Corporate Social Responsibility

Views:
 
Category: Entertainment
     
 

Presentation Description

No description available.

Comments

By: amitgoswami1 (119 month(s) ago)

sir plz mail me the following ppt on [email protected] Regards Amit

By: sug_36 (126 month(s) ago)

hi sir, iam suguna i liked ur ppt its really superb i need this ppt if possible can u send this one to my email id [email protected] thank you suguna

Presentation Transcript

Corporate Social Responsibility : 

Corporate Social Responsibility

CSR : 

CSR a) EMPHASIS ON FAIRNESS   b) HISTORICAL OVERVIEW c) POLITICAL CONTINUUM:   stakeholder---------------------------------------------minimalist [left] [right]

Isn’t this what we have laws for? : 

Isn’t this what we have laws for? THE LAW IS NECESSARY BUT INSUFFICIENT   a) THE LAW IS REACTIVE   b) THE LAW IS SLOW   c) BUSINESS IS CHANGE-ORIENTED & FASTER

Slide 4: 

Economic Responsibilities Legal Responsibilities Social Responsibilities Ethical Responsibilities

In Context : 

In Context Community in a pre-modern, modern and postmodern world Or… why we expect more from business and how “the game is played”

Pre-modern : 

Pre-modern TRADITIONAL ENTREPENEURIAL   Power goes to those who succeed in “the jungle” Authority resides in those with legitimacy– size; wealth; longevity confers authority Ethics based on individual responsibility and programs minimized

Modern : 

Modern COMMUNITY OF RATIONAL RULES i) BUREAUCRATIC ii) SCIENTIFIC MANAGEMENT iii) RELIANCE ON "EXPERTS" iv) COMPREHENSIVE RULES Power goes to those who make the rules. Relies on expertise Authority goes to those who can enforce their rules Reach for the top Ethics are based on “fairness’ and programs based on rules

Postmodern : 

Postmodern COMMUNITY OF FLEETING EXCHANGES i) NEED TO INTERPRET ii) NEED TO BUILD CONSENSUS iii) LOOSE CONNECTIONS iv) SUSPICION OF AUTHORITY Power goes to those who can “make the deal” through networking and can handle uncertainty Authority goes to those who see and can sell coalitions and deals regardless of other levels of authority Ethics are situational; programs emerge to be responsive

Take a guess… : 

Take a guess… This is from the "Ottawa Citizen": Can you imagine working for a company that has a little more than 300employees, and has the following statistics:30 have been accused of spousal abuse9 have been arrested for fraud24 have been accused of writing bad cheques95 have directly or indirectly bankrupted at least 2 businesses4 have done time for assault55 cannot get a credit card due to bad credit12 have been arrested on drug related charges4 have been arrested for shoplifting16 are currently defendants in lawsuits 62 have been arrested for drunk driving in the last year aloneCan you guess which organization this is?

CSR Models : 

CSR Models

The Case for the Minimalist : 

The Case for the Minimalist

Minimalist CSR : 

Minimalist CSR a.k.a.- traditional stockholders model, fundamentalism, Libertarian Friedman PREMISES -Shareholders 1st -Obey the law -Private vs Public [MINIMAL STATE]

Minimalist critiques of other models : 

Minimalist critiques of other models THEY DISTRACT FROM PROFIT MOTIVE THEY ARE SOCIALISTIC "PUBLIC GOOD" IS SUSPECT

Self-interest : 

Self-interest Defining “Me”

Self-Interested CSR : 

Self-Interested CSR PREMISES GOOD MOTIVES NOT ENOUGH PROFITS & COMMUNITY CULTIVATING PHILANTHROPY REPUTATION

Critiques of other perspectives : 

Critiques of other perspectives MINIMALIST IS TOO RIGID  ALL OTHERS IGNORE PROFIT

Ford: : 

