (1972). The Limits to Growth (Vol.). New York, NY. · Mitchell, R. K., Agle, B. R., & Wood, D. J. (1997). Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts. Academy of Management Review, 22(4), 853-886. · Nair, C. (2011). Consumptionomics: Asia’s Role in Reshaping Capitalism and Saving the Planet. Singapore: John Wiley & Sons (Asia). · Nidumolu, R., Prahalad, C. K., &Rangaswami, M. R. (2009). Why Sustainability is Now the Key Driver of Innovation. HarvardBusinessReview, 87 (9), 56-64. · Pauli, G. (2010). The Blue Economy: 10 Years, 100 Innovations, 100 Million Jobs. Taos, NewMexico, USA: ParadigmPublications. · Pauli, G. (2017). The Blue Economy 3.0: The Marriage of Science, Innovation and Entrepreneurship Creates a New Business Model that Transforms Society. Sydney: Xlibris. · Pedersen, E. R. (2006). Making Corporate Social Responsibility (CSR) Operable: How Companies Translate Stakeholder Dialogue into Practice. Business and Society Review, 111(2), 137-163. doi: http://10.1111/j.1467-8594.2006.00265.x · Phillips, R., Freeman, R. E., & Wicks, A. C. (2003). What Stakeholder Theory is Not. Business Ethics Quarterly, 13(04), 479-502. doi:http://dx.doi.org/10.5840/beq200313434 · Porritt, J. (2007). Capitalism: As if the World Matters. London: Earthscan. · Rasche, A. (2011). ‘A Necessary Supplement’ – What the United Nations Global Compact Is (and Is Not). In K. Buhmann, L. Roseberry & M. Morsing (Eds.), Corporate Social and Human Rights Responsibilities: Global Legal and Management Perspectives (pp. 52-76). London: Palgrave Macmillan UK. · Rose, J. M. (2007). Corporate Directors and Social Responsibility: Ethics versus Shareholder Value. Journal of Business Ethics, 73(3), 319–331. · Rowley, T. J. (1997). Moving Beyond Dyadic Ties: A Network Theory of Stakeholder Influences. Academy of Management Review, 22(4), 887-910. doi: http://dx.doi.org/10.5465/amr.1997.9711022107 · Schmidheiny, S. (1992). Changing Course: A Global Business Perspective on Development and the Environment. Cambridge, MA: The MIT Press. · Steger, M. B. (2003). Globalization: A Very Short Introduction. Oxford: Oxford University Press. · Sternad, D., Kennelly, J., & Bradley, F. (2016). Digging Deeper. How Purpose-Driven Enterprises Create Real Value. Salt Mill, UK: Greenleaf Publishing. · The Economist. (2008). Just Good Business: A Special Report on Corporate Social Responsibility. The Economist, 386, 1-24. · Wood, D. J. (1991). Corporate Social Performance Revisited. Academy of Management Review, 16(4), 691-718. doi: http://dx.doi.org/10.5465/amr.1991.4279616
C. Internet resources · Ashoka · Change.org · CircleLab · The Skoll Foundation · Sustainability Good Reads · Sustainable Development Goals · EarthSayers Voices of Sustainability · International Humanistic Management Association · VI. Grading System
Final grades will reflect overall performance in the class (both lectures and seminars), including engagement in classroom discussion, performance on individual and group assignments and presentation offindings. Since class discussions are an integral part of the course attendance is mandatory. The percentage weights used in calculating course grades are as follows:
Late work is not tolerated in this course and if happens is reduced by the following amounts:
With the exception of technical errors, there will be no change of grades after posting.
X. Final Comments
Please, keep in mind that this is a dynamic course, constantly in development to incorporate the growth and changes in the field of CSR and Sustainability. Student’s patience and understanding are very much appreciated. There will be changes to the course schedule, and instructor reserves the right to make changes to this syllabus. Students should feel privileged that they are participating in such a new, important, and emerging field in management studies. That said, student’s feedback is important to the development of the class, so please feel free to give your constructive criticism and feedback on the course.
The course requires simultaneous attention to both detail and the big picture. It involves a mindset that forces studentsto be imaginative, to integrate, and to be decisive in situations with limited information and time pressure. Developing a holisticmindset – a special way of thinking – is much more difficult than learning specific information or techniques. Studentsshouldbe able learn to think analytically and creatively, effectively using both parts of their brain. Students may find the course requirements and evaluation to be very demanding. However, facing challenges is the best way to learn and grow.
