A Critical Evaluation Of How Management Affects The University Of Manchester 's Vision Of Social Responsibility

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A critical evaluation of how management can contribute to the University of Manchester’s vision of social responsibility

Innovation. Leadership. Coordinating. Planning. These are only four out of an infinite number of words that can describe not only management, but also a manager. Over the years, management has developed greatly, evolving from an unrecognized discipline or practice (Cunliffe 2014) to one of the pillars of society. Daft et al (2010, p. 3, p. 5-6) argue that “the nature of management is to motivate and coordinate others to cope with diverse and far-reaching challenges”, thus creating an image of managers as “the executive function of the organization, responsible for building and coordinating an entire system, rather than
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Among its key strategies, the university hopes to make an impact through its responsible graduates, making sure the students are not only highly employable, but are also able to act as informed, thoughtful and critical citizens and future leaders, capable of exercising ethical, social and environmental responsibilities (Manchester 2020 Strategic Plan).

Fahy and Jobber (2012, p. 5) define marketing as “the achievement of corporate goals through meeting and exceeding customer needs better than the competition”. Through this definition, one can easily see that the University of Manchester’s social responsibility strategy on responsible graduates can have a positive impact on marketing’s goal of meeting and understanding customer needs. The main argument of this essay will focus on how, by teaching students to be ethical and informed citizens, the university benefits the community and the marketing practice. To support this argument, I will be looking into some of the University of Manchester’s initiatives, such as the Leadership Programme and Social entrepreneurship and link them with ongoing concerns regarding the marketing practice and social responsibility.

At the moment, social responsibility appears to gain a higher importance, enabling “businesses to gain legitimacy among their constituents” (Maignan and Ferrell 2004, p.4). From a marketing perspective,
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