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social responsibility means to you personally. SocialEssay

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¶ … social responsibility means to you personally.

Social responsibility refers to the usage of a balanced organizational approach in addressing corporate aspects of social, environmental, and economic issues in a manner that endeavors to benefit not only the organization, but also individuals, populations, and the whole of society (SECO, 2004). It is an ethical model wherein individuals are responsible for meeting their civic obligation; an individual's actions must be deemed to profit the entire society. A balance should exist between economic progress and the long-term welfare of the environment and of society. Social responsibility can be said to be achieved if this balance is maintained. It is constructed on an ethical system wherein actions and decisions should be ethically sanctioned before proceeding. In case any harm is caused to the environment or to society by any decision or action, it is deemed as a socially irresponsible act (Pachamama Alliance, n.d.).

Morals intrinsic to society distinguish right from wrong. Social justice, in this context, is deemed by most as being correct; however, very often this justice is absent. All individuals are responsible for behaving in a way that benefits the whole society and not just the individual themselves. Organizations have come up with a social responsibility system to fit their organizational environments. If a firm maintains social responsibility, then the workforce and environment are held equivalent to company economics. Social responsibility maintenance in a firm ensures that the environment and society are safeguarded. An action's or a decision's ethical repercussions are often disregarded for personal benefit, which is normally material. This is commonly revealed in firms that try to trick environmental regulations. In such instances, it is imperative for government to intervene (Pachamama Alliance, n.d.).

Do you think business organizations should be socially responsible? Provide two (2) supporting facts to justify your response.

Social responsibility (SR) works in the best interests of an organization in the long run. According to this view, if businesses with to function well in future, they must act now to ensure their long-term sustainability. Social responsibility wards off governmental regulations, which is very helpful for organizations. It is grounded on the concept that future interventions by the government can be pre-empted by organizational policies with self-disciplined standards, fulfilling societal expectations. Corporate social responsibility has two notions, namely: 'organizations have resources', so 'let organizations have a chance at trying'. As firms have a host of resources in the form of capital, management skills, and functional capabilities, and as several others have unsuccessfully attempted at resolving social issues, organizations must be offered a chance. Social responsibility maintains that it is better to be proactive than reactive, i.e., pro-acting (forecasting, planning, and introducing) is a more cost-effective, and pragmatic approach than merely responding to social issues after they have emerged. Corporations must be socially responsible as society firmly advocates it (Carroll & Shabana, 2010).

South Africa's idea of economic empowerment of blacks can be viewed as an aim that significantly coincides with national social responsibility agenda. It is, however, a political idea as well, and thus at least partially isolated from SR. It was customary for businesses in the nation to donate to charity and seek traditional chiefs' benefaction at the time of apartheid. However, in the years leading to- and post-1994 elections, South Africa's business community began developing a more comprehensive SR strategy, which was bolstered by a statutory campaign (SECO, 2004).

A second example is as follows. In South Africa and Chile, the sector of mining has become a key force in socially responsible activities. Also, in Chile, information technology, petroleum, and forestry sectors are principally active. Even in these sectors, a few particular firms are evident leaders. These firms demonstrate that drivers for SR practices adoption (or responses to them) emerge more strongly for certain organizations than for others, even if they belong to the same sector or locality (SECO, 2004).

Do you think values-based management is just a "do-gooder" ploy? Provide one (1) supporting fact to justify your position.

A value-based managerial approach can basically be viewed as one that is indirect. It concerns itself with empowering employees to perform the right work assignments by themselves without directly instructing them. In case of firms that are knowledge-based, another situation exists wherein management isn't necessarily aware of what its staff members specifically ought to do; in fact, they are expected to be unaware. The role of management is defining, creating, and communicating conditions wherein knowledge workers may work. These conditions deal with appropriate actions and acceptable behaviors concerning company values and management visions. This information obtained from management enables personnel to gather an understanding of company directions and conditions. A value-based managerial form, therefore, concerns itself with making individuals in the organization work in collaboration towards a shared objective without overt managerial exercising of authority and pressure.

