The Role of Corporate Social Responsibility in Personal Managerial Effectiveness

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.

CSR manifests itself in many different ways. Businesses need to be aware of their commitments to all their stakeholders – customers, their community, suppliers, employees and, more grandly, the environment in which they

Proper implication of CSR can bring benefits to the organisation by increases in capital, sales, profit, markets, brand name, and customer loyalty.

The Company firmly believes that CSR is primarily, the responsibility of the Company in relation to the impact of its decisions and activities on the society and also the Environment, through a transparent and ethical behavior which is:

In the today’s business world, there are many strategies being used to run businesses. In the recent past, the topic of Corporate Social Responsibility (CSR) has grown rapidly.

In recent years, there have been a growing number of companies that have an explicit Corporate Social Responsibility (CSR) plan. As stated by European Commission (2001), CSR is defined as “a concept whereby companies integrate social and environmental concerns in their business operations and in their interaction with their stakeholders on a voluntary basis.” It is believed that the motives for CSR are gradually converting from philanthropic rationale to performance-driven orientation, but the question of better company performance resulting from the implementation of CSR has often been the centre of debate. The purpose of this paper is to examine how CSR can positively contribute to company performance, which refers to the quantitative

The commitment to ethical behaviour of the business is usually in the corporate social responsibility policy of the business (CSR). Businesses are no longer judged on their ability to produce goods and services but also on how they deliver and the impact they have in the society and the environment.

Carroll’s CSR model can correspond with the various levels of a company’s development. At the initial stage, economic interests are the most important factors to be considered by a company when making decisions. As the business grows larger, the society may have greater expectations to it, and the company may try to generate long term benefits by building a good corporate image, therefore, other issues will also be considered.

The classical, or shareholder perspective- It proposes that fundamental responsibility of business is to maximize the returns for owners and shareholders of the company. This approach is supported by Friedman (1970). According to Nielsen & Thomsen (2007), in this approach, not business organizations but government is considered to be responsible for social issues, and companies address CSR only if the implementation creates long-time value for the owners. The stakeholder perspective – It addresses the responsibility of companies towards the owners as well as various stakeholders of the company. Freeman et al (2008) define stakeholders as ‘those groups without whose support, the business would cease to be viable’ (p. 26) – employees, customers, investors, public authorities, suppliers,

Corporate Social Responsibility (CSR) has become imperative on business convention nowadays. CSR can be defined as the way that firms manage the business processes to generate a positive influence on society (Baker, 2004). The term CSR was appeared in the 1950s, but until 1989, Ben and Jerry’s was the first company which truly publish a social responsibility report (Coles, 2012). In recent years, numerous organizations evaluate firms on their CSR performance since the society is concerned about the CSR ranking. Consequently, business managers in various countries may treat CSR as an inevitable priority (Porter & Kramer, 2006). Nevertheless, CSR is still a controversial issue in the world. Some businesses are struggling to balance corporate

Thought out some wonderful benefits such as increasing the prestige of businesses around the world, attracting many talents to increase profits and having credibility from the society through the right moral behavior. We now see the irreplaceable importance of corporate social resonsibility. And in that sense, the implementation of CSR becomes a strategic element that is oriented in the development of

The purpose of this report is to highlight the implementation of corporate social responsibility (CSR) in the company .CSR is the continuing commitment by business to contribute to economic development while improving the quality of life of the worker force and their families as well as of the community and society at the large .According to Nielsen’s Global Survey on corporate social responsibility(2014),shows that 55% of global online customers in 60 countries said that they can spend

Management, innovation and trends seem to come and go like fashion. Ideas and practices are adopted and discarded, change, mutate and re-form in an ongoing process of exchange among stakeholders. (McManus, 2008, p.1068) CSR helps in rapid development of the country so; it has 5 principles like accountability, ethical behavior, transparency, shareholders and rule of law. Accountability talks about the

Man is a social animal so he cannot live alone. Society does its best to provide the individual with all the comforts amenities and facilities of life. So it is duty to do service for others. Nowadays more and more organizations are engaging in positive way often referred to as corporate social responsibility. It is important to doing a social service all organizations. CSR aims to embrace responsibility for to reassure a positive effect on the environment and stakeholders containing consumers, employees, investors, communities and others. Firstly how company practices in CSR, how company impact on Society, what activities does CSR.

Inyang, Awa and Enuoh (2011) observed that traditionally CSR has been a top-management driven initiative nurtured from policy conception to implementation mainly by the organisations executives. Sharma, Sharma and Devi (2009) also noted that from the very beginning the key player in undertaking CSR activities in business organisations has been top management; other stakeholders who include employees have been rarely covered under the ambit of CSR. It will be argued in this study that the exclusion of other stakeholders, especially employees, and their non-involvement in CSR initiatives tend to affect successful implementation of CSR programmes. As Battacharya, Sen and Koschun (2008) have argued, this top-down approach to CSR creates a gap between top management and employees concerning appropriate sources and ownership of CSR initiatives. Perhaps a more strategic approach would be