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Chapter 4

Chapter 4. Corporate Social Responsibility. McGraw-Hill. Years ago William Jennings Bryan once described big business as “nothing but a collection of organized appetites.” Daniel Patrick Moynihan, 1986. Defining CSR. “The New Lemonade Stand…

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Chapter 4

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  1. Chapter 4 Corporate Social Responsibility McGraw-Hill

  2. Years ago William Jennings Bryan once described big business as “nothing but a collection of organized appetites.” Daniel Patrick Moynihan, 1986

  3. Defining CSR “The New Lemonade Stand… Consider that age-old icon of childhood endeavors: THE LEMONADE STAND. Within a CSR context, it’s as if today’s thirsty public wants much more than a cool, refreshing drink for a quarter. They’re demanding said beverage be made of juice squeezed from lemons not sprayed with insecticides toxic to the environment, prepared by persons of appropriate age in kitchen conditions which pose no hazard to those workers. It must be offered in biodegradable paper cups and sold at a price which generates a fair, livable wage to the workers – who, some might argue, are far too young to be toiling away making lemonade for profit anyway. It’s enough to drive young entrepreneurs…. straight back to the sandbox.”

  4. Defining CSR • Corporate Social Responsibility (CSR) • The actions of an organization that are targeted towards the achievement of a social benefit over and above maximizing profits for its shareholders and meeting all its legal obligations.

  5. Defining CSR • The Instrumental Approach • The perspective that the only obligation of a corporation is to maximize profits for its shareholders in the provision of goods and services that meet the needs of their customers.

  6. Management Without Conscience The Social Contract Approach • The perspective that a corporation has an obligation to society over and above the expectation of its shareholders. • Modern social contract approach argues there is an obligation for corporations to meet the demands of the society rather than just the demands of a targeted group of customers • Recognize all stakeholders

  7. Management by Inclusion • Actions of corporations impact customers, employees, suppliers, and communities • Some groups will be positively impacted, others will be negatively impacted

  8. Management by Inclusion • Recognizing the interrelationship of these groups leads beyond the bottom line • Going beyond generating profit inevitably attracts a lot of attention

  9. The Driving Forces Behind CSR • Transparency • Knowledge • Sustainability • Globalization • The Failure of the Public Sector

  10. The Triple Bottom Line • FINANCIAL • SOCIAL • ENVIRONMENTAL

  11. The Triple Bottom Line Coca-Cola’s 2004 Citizenship Report: “Our Company has always endeavored to conduct business responsibly and ethically. We have long been committed to enriching the workplace, preserving and protecting the environment, and strengthening the communities where we operate. These objectives are all consistent with—indeed essential to—our principal goal of refreshing the marketplace with high-quality beverages.”

  12. The CSR Bandwagon Ethical CSR • Organizations pursue a clearly defined sense of social conscience in managing their financial responsibilities to shareholders, their legal responsibilities to their local community and society as a whole, and their ethical responsibilities to ‘do the right thing’ for all their stakeholders.

  13. The CSR Bandwagon Altruistic CSR • Organizations take a philanthropic approach by underwriting specific initiatives to “give back’ to the company’s local community or to designated national or international programs. Strategic CSR • Philanthropic activities are targeted towards programs that will generate the most positive publicity or goodwill for the organization.

  14. Carbon Footprint • New and questionable practice: Making your operation carbon neutral • Carbon offset credits • Kyoto Protocol Ratification • European Carbon Investors and Services Association (ECIS)

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