Corporate Social Responsibility essay

Corporate Social Responsibility essay

Introduction

Social responsibility has fast become a central area of concern in business management. Over the last few decades, however, it has continued to raise concern in the business world mainly because of the rising need for businesses to operate with a consciousness of their resp0onsibility to protect the customers and the environment (Harjoto, 2017). This, hence, jas caused an increased interaction between businesses, governments, and the people as they attempt to develop approaches to business that are friendly. In the past, business managers mainly concerned themselves with the economic outcomes of their operations. Today, however, thing s have changed. It is needed that businesses also reflect on the ethical, legal, as well as the social impact of decisions made. The current essay discusses the concept of corporate social responsibility while relating them with the duties of an internal manager. Also, a business case of Samsung is adopted to address the principle while referring to the Quinn Framework. The drones in the Millxaster are also connected to this in the current discussion.

1. Characteristics of an Internal Manager

The 21^st-century leadership report (Chattered Asociation of Business Schools, 2018) discussed in detail the essential skills and capabilities of business managers and employees. In the story, it was clear that most employers shared a familiar feeling abut today’s business school graduates – that most were continually becoming lesser and lesser competent in their interpersonal and management skills. It is majorly striking that the report centered mainly on the application of interpersonal skills and management skills among recent graduates. This is because of the cental value of these skills in the running of businesses.

An internal manager needs to be a master of all0-rounded skills of management. The process of integrating CSR into business demands that leaders should possess competencies like the ability to perform tasks. It is also relevant that people be full of knowledge, experience, and skills at their work. Osagie et al. (2014) argued about the need for CSR competence management within organizations. They stated that CSR needs to be expressed and discussed within the organization and the responsibilities and required competencies of each manager defined for each position.  The development of these personal competencies should focus on the possibility of ethical dilemmas that are always expected to happen in the business world.

CSR competencies and skills are essential. The significance draws mainly from the fact that CSR  demands diverse disciplines and tackles complex issues that must be approached with wisdom. With this in mind, Shinnaranantana, Dimmitt, and Siengthai (2013) outline key competencies that need to be part of a CSR manager. These are understanding society, building partnerships, questioning businesses, stakeholders of good relations, strategic perceptions, and harnessing diversity. Accordingly, the scholars describe that there is a need for CSR practitioners to form essential links between the business and the outside world in a bid to promote the acceptability of the business, which in turn fosters profitability. It is vital that practitioners possess critical competencies in areas of communication, as asserted in the report by Shinnaranantana, Dimmitt, and Siengthai (2013). in this direction, it is needed that such people seek to promote adequate and clear communication that defends the business and enables the outside world to accept the business strategies taken by the company. They should also relay any changes that happen in the external environment to the business staff and promote their acceptance in a way that makes people appreciate their importance. It is therefore needed that such people be of excellent communication skills.

Finally, practitioners must be aware of the primary skills that are expected of the CSR manager. Precisely, Encouraging a business manager to step up to the position in question here demands that an entirely complete set of skills and competencies be infused into them. One,s personal attitudes and beliefs should define leadership qualities that position one as a perfect CSR manager. Moreover, developed management skills that are taught, such as dialogue and partnership building, are essential. The final of these is reflexive capability. Thus, the attributes of acting with integrity, caring for people, demonstrating ethics, communicating effectively, taking long term plans, being open-minded, and managing responsibly outside the company are central for such cases.

1. Corporate Social responsibility, Samsung and the Quinn Framework

An interesting example of a large business that heavily relies on corporate social responsibility is Samsung Electronics, a multi-national technology giant that produces mainly household appliances and communication gadgets. Like other players in the industry, Samsung suffers numerous ethical dilemmas relating to the usage of electronics, disposal of wastes, and the design and release of new electronics. This is mainly complicated by the fact that many companies in the industry usually patent their electronics and models and make it difficult for other companies to develop similar devices. For this reason, Samsung has, many times, found itself in ethical clashes with other companies in the industry.

Notably, Samsung Electronics has many times clashed with Apple Incorporation over the usage of patents. The most significant of these disputes in recent history occurred in 2011 between Apple Inc. (Apple) and Samsung Electronics (Samsung), as described by Saardchom (2014). Thereafter, more than 50 other lawsuits have been reported in courts worldwide. Because of the central role of technology – and smartphones specifically – in transforming the lives of people, the dispute between these two technology giants caught the attention of many media houses globally. Following the launch of Samsung’s Galaxy series of smartphones, the Apple company felt threatened and therefore filed a lawsuit against Samsung claiming that the Korean technology giant had violated patent rights by designing a phone similar in design to their iPhone series.

Because of the many happenings of cases and suits, Samsung has developed a robust CSR framework that is now being emulated by any other companies. Firstly, the company has designed a green energy program that will see most of its plants shift to renewable sources of energy. Secondly, it has developed an approach that encourages people to send back smartphones that cannot be reused to the company so that they can be recycled by the company.

On relating to the Quinn frameworks as summarized by Buddy (2016), the case of Samsung fits well with the rational goal model. Here, the organization works to carefully build itself as one that works effectively and increases productivity as it also cares about the external environment of the business as a way of maintaining its market and keeping customers. By caring about corporate social responsibility to the government, the customers as well as the environment, the business enhances ist capability to sustain a creative environment as it cares to accept change and incorporate it into the business carefully. The business directors here are more careful about the capacity of the business to develop and sustain a vision, to set proper goals and objectives and attain them, and design and organize itself as a global firm. The chief role of the management, and moreso the corporate social manager, is to manage competition by enhancing the organization’s outside image.