Whether students willset up their own organizations, rise to the top of an existing organization or get involved in specific functional areas, your understanding of CSRand Sustainability will make a difference. You will be able to use the competenciesand skillsyou have learned in this class in whatever path you take in your career as a means to effect positive change.
Lastly, this course is designed to be enjoyable. Learning should be fun! Despite some of the formal rules in the course, much of the class discussion is anticipated to be spontaneous and creative. But one rule holds true: students will get out of this class what they put into it. Instructor here plays the roles of a learning facilitator and expert. If students will commit themselves to preparation, apply themselves to the tasks at hand, and then open themselves up to learn what they can from the process and from other students, this course could become a truly transformative experience. SUSTAINABILITY CASES Readthecase assigned to your group (see@ Google-Table). Prepare a Presentation of no less than 12 slides that addresses the following questions:
1. What is the mission of the organization? 2. Who is in charge of sustainability in the organization (e.g. owner, chief sustainability officer, everybody, nobody etc.)? 3. Who are the major stakeholders for this organization and how stakeholder engagement is carried out? (e.g. employees, government, local communities, etc.) 4. Could a current organizational business model be characterized as a sustainable one, if not which changes must be implemented for a sustainable business model to emerge (e.g. local sourcing, zero waste, renewable energy, etc.)? 5. What are the key components of the sustainability strategy of the organization (e.g. make a 7S-analysis)? 6. Which sustainable innovation has been implemented in the organization (e.g. product, program, etc.)? 7. How is communication about sustainability carried out (e.g. reporting, website, social media)? 8. To what extend is sustainability embodied in the organizational culture and practices (e.g. sustainability mindset, hiring, etc.)? 9. What strategic and/or tactical actions should an organization undertake to further develop its sustainability efforts? 10. Develop a sustainability guide (max 10 points) for the organization in the case and include it in your presentation as a practical tool to be used within the organization. 11. Find a work of art (painting, photo, music, sculpture, etc.) that best conveys the major idea ofyour case and insert it in the presentation. If the case does not provide sufficient information to answer the listed above questions, please, use additional sources, such as organization’s website, YouTube, etc. Try to use as much course related terminology, as possible for the Presentation. Be creative, use pictures to visualize your Presentation. The Presentation should be no longer than 10 minutes. Each member of the team should take part in the in-class Presentation. Upload the presentation before the class to a designated folder on Google-Drive.
The Government of the Russian Federation The Federal State Autonomous Institution of Higher Education
Facultyof Business and Management
Course Title
“An Introduction to Corporate Social Responsibility & Sustainability”
Instructor: Dr. Ekaterina Ivanova Associate Professor Human Resources Chair School of Business Administration dr.ekaterina.ivanova@gmail.com
Moscow, 31.10.2019
This document may not be reproduced or redistributed without permission of the author.
CONTENTS
I. Course Description. 3 II. Learning Objectives. 5 III. Learning Outcomes. 5 IV. Course Plan. 6 V. Reading List 18 VI. Grading System.. 21 VII. Guidelines for Knowledge Assessment 22 VIII. Methods of Instruction. 23 IX. Special Equipment and Software Support 23 X. Final Comments. 23 Appendix 1. Creative Online Team Charter 25 Appendix 2. Instructions for the Group Assignments. 26 SUSTAINABILITY CASES & BOOK PRESENTATION.. 26
Please, take your time to read this document! Understanding it will be important for the successful completion of the course!!! I. Course Description
A. Title of a Course “An Introduction to Corporate Social Responsibility& Sustainability”
B. Pre-requisites This course aims to build upon, extend and to some extent question themainstream theoretical and instrumental concepts introduced at the undergraduate level of the bachelor degree program in management science. Students should have a general understanding of theory of organization, mainstream managementtheories, as well as some training in research methods.
The course is offered in Russian, but most of the relevant course material will be provided in English. Students must therefore be able to communicate equally wellin both languages.
Being designed as a student-centered course, students’ willingness to actively contribute to the course is a pre-requisite to successful course completion.