Organizational values at Hewlett-Packard (HP) are defined in a company publication, 'The HP Way.' This encompasses the organizational philosophy as was perceived by its founders, David Packard and Bill Hewlett, during the late 1950s. The company values have only been revised marginally. 'The HP Way' was viewed as a code that glued the firm together; it was considered a crucial factor in the organization's success. The publication was written on the basis of two decades of working experience with HP's management since its inception in 1939. It may be observed that the company's founders had already foreseen at the start, to quite an extent, several tendencies in management and organization that are management trends today. HP's organizational values are rather flexible and extensive, despite them communicating a feeling or understanding of proper conduct in the company to employees. In order to persist over time, values must be flexible. One might, however, raise questions over the effect of such values, as they are only vaguely defined. One consequence is that the storytelling concept should supplement the focus on organizational values; i.e., via storytelling, organizational values can be communicated, as well as being made concrete (Nymark, 2000).

Part B

To analyze the need to balance the interests of a variety of stakeholder groups, what questions should management ask? Provide four (4) questions.

There are responsibilities, concerns and interests that all stakeholders share, and that must be recognized, accepted, and approved during the early planning phases of employee health research. These must be reexamined all through the course of the study. Responsibilities shared among stakeholders include:

Ensuring that the research has scientific value and has undergone strict peer review

Being informed regarding research procedures and subject

Compromising with the other stakeholders, in case of apparent conflicts

Providing project information and notification to the other stakeholders

Engaging actively in study development, designing and implementation

Fulfilling these responsibilities all through the study (STAKEHOLDERS: THEIR INTERESTS, CONCERNS, AND RESPONSIBILITIES, n.d.).

1. Should stakeholder position(s) be set aside for constituencies very closely related to the company?

2. Alternatively, should they (stakeholder position(s)) be interpreted broadly, taking into consideration all groups that may be impacted by, and may themselves impact, the firm?

3. What is sought when looking for organizational success?

4. Should competing firms/activists/media/natural environment be grouped among stakeholders? (Phillips, 2004)

How do managers misuse discipline? Provide two (2) examples.

While one individual might consider a particular kind of behavior as bullying, another individual may perceive it as 'firm' management. While most individuals agree with regards to examples of extreme harassment and/or bullying, 'gray' areas of employee behavior appear to cause the biggest problems. Giving examples concerning what constitutes intolerable behavior in organizations is a good employer practice. This might include: spreading false rumors or affronting coworkers through deeds or words; copying critical memos about an employee to irrelevant others who are not required to know such information; disparaging or scorning an employee/colleague, i.e., singling someone out and setting him/her up for failure; victimization/exclusion and unjust treatment; domineering supervision and/or other means of misusing position and authority; unsolicited sexual advances -- standing overly close, touching, displaying offensive materials, demanding sexual favors, making decisions based on acceptance or rejection of sexual advances; threatening or commenting about someone's job security on no valid grounds; deliberate undermining of a capable employee through constantly criticizing and overloading with work; and preventing individual progress through deliberate blocking of opportunities for training or promotion (Bullying and Harrassment at Work, n.d.).

One example is Bernie Ebbers, former CEO of WorldCom. Earlier acclaimed as an impressive leader for his efforts in taking the organization to its peak as a telecommunications giant, Ebbers was later disgraced for his inability to morally guide WorldCom, as financial scandals consumed the firm, resulting in the largest ever bankruptcy in America (Trevino & Brown, 2004). A second example is Walmart, which has initiated a powerful legal campaign to isolate Walmart allies from communities via trespass lawsuits. These lawsuits aim to curb free speech and the freedom to assemble, by declaring Walmart supermarkets and adjacent property off-limits to company critics (Johansson, 2013).

Bibliography

(n.d.). Bullying and Harrassment at Work. ACAS. Retrieved from: http://www.acas.org.uk/media/pdf/d/i/Bullying-and-harassment-in-the-workplace-a-guide-for-managers-and-employers.pdf

Carroll, A., & Shabana, K. (2010).… [END OF PREVIEW]

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