1. The CSR Manager and the Drones in Millcaster

For the 2020 version of Millcaster simulation, the second round based manly n a decision around drones. Even though there is no specific mention of corporate responsibility, it is undoubtedly central in this case. One key thing is that the values on which the industry is based had recently been revised and restated in consultation with the employees of the firm. The fact that discussion was considered confirms a case in which the management cares about the say of the employees and thus its corporate social responsibility towards its employees. Also, the simulations were done with a clear vision of the impact they have on the community. Tus, appropriate consultations, and redefinition of competencies, values, and skills were essential. The previous sections of this paper discuss the need to consult the employees when defining appropriate competencies for managerial positions as well as other key positions.

CSR is key to the rapid development f brand equity and protection of the customer base. It basically provides an avenue which, when followed, ensures that the business serves the people well as it seeks to maintain its profitability. However, one of the main challenges that face the approach of ensuring CSR is tat; many companies have not allocated a particular managerial position for the CSR manager. Such a staff is needed to ensure that the business manages well its relationship with the external environment. Many businesses care about their internal environment and forget that they also need to care about the outside if they are to make a profit and maintain sustainability.

1. Peter Drucker’s version of CSR

Corporate social responsibility, as defined, is never about how much money is made but about the manner in which the business in question contributes to charity and care for the environment and the people. Indeed, when a business cares for its people, it sustains a continued production rate and creates a tremendous corporate impact. The overall involvement of the firm in activities that improve people’s quality of life is the most crucial thing in business, as Petter Drucker (2007) argues. Thus, in this direction, CSR has continued to rise as a critical issue in the business world. In fact, CSR is increasingly becoming a mainstream activity in many companies.

The question of what businesses must do to improve the quality of life of the people, as well as what businesses owe the world, will always arise. Certainly, these are not abstract questions that can be ignored easily. According to Peter Drucker, leaders in most areas of the business need to be careful about their responsibilities. He asserts that “Leaders in every single institution and in every single sector … have two responsibilities. They are responsible and accountable for the performance of their institutions, and that requires them and their institutions to be concentrated, focused, limited. They are responsible also, however, for the community as a whole.” In this case, Drucker’s idea was to lead business people to a state of understanding that besides making profits, their businesses also have a responsibility to the people. He, therefore, explains that business leaders need to work out their business agenda while keeping in mind that they need to and must always care for the customers and the entire world at large.

It is essential that leaders in the corporate world see the place of corporate responsibility. They need to take up wholeheartedly the idea of “the spirit of performance” and exhibit high levels of integrity and morality as they undertake their business-specific goals and activities. In this direction, one needs not to lay aside the fact that businesses have to serve the people as they create incomes and revenues. Businesses, therefore, need to run by “focusing on results, building on strengths, and leading beyond borders to meet the requirements of stakeholders, ultimately serving the common good.”

From Drucker’s viewpoint, leadership is about how to be a good manager and not how to do good works. However, it is what a business leader does that people will ultimately see and judge People rarely judge a leader based on who they are (Drucker 2007). Based on this, leaders must ensure that whatever they do is strictly based on clearly defined values and principles. In doing this, leaders will have established their personal being, and the same will marry well with the doings of the leader. It is vital that a leader challenges the narrative that there should be no fear of challenges with every policy, practice, and procedure that they develop in their businesses. It is centra that they apply the Druckers principle, which assures managers that an organization high enough in the spirit of performance is a firm that is led by moral and value-based executives. Sch leaders are ones that are committed to doing only what is right, and getting it done in the right way. Such a simple philosophy clearly meets the principles of CSR and can significantly improve the outward perception of the business.

Conclusion

Corporate social resp[onsibility is an essential component in modern business.  In the past, business managers mainly concerned themselves with the economic outcomes of their operations. Today, however, thing s have changed. It is needed that businesses also reflect on the ethical, legal, as well as the social impact of decisions made. Thus, social responsibility has fast become a central area of concern in business management. While considering the case of Samsung Electronics and the Quinn Model, the subject at hand has been deeply addressed. From the discussion, it is inevitable that a CSR manager needs to have some significant skills, which include acting with integrity, caring for people, demonstrating ethics, communicating effectively, taking long term plans, and being open-minded, and managing responsibly. On the same, Peter Drucker discusses that leadership is about how to be a good manager and not how to do good works. Whereas it is what a business leader does that people will ultimately see and judge, leaders must ensure that whatever they do is strictly based on clearly defined values and principles. Thus, a leader’s bein still remains key in ensuring the attainment of CSR responsibilities.

References

Chartered Association of business schools (2018) 21st-century leaders – building employability through higher education. Available at https://charteredabs.org/wpcontent/uploads/2018/03/21st_Century_Leaders_CMI_Feb2018.pdf (accessed 6th March 2020)

Drucker P (2007): The practice of management Revised edition (the classic Drucker collection) Oxford, Butterworth-Heinemann

Harjoto, M. (2017). Corporate social responsibility and corporate fraud. Social Responsibility Journal, 13(4), 762-779. doi: 10.1108/srj-09-2016-0166

Osagie, E., Wesselink, R., Blok, V., Lans, T., & Mulder, M. (2014). Individual Competencies for Corporate Social Responsibility: A Literature and Practice Perspective. Journal Of Business Ethics, 135(2), 233-252. doi: 10.1007/s10551-014-2469-0

Saardchom, Narumon. “Design Patent War: Apple Versus Samsung.” South Asian Journal Of Business And Management Cases, vol 3, no. 2, 2014, pp. 221-228. SAGE Publications, doi:10.1177/2277977914548341. Accessed 1 Oct 2019.

Shinnaranantana, N., Dimmitt, N., & Siengthai, S. (2013). CSR manager competencies: a case study from Thailand. Social Responsibility Journal, 9(3), 395-411. doi: 10.1108/srj-07-2011-0053