http://www.loc.gov/mods/v3 http://www.loc.gov/standards/mods/v3/mods-3-2.xsd
Sustainable Management for Managers and Engineers
In a competitive and complex world, where requirements from different fields are ever-growing, organizations need to be responsible for their actions in their respective markets. However, this responsibility must not be deemed one-time-only but instead should be seen as a continuous process, under which organizations ought to effectively use the different resources to allow them to meet the present and future requirements of their stakeholders. Having a significant influence on their collaborators� performance, the role developed by managers and engineers is highly relevant to the sustainability of an organization�s success. Conscious of this reality, this book contributes to the exchange of experiences and perspectives on the state of research related to sustainable management. Particular focus is given to the role that needs to be developed by managers and engineers, as well as to the future direction of this field of research.
Cover -- Half-Title Page -- Title Page -- Copyright Page -- Contents -- Preface -- 1. Choice Architecture: Nudging for Sustainable Behavior -- 1.1. Choice architecture and nudging -- 1.1.1. Choice architecture -- 1.1.2. Nudging: using choice architecture for good -- 1.2. Theoretical roots and applications around the word -- 1.2.1. Heuristics and systematic errors -- 1.2.2. Libertarian paternalism -- 1.2.3. Pro-self and pro-society nudges -- 1.2.4. Nudging around the world -- 1.3. Nudging for sustainability -- 1.3.1. Nudging tools for sustainable behavior -- 1.3.2. Behavioral insights
1.4. Challenges and final remarks -- 1.5. References -- 2. Embedding Corporate Sustainability in Human Resource Management Practice -- 2.1. Introduction -- 2.2. Corporate social responsibility and corporate sustainability -- 2.2.1. Corporate social responsibility -- 2.2.2. Corporate sustainability -- 2.3. Human resource management -- 2.3.1. A short evolutionary history of HRM -- 2.4. The nexus of human resource management and corporate sustainability -- 2.4.1. Instrumental CSR-HRM -- 2.4.2. Social integrative CSR-HRM -- 2.4.3. Political CSR-HRM
2.5. Embedding corporate sustainability in HRM practices -- 2.5.1. Recruitment and selection practices -- 2.5.2. Training and development practices -- 2.5.3. Motivation, performance and appraisal -- 2.5.4. Rewards, compensation and benefits -- 2.6. Conclusion -- 2.7. References -- 3. Competency Cultivation of Mechanical Engineers in the Process of Social Sustainable Development -- 3.1. The importance of the basic qualities of mechanical engineers for the sustainable development of society -- 3.1.1. What are the basic qualities of a mechanical engineer?
3.1.2. How to achieve sustainable development of mechanical engineers -- 3.1.3. The relationship between the sustainable development of mechanical engineers and the sustainable development of society -- 3.2. Mechanical engineers must observe ethics and laws -- 3.2.1. The importance of engineering ethics -- 3.2.2. Problems and causes of engineering ethics -- 3.2.3. Legal issues in manufacturing -- 3.3. Mechanical engineers shoulder responsibility for environmental protection -- 3.3.1. Environmental pollution from industrial production is widespread
3.3.2. Engineers should know how to control industrial environmental pollution -- 3.4. Mechanical engineers must be familiar with traditions and learn to innovate -- 3.5. Mechanical engineers should pay attention to product quality management and quality assurance systems -- 3.6. Mechanical engineers should have a time view, a cost view and a risk view -- 3.6.1. Establish the concept of time, follow the trend of industry development -- 3.6.2. Set up the cost view, strengthen the core competition ability -- 3.6.3. Establish the concept of project risk to avoid the occurrence of major losses
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Newark : John Wiley & Sons, Incorporated,c2021