Essay Corporate Social Responsibility

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Corporate Social Responsibility (CSR) refers to the obligation of organisations to behave in ethical and moral ways. It refers to the notion that corporations have a responsibility to the society that sustains them (Wood, et al. 2013).
Organisational Behaviour (OB) is the study of how the different individuals in an organisation interact with each other, within a group and as an organisation itself.
Breadtalk displayed CSR when it donated all proceeds from its sale of Peace Panda buns to the Chinese Embassy and Red Cross Society’s ‘China Earthquake Appeal Fund’ for the earthquake victims of Sichuan.
According to Graafland and Mazereeuw-Van der Duijn Schouten (2012), there exists intrinsic (financial) and extrinsic (ethical and altruistic)
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CSR practices also help enhance an organisation’s competitiveness, which can be defined as the ability to innovate; be it their products or strategies. This would force an organisation to develop a strategy to improve organisation’s performance on the whole (Vilanova, Maria Lozano and Arenas 2009).
Through their CSR practices, Breadtalk could possibly engage in research & development, to seek new ways of utilising or substituting ingredients. Breadtalk could even revamp their corporate strategy which may ultimately result in increased job satisfaction or organisational performace.

(b) Being able to understand and follow an unfamiliar culture when venturing into foreign market is vital to the financial success of the organisation. Different countries have different practices. What might be acceptable in one country, may not be acceptable in another. The failure to develop cross cultural awareness may lead to miscommunications and misunderstandings, which could further lead to a dip in the team’s morale and productivity. Business Managers (BMs) themselves should develop an understanding of these cultures and learn how to manage the dynamics and interactions between the staff and the public. This shows that an organisation is integrated both internally and externally, boosting internal morale and external trust. Hofstede (1993) has highlighted that the stress is on the managers
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