Cutting through the green wall
Because companies have not given their environmental, health and safety (EHS) management organizations a bottom-line scrutiny, often the EHS goals differ from the value-added goals of the rest of the company. A company hits a Green Wall when the organization refuses to move forward with its EHS mana...
Gespeichert in:
| Veröffentlicht in: | The Conference Board review 1996-06, Vol.33 (6), p.32 |
|---|---|
| 1. Verfasser: | |
| Format: | Magazinearticle |
| Sprache: | eng |
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Tags: |
Tag hinzufügen
Keine Tags, Fügen Sie den ersten Tag hinzu!
|
| container_end_page | |
|---|---|
| container_issue | 6 |
| container_start_page | 32 |
| container_title | The Conference Board review |
| container_volume | 33 |
| creator | Shelton, Robert D |
| description | Because companies have not given their environmental, health and safety (EHS) management organizations a bottom-line scrutiny, often the EHS goals differ from the value-added goals of the rest of the company. A company hits a Green Wall when the organization refuses to move forward with its EHS management program and the EHS group falls out of step with the rest of the company. The Green Wall effectively limits the EHS organization to its historical role of ensuring compliance with government regulations. Eliminating the Green Wall should interest senior management, because doing so can significantly improve bottom-line results. The key to creating a system that enhances the value of environmental management is to make EHS management an integral part of the business organization - not just staple it onto the organization via decentralization or the ubiquitous matrices that so many companies use. |
| format | Magazinearticle |
| fullrecord | <record><control><sourceid>proquest</sourceid><recordid>TN_cdi_proquest_reports_205279685</recordid><sourceformat>XML</sourceformat><sourcesystem>PC</sourcesystem><sourcerecordid>9716680</sourcerecordid><originalsourceid>FETCH-proquest_reports_2052796853</originalsourceid><addsrcrecordid>eNpjYeA0tDQx0zU1MTbiYOAqLs4yMDA1NDc34mSQcy4tKcnMS1coySjKL03PANKpCulFqal5CuWJOTk8DKxpiTnFqbxQmptB0c01xNlDt6Aov7A0tbgkvii1IL-opDjeyMDUyNzSzMLUmBg1AI3OKqo</addsrcrecordid><sourcetype>Aggregation Database</sourcetype><iscdi>true</iscdi><recordtype>magazinearticle</recordtype><pqid>205279685</pqid></control><display><type>magazinearticle</type><title>Cutting through the green wall</title><source>EBSCOhost Business Source Complete</source><creator>Shelton, Robert D</creator><creatorcontrib>Shelton, Robert D</creatorcontrib><description>Because companies have not given their environmental, health and safety (EHS) management organizations a bottom-line scrutiny, often the EHS goals differ from the value-added goals of the rest of the company. A company hits a Green Wall when the organization refuses to move forward with its EHS management program and the EHS group falls out of step with the rest of the company. The Green Wall effectively limits the EHS organization to its historical role of ensuring compliance with government regulations. Eliminating the Green Wall should interest senior management, because doing so can significantly improve bottom-line results. The key to creating a system that enhances the value of environmental management is to make EHS management an integral part of the business organization - not just staple it onto the organization via decentralization or the ubiquitous matrices that so many companies use.</description><identifier>ISSN: 1946-5432</identifier><language>eng</language><publisher>New York: Conference Board, Inc</publisher><subject>Alliances ; Collaboration ; Competition ; Competitive advantage ; Compliance ; Corporate objectives ; Cost control ; Environmental protection ; Flexibility ; Manufacturing ; Organizational change ; Organizational structure ; Product development ; Safety management ; Value chain</subject><ispartof>The Conference Board review, 1996-06, Vol.33 (6), p.32</ispartof><rights>Copyright Conference Board, Inc. Jun 1996</rights><woscitedreferencessubscribed>false</woscitedreferencessubscribed></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><link.rule.ids>780,784</link.rule.ids></links><search><creatorcontrib>Shelton, Robert D</creatorcontrib><title>Cutting through the green wall</title><title>The Conference Board review</title><description>Because companies have not given their environmental, health and safety (EHS) management organizations a bottom-line scrutiny, often the EHS goals differ from the value-added goals of the rest of the company. A company hits a Green Wall when the organization refuses to move forward with its EHS management program and the EHS group falls out of step with the rest of the company. The Green Wall effectively limits the EHS organization to its historical role of ensuring compliance with government regulations. Eliminating the Green Wall should interest senior management, because doing so can significantly improve bottom-line results. The key to creating a system that enhances the value of environmental management is to make EHS management an integral part of the business organization - not just staple it onto the organization via decentralization or the ubiquitous matrices that so many companies use.