C. Course Type The course “An Introduction to Corporate Social Responsibility& Sustainability” is a compulsory course for the fourthyear undergraduate students atthe bachelorleveldegree programs with majors in Marketing, Strategic Management, Project Management, International Management and Leadership. The course consists of 10 hours of lectures, 10 hours of seminars and 80hoursof guided independent self-study (individual reading, reflection and research).
D. Abstract In response to sustainability crisis that humanity faces today, good businesses of all sizesaround the world are forced to devote substantial efforts to their corporate social responsibility(CSR) and sustainability. The idea of corporations as simply wealth creating organizations with no obligations to their stakeholders is no longer acceptablein the public eye.Today goodbusiness is expected to act as an agent of world benefit and make an active contribution to meeting the 17 United Nations Sustainable Developments Goals (SDGs)[1]. How CSR and sustainability are understood in the national and global context? What is the UN Global Agenda 2030? How values associated with CSR and sustainability are integrated in corporate DNA and business model? What is the role of stakeholders and do their concerns really matter for sustaining future of a corporation? What are purpose-driven organizations (e.g. BCorps)? What is accountability and nonfinancial reporting? How to cope with CSR/Sustainability guidelines, international and local initiatives? These are some of the keyissues, which will be addressed throughout this course. There will be all together 8 sessions in this course. The first 3 lectures will be held in an engaging format to introduce students to the main concepts and practical business cases of CSR and Sustainability. The following 5 seminars will be held in a flipped classroom format that means that students must come prepared for the class to get the most out of it. A range of pedagogical tools such as peer-discussions, reflections, in-class meditation, developing compassion and values by means of individual and class assignments will be used to help students develop self-knowledge as conscious consumers, as well as future responsible and sustainable entrepreneurs and business leaders. This course has a multi-disciplinary nature, drawing on philosophy, social sciences and business disciplines. The crucial role of conscious consumers, sustainability-driven governments and responsible businessesas transformative agents jointly working for the prosperous andflourishing society on a clean planet is a central assumption of this course.The course adopts a bridging perspective, connecting theory and practice. Students will have a variety of accessible learning materials, including aspecially designed libraryin a designed folder on Google-Drive with cutting edge international and local publications on Sustainability, CSR and Sustainability Mindset. Moreover, there will be a high-profile guest-speaker who is at the forefront of implementing and communicating CSR and Sustainability.Students will be encouraged to develop their reflection and critical thinking skills based onthe contributions delivered by the guest-speaker. Students will be required to do assigned readingsand video materials prior to seminars, participate in class discussions, perform group projects(bookchapters & cases) and present their findings in the class. There will be a finalindividual assignment to control students’ knowledge acquisition.
II. Learning Objectives
The course has five main learning objectives: 1) To introduce students to the evolution, main concepts and practices of Corporate Social Responsibility and Sustainability in the context of the UN 17 SDGs; 2) To equip students with the tools necessary to accurately identify and assess multiple stakeholders’ interests and to develop viable communication strategies of responsible business practices in form of the non-financial reports; 3) To train students to develop critical view of the world, taking into accountglobalization, national cultural context and contemporary debates on the role of business in society; 4) To inspire students to live a sustainable way of life as individuals; 5) To connect students to thought leaders on CSR & Sustainability worldwide.
III. Learning Outcomes
Having successfully completed this course, the studentshould be able to:
1. Demonstrate solid knowledge and thoroughunderstanding of:
2. Acquire subject specific competencies,skills and abilities: · Develop proficiency in analyzing complex organizational situations, identifying key problem areas, and formulating strategies for CSR und Sustainability
3. Improve generic skillsand social competencies:
IV. Course Plan
CLASS SCHEDULE   ЧТО И КАК ПИСАЛИ О МОДЕ В ЖУРНАЛАХ НАЧАЛА XX ВЕКА Первый номер журнала «Аполлон» за 1909 г. начинался, по сути, с программного заявления редакции журнала...  ЧТО ПРОИСХОДИТ ВО ВЗРОСЛОЙ ЖИЗНИ? Если вы все еще «неправильно» связаны с матерью, вы избегаете отделения и независимого взрослого существования...  Что делает отдел по эксплуатации и сопровождению ИС? Отвечает за сохранность данных (расписания копирования, копирование и пр.)...  Система охраняемых территорий в США Изучение особо охраняемых природных территорий(ООПТ) США представляет особый интерес по многим причинам... Не нашли то, что искали? Воспользуйтесь поиском гугл на сайте:
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