Chapter 6 1. Discuss fully the 5 aspects of Corporate Social Responsibility (CSR

Question

Chapter 6
1. Discuss fully the 5 aspects of Corporate Social Responsibility (CSR).

Chapter 7

2. Discuss matrix, boundary-less, and learning organizations.

Chapter 8

3. Discuss organizational culture, why it is important, and the dimensions that make up organizational culture.

Chapter 9

4. Identify and discuss fully the 3 ethical concerns / implications of social networks.

Using the link Principles to Management Textbook: http://open.lib.umn.edu/principlesmanagement/. Can you answer questions 1-4?

Explanation / Answer

Five aspects of CSR

CSR is about managing business processes to create a positive effect on society. It is about ethical and philanthropic responsibilities. It includes following aspects of managing:

Matrix, boundary-less, and learning organizations.

Matrix Organizations

In a product structure, a company is organized into several divisions based on different products it sells. Member of the division communicate, take responsibility and report to seniors in the hierarchy within the division. In a functional structure, the company is organized into several functions like marketing, finance etc. the communication, reporting etc takes place within each function and the members are specialized in each function. In a matrix organization, structures like function and product are combined together. E.g. employees report to both functional/departmental managers as well as product managers. Departmental managers have control over policy and administrative issues whereas as product managers have control over products.

Advantages are the mixed structure increased communication within organization   and quick response to environmental demands

Disadvantages –

Boundaryless Organizations

Boundaryless organization – here the traditional barriers within an organization and between the organization and external environment are removed

Modular organization- here the organization outsources all non-essential functions and only the strategic core competency providing essential functions are retained. E.g. Toyota

Strategic alliances – here two companies join together to form an alliance that is profitable for both . even competitors may come together. Eg Starbucks with PepsiCo and this helped in distribution of Starbucks products in retail stores

Others

Learning Organizations

Learning organizations are those which encourage active learning, knowledge acquisition, This helps to change behavior, innovation etc. This is done through voluntary efforts in organisational design and structure E.g. 3M. Learning organisations are generally more innovative that this helps them in sustainability and progress

Learning organisations learn

Organizational culture

Organizational culture refers to a system of shared assumptions, values, and beliefs that show people what is appropriate and inappropriate behavior

Dimensions of cultures

1. Assumptions – these are beliefs about organisational nature and reality

2. Values – shared principles and standards

3. Artifact - reflecting those values e.g. Open cafeterias, office layouts without cabins

Ethical concerns of social networks

Social networks are the patterned structure of relationships among people.

Ethical concerns of social networks

Privacy violation

Survey and social mapping may harm individual privacy. In surveys, the person may have agreed to the survey even without knowing the objectives and futures usage

In a social mapping, even is the party give consent, the individuals connected to the party may not know about this mapping. Even if the identities of individuals are kept anonymous, it might be possible to guess

Content of social networking like emails can be used for social mapping as well as establishing patterns about individual behavior.

Harm to Individual Standing

Social network map helps us in finding inefficiencies and improving effectiveness

But they may also lead to other results. Finding a bottleneck in an organization may led to misinterpretations about a bottle neck and a biased view about the individuals in the bottle neck. Unwarranted disciplinary action is a bad consequence

Finding source of inefficiencies may also lead to expulsion of non-core workers

Psychological Harm

When information from surveys is used for manipulating individuals, it causes psychological harm

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