</description><subject>Alliances</subject><subject>Collaboration</subject><subject>Competition</subject><subject>Competitive advantage</subject><subject>Compliance</subject><subject>Corporate objectives</subject><subject>Cost control</subject><subject>Environmental protection</subject><subject>Flexibility</subject><subject>Manufacturing</subject><subject>Organizational change</subject><subject>Organizational structure</subject><subject>Product development</subject><subject>Safety management</subject><subject>Value chain</subject><issn>1946-5432</issn><fulltext>true</fulltext><rsrctype>magazinearticle</rsrctype><creationdate>1996</creationdate><recordtype>magazinearticle</recordtype><sourceid/><recordid>eNpjYeA0tDQx0zU1MTbiYOAqLs4yMDA1NDc34mSQcy4tKcnMS1coySjKL03PANKpCulFqal5CuWJOTk8DKxpiTnFqbxQmptB0c01xNlDt6Aov7A0tbgkvii1IL-opDjeyMDUyNzSzMLUmBg1AI3OKqo</recordid><startdate>19960601</startdate><enddate>19960601</enddate><creator>Shelton, Robert D</creator><general>Conference Board, Inc</general><scope/></search><sort><creationdate>19960601</creationdate><title>Cutting through the green wall</title><author>Shelton, Robert D</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-proquest_reports_2052796853</frbrgroupid><rsrctype>magazinearticle</rsrctype><prefilter>magazinearticle</prefilter><language>eng</language><creationdate>1996</creationdate><topic>Alliances</topic><topic>Collaboration</topic><topic>Competition</topic><topic>Competitive advantage</topic><topic>Compliance</topic><topic>Corporate objectives</topic><topic>Cost control</topic><topic>Environmental protection</topic><topic>Flexibility</topic><topic>Manufacturing</topic><topic>Organizational change</topic><topic>Organizational structure</topic><topic>Product development</topic><topic>Safety management</topic><topic>Value chain</topic><toplevel>online_resources</toplevel><creatorcontrib>Shelton, Robert D</creatorcontrib><jtitle>The Conference Board review</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Shelton, Robert D</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Cutting through the green wall</atitle><jtitle>The Conference Board review</jtitle><date>1996-06-01</date><risdate>1996</risdate><volume>33</volume><issue>6</issue><spage>32</spage><pages>32-</pages><issn>1946-5432</issn><abstract>Because companies have not given their environmental, health and safety (EHS) management organizations a bottom-line scrutiny, often the EHS goals differ from the value-added goals of the rest of the company. A company hits a Green Wall when the organization refuses to move forward with its EHS management program and the EHS group falls out of step with the rest of the company. The Green Wall effectively limits the EHS organization to its historical role of ensuring compliance with government regulations. Eliminating the Green Wall should interest senior management, because doing so can significantly improve bottom-line results. The key to creating a system that enhances the value of environmental management is to make EHS management an integral part of the business organization - not just staple it onto the organization via decentralization or the ubiquitous matrices that so many companies use.</abstract><cop>New York</cop><pub>Conference Board, Inc</pub></addata></record> |
| fulltext | fulltext |
| identifier | ISSN: 1946-5432 |
| ispartof | The Conference Board review, 1996-06, Vol.33 (6), p.32 |
| issn | 1946-5432 |
| language | eng |
| recordid | cdi_proquest_reports_205279685 |
| source | EBSCOhost Business Source Complete |
| subjects | Alliances Collaboration Competition Competitive advantage Compliance Corporate objectives Cost control Environmental protection Flexibility Manufacturing Organizational change Organizational structure Product development Safety management Value chain |
| title | Cutting through the green wall |
| url | https://sfx.bib-bvb.de/sfx_tum?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2024-12-29T03%3A20%3A29IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Article-proquest&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=Cutting%20through%20the%20green%20wall&rft.jtitle=The%20Conference%20Board%20review&rft.au=Shelton,%20Robert%20D&rft.date=1996-06-01&rft.volume=33&rft.issue=6&rft.spage=32&rft.pages=32-&rft.issn=1946-5432&rft_id=info:doi/&rft_dat=%3Cproquest%3E9716680%3C/proquest%3E%3Curl%3E%3C/url%3E&disable_directlink=true&sfx.directlink=off&sfx.report_link=0&rft_id=info:oai/&rft_pqid=205279685&rft_id=info:pmid/&rfr_iscdi=true |