Discussion 1 Megancsr Or Corporate Social Responsibility Is

Discussion 1megancsr Or Corporate Social Responsibility Is A Business

Discussion 1 Megan CSR, or Corporate Social Responsibility is a business’s moral responsibility to support society, such as taking a stance on social or environmental issues, while still backing their stockholders. Large businesses have the benefit of a major platform to support movements in a way that an individual group may struggle to do so. Not only is their voice beneficial when taking a positive stance on an issue, but even more importantly their contributions to help back the cause. When businesses support a cause, it creates a huge source of funding which helps to elevate the movement and heighten its impact. Two examples of socially responsible businesses: Lego Group: The Lego Group places a large emphasis on environmental and social issues. They are ranked #1 for having the best corporate reputation. They value their relationships, work to decrease their environmental impact, and work with children in communities worldwide (Lego, 2020). Levi: The textile industry is one of the highest ranked causes of pollution around the world. The people who work in factories finishing denim using techniques such as sandblasting are exposed to deadly chemicals which have been found to cause cancers and breathing issues. Levi took a stance and promised safe working conditions and put a huge emphasis and investment on their workers' well-being, and ensuring the use of an ethical supply chain (Levi Strauss, 2016). Businesses use their CSR in their strategic plan by implementing projects that can help to support their stance on a given social issue. It is also common for people to build stronger brand loyalty with businesses who have the same ideals as you do as a customer. Lego (2020). About us: Sustainability. Retrieved from [URL]. Levi Strauss (2016). Worker Well-Being Implementation Guidebook. Retrieved from [URL].

Corporate social responsibility (CSR) is the responsibility of a company to participate in initiatives to give back to society in which they operate, in order to make the world a better place. In the text, it states that these initiatives can be philanthropic, ethical, legal, economic, and environmental in nature (Abraham, 2012). Name two examples of socially responsible companies you know and explain why you consider them so. (GOOGLE). Besides being the world’s most popular search engine, Google also achieved its 100 percent renewable energy target in 2017 and is now the largest corporate renewable energy purchaser on the planet. As if that wasn’t enough to earn a spot at the top of the corporate social responsibility totem pole, the company also provides grants to several dedicated social impact initiatives, including the Equal Justice Initiative, Goodwill Industries International, and Pratham Books: Story Weaver platform (G. Allison, 2020). Google is still at an all-time high in my book; they give great community to their followers and help in different ways even through their employees. The LEGO Group is one of the most notable examples of how social responsibility can be an incredible asset to a well-known brand. Their dedication to social impact is somewhat recent (a 2014 Greenpeace video put pressure on the toy maker to end their 50-year partnership with Shell Global due to their plans to drill in the Arctic), but the extent of their commitment has made the Danish company a shining example of the far-reaching impact of CSR (G. Allison, 2020).

It was ranked at an all-time high by its reputation and listed as one of the important companies in the world. In the first week, I chose Healthcare Administration as the “strategic planning in healthcare,” and fortunately, the answer is simple. Strategic health planning involves creating objectives and setting goals for where a company would like to go in the future, and then constructing a plan to achieve these objectives. In this industry especially, healthcare planning must consider potential government policy changes, technological advancements, and economic trends that could significantly alter an organization’s operations (Strata Decision, n.d.). They are composed of many components, operating on several levels, such as patient care, financing, and healthcare systems, which must plan for the future in more than just one way.

In the healthcare field, strategic planning should never go unnoticed by either facility—whether hospitals or health systems—as they are all looking to succeed not just in the short term but long term as well. References: Abraham, S. (2012). Strategic management for organizations. Retrieved from [URL]. Allison, G. (2020). Classy, 6 Socially Responsible Companies to Applaud. Retrieved from [URL].

Thomas Since the company I am researching is not involved internationally as of yet, I decided to research Ford Motor Company's international strategy. Currently, Ford operates in North America, Europe, China, and South America (Ford Media Center, 2019). In Europe, they decided to stop selling some of their vehicles due to low sales, focusing on commercial vehicles, passenger vehicles, and imports when needed. It did not make sense to continue producing trucks and SUVs in Europe because demand had decreased. Cultural barriers differ in every country; for instance, in England, they drive on the opposite side of the road from the US, which forces Ford to construct vehicles differently. These differences increase competition among local vehicle manufacturers. Emission laws also vary by country, so Ford must adapt and comply with each country's regulations. These issues influence Ford's strategic considerations because they need to constantly adapt to changing laws and regulations. The strategic plan should include language stating that once the company agrees with the host nation on vehicle style and emission levels, these standards cannot be changed during the contract period, and the company cannot be held liable for non-compliance until the current term ends (Ford Media Center, 2019). Regarding cultural adaptation, Ford faces challenges such as differing driving norms and regulations that impact product design and compliance.

Another company to consider is Durr AG, headquartered in Stuttgart, Germany. Founded in 1895 and publicly traded since 1990 (Mergent, 2020), Durr employs over 16,000 employees across 83 offices worldwide. Operating in diverse cultures, Durr focuses on cross-cultural understanding, which is crucial for its global success. They employ cultural training for leaders and employees, using models like Richard D. Lewis's Lewis Model—Dimensions of Behavior—which classifies cultures as Linear-Active, Multi-Active, or Reactive (Cuco_admin, 2015). This understanding helps Durr facilitate effective communication across cultural borders and enhances cooperation worldwide. Their strategies include direct export, owning subsidiaries, and relocating senior management internationally to promote a consistent global company culture. Durr’s approach exemplifies the importance of cultural sensitivity and training in managing a multinational enterprise effectively. References: Abraham, S. C. (2012). Strategic management for organizations. Retrieved from [URL]. Cuco_admin. (2015). The Lewis Model – Dimensions of Behavior. Retrieved June 18, 2020, from [URL]. Mergent. (2020). Durr AG Company Details. Retrieved from Mergent Online database.

