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CSR管理模型笔记(15-16)

Chapter 15: Reflexivity: Linking Individual and Organisational Values

Chapter 16: Self-Organising Leadership: Transparency and Trust

These two chapters were too theorical to learn/tell for any ordinary readers. Maybe the experts could tell people what’s going on of these two theory. I gave up.

Here are the copy for those two model’s intorduction.

Reflexivity: Linking Individual and Organisational Values

The introduction to this book recognises that CSR policies and practices are frequently added on to existing organisational activities as afterthoughts. They are often ineffective because they are intended to modify embedded prac-tices. Consequently they are commonly perceived as superficial, meaningless gestures. The challenge to proponents of CSR is to find ways of incorporating decisions compatible with social responsibility at all levels of organisational activity.

Self-Organising Leadership: Transparency and Trust

Corporate social responsibility (CSR) must be authentic for it to be both sus-tainable and a prudent business investment. The leaders in the corporation need to behave in a way that is visible and consistently ethical, both internally and externally to the organisation. CSR begins at home by developing trans-parency, ethical behaviour and trust within the organisation, through compre-hensive sharing of information among all the employees, through co-creating interdependent relationships in the ethical agreements among the corporation’s people, and through helping everyone see the whole corporate picture and their identity within it.

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