Ford: “we endeavor to become a leading contributor to a more sustainable world”…”The Ford Motor Company Fund supports many local and national programs to affect change, provide for those in need, and improve quality of life.” “Are consumers, especially in North America, truly interested in and willing to pay for new technology?” http://www.ford.com/en/ourCompany/corporateCitizenship/ourLearningJourney/strategicIssuesUpdate/climateChange.htm

Social Contract : 

Social Contract

SOCIAL CONTRACT CSR : 

SOCIAL CONTRACT CSR PREMISES CORPORATION AS "MORALPERSON"  IMPLICIT & EXPLICIT CONTRACT WITH SOCIETY WITH POWER COMES RESPONSIBILITY

Critique of alternate : 

Critique of alternate 1ST 2 MODELS FOCUS TOO MUCH ON PROFIT

Example : 

Example LEAKY" CONDO PLAYERS LACKED A SENSE OF "IMPLICIT" CONTRACT WITH SOCIETY … developers “put a lot of money into marble countertops and fancy kitchens because that’s what sells the product.  And consequently they don’t spend a lot of time thinking about how it looks [and functions] from the outside.  It’s designing inside out.” http://www.myleakycondo.com/com020601.htm

Stakeholder Management : 

Stakeholder Management

3 STAKEHOLDER GROUPS: : 

3 STAKEHOLDER GROUPS: *PRIMARY [ECONOMIC] *SECONDARY [SOCIO POLITICAL] * TERTIARY [POWERLESS]

Critiques of alternatives : 

Critiques of alternatives 1ST 2 MODELS TOO PROFIT-FOCUSED -S-C MODEL IS TOO VAGUE

Examples : 

Examples CITIZENSBANK SHELL

STAKEHOLDER STEWARDSHIP : 

STAKEHOLDER STEWARDSHIP

Stakeholder Stewardship : 

Stakeholder Stewardship PREMISES -CARING FOR TERTIARY -HELP NON-BENEFICIAL PARTIES -HOLD IN TRUST -ASPIRE TO HIGH IDEALS *ALL OF THIS PRESUPPOSES TIME & MONEY

Critiques of alternate : 

Critiques of alternate -1ST 2 MODELS TOO PROFIT-FOCUSED -S-C MODEL TOO VAGUE STAKEHOLDER MODEL NOT AMBITIOUS ENOUGH

Example : 

Example Ben and Jerrys “Ben & Jerry’s Head of Social Mission has returned from a two-week mission in Cote d’Ivoire and Mali on the subject of alleged child trafficking in West Africa” http://www.benjerry.com

Issues of trust and change: Minimalist : 

Issues of trust and change: Minimalist Participants Investors/ stockholders Owners / managers Change Issues Hyper competition globalization Trust Trust grows when performance meets expectation; Distrust if fails to meet expectation

Issues of trust and change: Self Interested Model : 

Issues of trust and change: Self Interested Model Participants Program advocates Owners / managers Change Issues Competition Reputation enhancement Trust Trust grows when program advocates deliver enhanced corporate reputation; Distrust if do not

Issues of trust and change: Social Contract : 

Issues of trust and change: Social Contract Participants Those with contracts with firm Owners / managers Change Issues Need for flexibility internationalization Trust Trust grows when keeps legal and social contracts over time; Distrust if do willing to violate them

Issues of trust and change: Stakeholder Management : 

Issues of trust and change: Stakeholder Management Participants Primary and secondary Owners / managers Change Issues Information access to firm increases Systems open to scrutiny Trust Trust grows when stakeholders feel included in decision making Distrust if feel excluded

Issues of trust and change: Stakeholder Stewardship : 

Issues of trust and change: Stakeholder Stewardship Participants Spokespersons for tertiary Owners / managers Change Issues Pressure to include tertiary Worry about environment Trust Trust grows when firm willing to negotiate with spokespersons for tertiary Distrust if feel excluded

Modeling the context : 

Modeling the context Premodern Minimalist Self Interested Modern The social contract Postmodern Stakeholder (management and stewardship)

Slide 37: 

Economic Responsibilities Legal Responsibilities Social Responsibilities Ethical Responsibilities

authorStream Live Help