Corporate Social Responsibility Key Take A Ways Dr. Gregory Pace Planning Ahead — Key Takeaways Discuss social responsibility and corporate governance. 2 Social Responsibility Stakeholder Management Stakeholders: persons, groups, and other organizations directly affected by the behavior of the organization and holding a stake in its performance. Stakeholder power: the capacity of the stakeholder to positively or negatively affect the operations of the organization. Demand legitimacy: the validity and legitimacy of a stakeholder’s interest in the organization. Issue urgency: the extent to which a stakeholder’s concerns need immediate attention. 3 Figure 3.4: The Many Stakeholders of Organizations 4 Social Responsibility Corporate social responsibility and governance: Looks at ethical issues on the organization level. Obligates organizations to act in ways that serve both its own interests and the interests of society at large. 5 Social Responsibility 6 Stewardship Taking personal responsibility to always respect and protect the interests of society at large Sustainability: acting in ways that support a high quality of life for present and future generations Alternative energy Recycling Waste avoidance Triple bottom line evaluates organizational performance on economic, social, and environmental criteria 3 P’s of organizational performance – profit, people, and planet Social Responsibility Perspectives on social responsibility: Classical view Management’s only responsibility is to maximize profits. Socioeconomic view Management must be concerned for the broader social welfare, not just profits. Shared value view Approaches business decisions with the understanding that economic and social progress are interconnected Virtuous circle-socially responsible behavior improves financial performance which leads to more responsible behavior 7 Social Responsibility Arguments against social responsibility: Reduced business profits Higher business costs Dilution of business purpose Too much social power for business Lack of public accountability Arguments in favor of social responsibility: Adds long-run profits Improved public image Avoids more government regulation Businesses have resources and ethical obligation Four strategies of corporate social responsibility—from obstructionist to proactive behavior. Social Responsibility 10 Corporate governance: The oversight of the top management of an organization by a board of directors. Corporate governance involves: Hiring, firing, and compensating the CEO. Assessing strategy. Verifying financial records. How government influences organizations: Businesses required by law to have boards of directors that are elected by stockholders Figure 3.6: Ethics Self-governance in Leadership and the Managerial Role 11 .MsftOfcThm_Accent1_Fill { fill:#4472C4; } .MsftOfcThm_Accent1_Stroke { strok ...

1. Corporate Social Responsibility
Key Take A Ways
Dr. Gregory Pace
Planning Ahead — Key Takeaways
Discuss social responsibility and corporate governance.
2
Social Responsibility
Stakeholder Management
Stakeholders: persons, groups, and other organizations directly
affected by the behavior of the organization and holding a stake
in its performance.
Stakeholder power: the capacity of the stakeholder to positively
or negatively affect the operations of the organization.
Demand legitimacy: the validity and legitimacy of a
stakeholder’s interest in the organization.
Issue urgency: the extent to which a stakeholder’s concerns
need immediate attention.

2. 3
Figure 3.4: The Many Stakeholders of Organizations
4
Social Responsibility
Corporate social responsibility and governance:
Looks at ethical issues on the organization level.
Obligates organizations to act in ways that serve both its own
interests and the interests of society at large.
5
Social Responsibility
6
Stewardship
Taking personal responsibility to always respect and protect the
interests of society at large
Sustainability:

3. acting in ways that support a high quality of life for present and
future generations
Alternative energy
Recycling
Waste avoidance
Triple bottom line
evaluates organizational performance on economic, social, and
environmental criteria
3 P’s of organizational performance – profit, people, and planet
Social Responsibility
Perspectives on social responsibility:
Classical view
Management’s only responsibility is to maximize profits.
Socioeconomic view
Management must be concerned for the broader social welfare,
not just profits.

4. Shared value view
Approaches business decisions with the understanding that
economic and social progress are interconnected
Virtuous circle-socially responsible behavior improves financial
performance which leads to more responsible behavior
7
Social Responsibility
Arguments against social responsibility:
Reduced business profits
Higher business costs
Dilution of business purpose
Too much social power for business
Lack of public accountability
Arguments in favor of social responsibility:

5. Adds long-run profits
Improved public image
Avoids more government regulation
Businesses have resources and ethical obligation
Four strategies of corporate social responsibility—from
obstructionist to proactive behavior.
Social Responsibility
10
Corporate governance:
The oversight of the top management of an organization by a
board of directors.

6. Corporate governance involves:
Hiring, firing, and compensating the CEO.
Assessing strategy.
Verifying financial records.
How government influences organizations:
Businesses required by law to have boards of directors that are
elected by stockholders
Figure 3.6: Ethics Self-governance in Leadership and the
Managerial Role
11
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7. Week 6 Assignment:
Social Responsibility and Human Resource Management
This week discusses the some of the challenges face by human
resource management in responding to changes in society as
well as issues related to ethics and social responsibility. Near-
constant changes in workforce composition, skills, worker
expectations and work-life relationships require well-conceived
and effectively implemented HR practices and systems that must
be continuously reviewed from a strategic point of view.
Pressure from a variety of external constituents and/or the
desire to “do the right thing” greatly influence decisions related
to ethics and social responsibility and are influenced and
affected by human resource management.
Hale, Judith. (2006). The Performance Consultant's Fieldbook:
Tools and Techniques for Improving Organizations and People
(Essential Knowledge Resource). 2nd Edition. Washington
D.C.: Pfeiffer.
Assignment
In a 2-page (minimum) paper following APA format, answer the
following questions:
Human resource managers typically face three kinds of ethical
problems. The first is the need for discernment or determining
the right thing to do in a given situation. The second is conflict
between what the HR managers feels is right and what the
employer asks be done. The third is conflicts of interest where
the HR manager’s personal beliefs differ from the responsibility
of acting as an agent for the employer.
· Give an example of each and backup your data using credible
research from online resources.
· Be sure to follow up your suggestions with data from credible
resources.

8. · Remember that your title and reference page are not
considered in the minimum page count requirements.
· 2 pages
· 3-4 reference
· APA conventions for citing
· No plagiarism