Microsoft’s Partnership with Unhcr – Pro Bono Publico Essay

In response to the earlier task where all Senior Stakeholder Relationship Representatives were required to settle on a strategic Corporate Social Responsibility (CSR) partner for BusComm Enterprises, Armed Services YMCA of San Diego is hereby presented as the final choice. The charitable organization offers numerous support services such as assistance to rehabilitate wounded soldiers, free medical and psychological counseling, and programs to aid soldiers and their families. This choice is also based on the known deficit of support to military men and women who frequently suffer from life altering physical and emotional injuries. The Armed Services YMCA is a well-organized and highly rated association, with a rich history of serving since the civil war. It is thus a suitable strategic partner that fits our organizational goals and desire to integrate precedent setting CSR practices. This charity also fits our budget and presents a unique opportunity to serve in a barely exploited area, which will appeal to our shareholders. Conversely, my analysis indicated that Invisible Children would require higher scaling of resources and commitment in order to make an impact while their thematic area may be hard to resonate with our audience. Elsewhere, Community HousingWorks appeared capable of self-funding and represented a fairly common CSR partner who wouldn’t present BusComm Enterprises as any different among peers. It was also my opinion that the San Diego Brain

For example, AFLAC would award its employees who present themselves within the community or volunteer for many charities, with the Volunteer of the Month award. This award can build the morale of the employee and keep them engaged. In the end not only are employees being recognized for their philanthropic work, but also it allows AFLAC to gain rapport due to its continuous efforts in the community. Secondly, AFLAC utilizes sound performance and incentive as an enhancement tool in order to promote and develop employees for the next level within the organization and keep pace with the company’s overall goals and strategies. “Approximately 90 percent of employees were attracted to and remain at Aflac because of company reputation. Employees are happy with the profit-sharing bonus, with 81 percent of employees saying they believe it is better than that of other companies” (p.7). This strategy is a marketing tool that allows AFLACs employees to see endless opportunity, which has allowed AFLAC to retain over 91 percent of it,

It is often said that a structure is only as strong as its foundation. This same principle can be applied to a business. In this case, the foundation is the stakeholders and the company’s corporate social responsibility strategies, both of which play a crucial role in the long-term success (or strength) of the company. Bombardier is a Canadian aerospace and transportation company which was founded in 1942 in Valcourt, Quebec as a snowmobile company. As its success grew, Bombardier expanded into one of the world’s leading transportation manufacturers; a multinational company, and evidently a highly successful one. The focus of this report, however, will not be on the overall success of the company, but on the company’s disposition

Which results in better performance, greater efficiency, improved customer satisfaction, and lower costs, turnover, and absenteeism. In the current business and organization literature, employee satisfaction, respect, loyalty, and an atmosphere of feeling valued is imperative to the success of a business. The feeling that an employer sincerely cares for its employees is remarkable. In line with Gupta & Agarwal (2012), it is imperative that employees understand the worth of their lives in the workplace. Companies that express a genuine mutual care towards its employees gets better results. They are motivated to work harder and smarter. Many employers are only interested in the bottom line and performance, not their employees’ well-being and their

Every organized company worldwide should have among its structure, one planning and coordination division in which social and business goals are integrated. Corporate social responsibility (CSR) programs are necessary for commercial business as an element of risk management and represent an outstanding mechanism for the stakeholders to identify weaknesses when their own actions or others conduct in its operating environment generate social risk. (Kytle and Ruggie 2005).

From a business ethics stance “corporate social responsibility” (Velazquez, 2007, pp. 23), refers to the social interest an organization manifest in the environment it operates. SoftMagic has not seized opportunities from corporate social responsibility. In the U.S., the use of pro-bono activities to develop networking is fundamental considering that multiple leaders of different firms participate and engage in activities that consequently offer an opportunity to market and increase the awareness of the organization. One more time, the cultural challenge seems to have affected the opportunities for SoftMagic.

CSR lacks universal methods. The United Nations Industrial Development Organization (UNIDO) mentions that it is important to draw a distinction between CSR as part of strategic business management concept and charity, sponsorships or philanthropy. The latter applications make valuable social impacts that enhance the reputations of the companies, however, CSR is a continual effort instead of an instance. A few features that CSR should focus on are: eco-efficiency, employee and community relations, environmental management, gender balance, responsible souring, anti-corruption, stakeholder engagement and human rights. Utilizing some of these key features a company can bring competitive advantages into the market place. Increased sales and profits from operational cost savings as well as improved reputation and brand image and customer loyalty can result from a well-defined CSR strategy.

It would have been good if this fundamental vision was in place right at the very beginning of the company’s formation. In the end it is the customers that make the company, so it makes sense to work towards satisfying this customer relationship. To become profitable and achieve market share are secondary objective that can be measured on a annual basis and overall company well being targets can be rewarded with incentives that link into the company’s performance as opposed to individual contribution to the company’s success.

Dr. Veleva’s 2010 case study, “New Balance: Developing an integrated CSR strategy”, examines the company’s history and corporate culture, and describes how in 2006 it started to approach CSR more formally, creating a CSR steering committee. In 2008, the company engaged the Boston College Center for Corporate Citizenship (BCCCC) to help develop a framework, conduct

As the new Global Responsibility Director for Molson Coors, my objective is uncomplicated—to build upon what founder John Molson believed. Molson believed that everyone is a members of a larger community dependent on the idea where everyone played a part (Molson Coors, n.d.). This sentiment speaks directly toward corporate social responsibility (CSR). Defining CSR is a hard task. CSR could be non-governmental organization engagement, or a focus on charitable donations, and even relate to the ethical treatment of employees (Wan-Jan, 2006). I offer that CSR is about action—what it

Corporate social responsibility has been one the key business buzz words of the 21st century. Consumers' discontent with the corporation has forced it to try and rectify its negative image by associating its name with good deeds. Social responsibility has become one of the corporation's most pressing issues, each company striving to outdo the next with its philanthropic image. People feel that the corporation has done great harm to both the environment and to society and that with all of its wealth and power, it should be leading the fight to save the Earth, to combat poverty and illness and etc. "Corporations are now expected to deliver the good, not just the goods; to pursue

Information on each corporation’s negative and positive outcomes is gathered from reports of the United Nations as well as Oxfam International, which are considered to be reliable sources for the relevant facts. The choice of including only two MNOCs is as well the strength of the research; hence it

Corporate Social Responsibility (CSR) is something that affects all companies and should be an active factor in the company’s decision making. It is something all corporations need to care about. CSR is when business’ or corporations take part in an initiative or campaign for a cause that will benefit society and/or in some way make the world a better place (Taylor, 2015). Initially, Corporate Social Responsibility started to take shape around the 1950’s, but some say that it dates all the way back to the 1800s, the idea of CSR was seen (Carroll, 2007). One may think that because it is dated so long ago, it doesn’t have an important impact today nevertheless, it is proven that Corporate Social Responsibility is a pathway for entities to self benefit as they are in the process of benefitting society.

To inspire moments of optimism through our brands and actions. To create value and make a difference everywhere we engage.

The purpose of this essay is to research the notion of CSR and uncover its true framework and outline what social responsibility truly means to corporate organisations, and whether it should be seriously considered to be a legitimate addition to the corporate framework of an organisation.