Please Post The Name And Number Next To Each Response

Please Post The Name And Number Next To Each Response

John Freimonday: If I were in charge of evaluating organizations to see if we should donate to them I would have some simple principles to follow. The first would be to look at the company through the eyes of a “global civilian” (Hammond, 2016, 10.3). By this I mean I would look at all aspects of the company and how it affects not only its direct consumers and suppliers but also how those relationships affect the people around them. I would ask, is that company doing more good than bad and is legitimately trying to make the world a better place in some form or fashion? The next and major guiding principle for me would be to vet if they are environmentally friendly.

This is because environmental stewardship is a process that works towards making sure that the necessary resources and climate will be around not only for the company to survive and continue to thrive but also so that our generations or children to come have the same opportunities. In the end if we are investing in organizations that are negatively affecting people or their environments we as a company would only be succeeding at investing in a future in which the company cannot survive as we have destroyed our environment and our reputation with our consumers. Resources Hammond, S. C., & Christensen, L. J. (2016). Corporate and social responsibility: Road map for a sustainable future [Electronic version] . Retrieved from Links to an external site.

Shron Dean Tuesday Aug 8 at 7:45pm Manage Discussion Entry Hello, The ability of a company’s managerial leadership is significant and can play a major role in a company’s success. As a manager at my company that would be in charge of corporate contributions, my criteria would be to focus on quality customer service, a commitment to diversity, and involvement in the community by donating, participating in community activities and programs, and creating a recycling program. This will give more ability to attract and retain employees. Charitable contributions have the potential to increase shareholder value and charitable donations are positively related to financial performance and firm value, which is consistent with the value enhancement belief.

I would want my company to make a positive impact on the world. “Corporate social responsibility refers to voluntary actions taken by firms that are designed to improve social or environmental conditions” (Hammond & Christensen, 2016, sect. 1.1, para 2). Hammond, S. C., & Christensen, L. (2016). Corporate and social responsibility: Road map for a sustainable future

Paper For Above instruction

In the contemporary business environment, corporate social responsibility (CSR) has gained prominence as an essential strategy for organizations seeking sustainable growth and social legitimacy. Two professionals—John Freimonday and Shron Dean—offer insightful perspectives on how organizations should approach CSR initiatives, emphasizing ethical evaluation, environmental sustainability, leadership, community involvement, and stakeholder engagement. This paper explores their viewpoints and analyzes the implications of their approaches to fostering responsible business practices.

Evaluation of Organizational Impact and Ethical Considerations

John Freimonday advocates for a comprehensive evaluation of organizations by examining their impact through the lens of a “global civilian,” a concept emphasizing empathy and awareness of broader societal effects (Hammond, 2016). This perspective encourages decision-makers to scrutinize not only the direct benefits or detriments to consumers and suppliers but also the wider community and environment. Freimonday underscores the importance of companies making more good than harm and actively contributing to societal betterment. Such an approach aligns with the principles of ethical corporate governance, urging organizations to operate with integrity, transparency, and social consciousness.

The focus on environmental stewardship further emphasizes sustainability as a core criterion for responsible investing. Freimonday's emphasis on environmental health recognizes that businesses depend on finite resources and that their long-term viability is intertwined with planetary health. An organization that neglects environmental considerations risks reputational damage, regulatory sanctions, and ultimately, its own survival. This aligns with Hammond and Christensen’s (2016) assertion that companies must integrate social and environmental concerns into their operations to achieve sustainable success.

The Role of Leadership and Community Engagement

In contrast, Shron Dean concentrates on the role of managerial leadership in shaping CSR initiatives. Dean emphasizes that effective leadership involves fostering a culture of quality customer service, diversity, and active community involvement. He advocates for charitable contributions, community participation, and environmental practices such as recycling programs, highlighting that these efforts can attract and retain talent and enhance employee morale. Dean’s perspective underscores the importance of leadership commitment and strategic CSR activities that deliver tangible community and environmental benefits.

Dean also highlights the link between CSR and financial performance, referencing the belief that charitable actions can enhance shareholder value (Hammond & Christensen, 2016). This viewpoint suggests that responsible business practices are not merely philanthropic but integral to long-term financial success, aligning economic and social objectives.

Integrating Perspectives for Sustainable Business Practice

Both Freimonday and Dean underscore different but complementary facets of responsible business conduct. Freimonday’s emphasis on ethical evaluation and environmental sustainability advocates for a holistic approach, urging companies to consider the societal and ecological impacts of their operations. Dean’s focus on leadership, community involvement, and employee engagement highlights the importance of strategic initiatives that foster social cohesion and corporate reputation.

Effective CSR strategies should integrate these perspectives, fostering a corporate culture that values ethical considerations, environmental sustainability, and active stakeholder engagement. Such integration ensures that organizations not only comply with legal standards but also build trust, enhance reputation, and achieve long-term prosperity.

Conclusion

In conclusion, the insights provided by both John Freimonday and Shron Dean reinforce the multifaceted nature of CSR. Ethical evaluation, environmental stewardship, leadership commitment, and community engagement are all crucial elements for organizations aiming to operate responsibly. By balancing these principles, companies can contribute positively to society while securing their own sustainability in an increasingly conscientious global marketplace.

References

  • Hammond, S. C., & Christensen, L. J. (2016). Corporate and social responsibility: Road map for a sustainable future. Retrieved from [URL]
  • Carroll, A. B. (1999). Corporate social responsibility: Evolution of a definitional construct. Business & Society, 38(3), 268-295.
  • McWilliams, A., & Siegel, D. (2001). Corporate social responsibility: A theory of the firm perspective. Academy of Management Review, 26(1), 117-127.
  • Porter, M. E., & Kramer, M. R. (2006). Strategy & society: The link between competitive advantage and corporate social responsibility. Harvard Business Review, 84(12), 78-92.
  • Maon, F., Lindgreen, A., & Swaen, V. (2010). Developing a Framework for The Integration of Corporate Social Responsibility into Supply Chain Management. Journal of Business Ethics, 95(2), 365-383.
  • Sen, S., & Bhattacharya, C. B. (2001). Does doing good always lead to doing better? Consumer reactions to corporate social responsibility. Journal of Marketing Research, 38(2), 225-243.
  • Barnett, M. L. (2007). Stakeholder influence capacity and the variability of financial returns to corporate social responsibility. Academy of Management Review, 32(3), 794-816.
  • Freeman, R. E. (1984). Strategic management: A stakeholder approach. Pitman Publishing Inc.
  • Waddock, S., & Graves, S. B. (1997). The corporate social performance-financial performance link. Strategic Management Journal, 18(4), 303-319.
  • World Economic Forum. (2020). Global Risks Report 2020. Retrieved from https://www.weforum.org/reports/global-risks-report-2020

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