Paper For Above instruction

Corporate Social Responsibility (CSR) has become an integral part of modern business strategy, emphasizing the moral obligation of companies to contribute positively to society while ensuring profitability for their shareholders. The concept encompasses various initiatives across philanthropic, ethical, legal, economic, and environmental domains, reflecting a comprehensive approach to sustainable and responsible business practices. Prominent global corporations exemplify effective CSR engagement, reinforcing their brand reputation and fostering stakeholder loyalty.

Among the most notable examples is Lego Group, which emphasizes sustainability and social responsibility through environmental initiatives and community engagement. The company’s commitment to reducing its ecological footprint and supporting children worldwide has earned it a top position in corporate reputation rankings (Lego, 2020). Their efforts include developing eco-friendly products, minimizing waste, and participating in social programs that benefit children and communities. Such initiatives align with LEGO’s brand values and enhance customer loyalty, demonstrating how CSR can serve as a strategic tool for brand differentiation and long-term growth.

Similarly, Levi Strauss & Co. has prioritized ethical labor practices and environmental sustainability within its supply chain. Given the textile industry’s significant environmental impact, Levi took proactive steps to ensure safe working conditions and the elimination of hazardous practices such as sandblasting, which exposes workers to carcinogenic chemicals (Levi Strauss, 2016). Their focus on worker well-being and supply chain transparency underscores their commitment to social responsibility, which resonates with consumers increasingly conscious of ethical business practices. Levi’s strategic incorporation of CSR into its operations has bolstered its reputation and customer trust, illustrating the power of responsible corporate behavior.

Google Corporation also exemplifies CSR through its aggressive pursuit of renewable energy and social impact initiatives. Achieving 100% renewable energy usage in 2017, Google now ranks as the largest corporate purchaser of renewable energy worldwide (G. Allison, 2020). Additionally, Google supports numerous social causes via grants and partnerships, encompassing justice initiatives and educational programs. Its efforts demonstrate a strategic alignment of environmental responsibility with corporate growth, highlighting the symbiotic relationship between sustainability and business success (G. Allison, 2020). Such actions not only improve environmental metrics but also reinforce Google’s image as a socially responsible innovator.

The importance of strategic planning in healthcare cannot be overstated. Healthcare organizations, whether hospitals or health systems, must develop comprehensive strategies that anticipate future challenges and opportunities. Strategic health planning involves setting clear objectives aligned with projected technological advancements, policy changes, and economic trends (Strata Decision, n.d.). This long-term planning ensures organizations remain resilient, adaptable, and capable of delivering quality care while maintaining financial stability. Effective strategic planning integrates patient care priorities with operational, technological, and regulatory considerations, requiring continuous assessment and adjustment.

In the international business arena, companies like Ford Motor Company exemplify the necessity of adapting strategies to diverse cultural and regulatory environments. Ford’s operations across North America, Europe, China, and South America demonstrate the importance of localized strategies that respect varying consumer preferences, driving regulations, and emission standards (Ford Media Center, 2019). In Europe, Ford’s decision to discontinue certain vehicle models reflects an understanding of declining demand and regulatory constraints, necessitating flexible production and compliance strategies. The company’s ability to tailor its product offerings and compliance practices to specific regional contexts underscores the strategic importance of cultural and legal adaptation in global markets.

Likewise, Durr AG’s global operations highlight the significance of cross-cultural competence and training in international success. Based in Germany, Durr employs cultural models such as Richard D. Lewis's Dimensions of Behavior to facilitate effective cross-border communication and management (Cuco_admin, 2015). Their strategy includes comprehensive cultural training, localization of operations through direct exports, and international leadership rotation. These measures foster a cohesive corporate culture while respecting regional differences, exemplifying how cultural understanding enhances multinational enterprise performance. As businesses continue to expand globally, emphasizing cultural intelligence remains crucial for sustainable growth and operational excellence.

In conclusion, CSR and strategic international management are critical components of contemporary business strategy. Effectively integrating ethical, social, and environmental responsibilities not only enhances reputation but also drives stakeholder loyalty and competitive advantage. Simultaneously, cultural adaptability and strategic planning enable organizations to navigate complex international landscapes successfully. As exemplified by companies like LEGO, Levi Strauss, Google, Ford, and Durr AG, prioritizing responsible business practices and cultural competence fosters sustainable growth and societal impact, ultimately contributing to a more equitable and resilient global economy.

References

• Abraham, S. (2012). Strategic management for organizations. Retrieved from [URL].
• G. Allison. (2020). Classy, 6 Socially Responsible Companies to Applaud. Retrieved from [URL].
• Ford Media Center. (2019). Ford details commitment to global redesign—reshaping overseas operations and strengthening North America. Retrieved from [URL].
• Levi Strauss & Co. (2016). Worker Well-Being Implementation Guidebook. Retrieved from [URL].
• Lego. (2020). About us: Sustainability. Retrieved from [URL].
• Mergent. (2020). Durr AG Company Details. Retrieved from Mergent Online database.
• Strata Decision. (n.d.). Strategic health planning in healthcare. Retrieved from [URL].
• Cuco_admin. (2015). The Lewis Model – Dimensions of Behavior. Retrieved June 18, 2020, from [URL].
• Additional credible sources can include scholarly articles on CSR strategy, global business management, and cultural competence in international corporations, such as journal articles from Harvard Business Review, Journal of Business Ethics, International Journal of Management, etc.