Supply chain management Essay Example | Topics and Well Written Essays - 250 words

Supply chain management - Essay Example The practice is used in rating the sustainable practices of retail stores and super markets. Reports shows that food sold in UK is made to travel for 65% more than the distance travelled in the last two decades. Since imports are cheaper and more bountiful when brought in from third world countries, local nearby farms are being forced out of business (Stancu, 2006). A critical reading of Stancu (2006) shows that the supermarket can become more environmentally friendly if it developed the system of procuring as many items as possible from nearby farms. By sourcing from nearby farms, a lot of carbon emission is avoided in the form of fuel consumption, packaging, pollution from vehicles, wastage on the road, etc. It is an accepted fact that organisation can do more to save the environment by buying local products than anything else. Items such as fruit, vegetables, meat and dairy products and other such items can be procured locally. It may not be possible to procure all items from loca l markets. However, efforts can be taken to procure then from the same district or even from within the country. Not only will the supermarket help to reduce the carbon emission but it will also take concrete steps to achieve corporate social responsibility. This is the best way to achieve sustainability. References Stancu, C., 2006. Food Miles – the international debate and implications for New Zealand exporters.

Schools of Thought Worksheet Essay Example for Free

Schools of Thought Worksheet Essay General Terms Ecology is the science that studies living beings in relationship with biotic and abiotic environments. (Desjardins) Environmental Justice is being defined as a pursuit to equal justice and equal protection under the law for all statues and regulations without any type of discrimination based on socioeconomic status, ethnicity, and/ or race. (Rajzer, 1997) Environmental Science is a study on the interaction of living and non-living elements in the surrounding environment with emphasis on the impact of humans and these elements. (College) Ethics consists of the general beliefs, values, attitudes, or standards that guide to a responsible behavior. (Desjardins, Environmental Ethics) Genetically Modified Organism (GMO) are plants, animals, and other living things created through genetic engineering. It means they take the DNA from different species, plants, animals and create cross breading that in normal circumstances wouldn’t occur in nature or in traditional cross breeding. (Green America) Renewable Energy is a source of energy that flows from on-going natural processes such as wind, flowing water, geothermal heat flows, biological processes and most common solar energy. (Science Daily) Sustainability basically creates and helps maintain effective habitats in which people and nature can co-exist in a productive, fulfilling and social economic environment for this and future generations. (EPA) Schools of Thought Anthropocentrism is the philosophical belief that human beings are the central most significant creatures in the world. Biocentrism is the thought that every living creature is of equal value in this grand purpose of nature. Ecocentrism is a perspective view that places essential value on all living organisms and their natural habitat, unmindful of their recognized usefulness or importance to humans. Ecophilosophy is a combination of philosophy and ecology. Hedonism is the pursuit or devotion to pleasure, especially those of the senses. Inherent Value also referred to as intrinsic value to be recognized rather then given. Its value is in itself and not for just its uses. Materialism is a tendency to think and feel as if material objects/possessions are more important then spiritual values. Metaphysical Ecology is a philosophical ecology that has been passed from a concrete scientific conception of ecology in a narrow sense to abstract a philosophical conception of ecology using a philosophical sense of thinking. Minimalism is the act of keeping things or interest very simple. Ethical Extensionism is a disagreement in environmental ethics that good standing should be extended to things such as animals, plants, earth and species that normally are not thought of as having moral standings. Pluralism is a theory that states there is more than one basic principal or substance. Naturalism is the deception of the physical environment mainly the landscape or the rural environment. Pragmatism a philosophical movement or system having numerous forms, but usually underlining consequences as constituting the crucial criteria in determining the meaning, truth or value. Relativism a theory holding that criteria of judgment are relative, fluctuating with individuals and their environments. Utilitarianism an ethical doctrine value that virtue is based on utility and that conduct should be directed toward promoting the greatest happiness of the greatest number of people. The local environmental issue I am talking about is renewable energy. The two schools of thought I am going to associate that with is naturalism and materialism. This particular community issue is affecting us in a way our climate changes and how much pollution there is. The rising heat and temperatures we experience here have an affect on our environment. One  article said that our temperature have increased by approximately 1.4 degrees Fahrenheit since the early twentieth century. (Pollution Green Energy) Our sea levels have risen at an accelerating rate of about 3.5 mm/year. (Pollution Green Energy) In order to preserve our natural community I feel we need to start thinking green. Speaking as a minimalist, I am all for going green and help protecting our environment. If we as responsible adults don’t teach our children and grandchildren about pollution and the effects of it how will this world be in another twenty years? I am twenty-seven and I can see how much change m y community has gone through. I remember as a kid walking to my grandmother’s house and looking down seeing nothing but pollution and trash all over the ground. The naturalist are all for keeping a clean and safe environment. Using renewable energy we can go green and start making plants and crops that are better for you and not full of chemicals. They believe that with using energy efficient appliances and even vehicles will in the long run help the community with this major energy problem we have. The materialistic people in my opinion don’t really care about preserving energy and not really care about the gas that pollutes our air. One of the biggest forms of pollution is from non-renewable gasses, which is a major cause for global warming. Ethically speaking the naturalist are trying to help better the community by having state and local leaders imply more sources of renewable energy sources for our use. The materialistic people can and probably will go on what ever is popular at the time. One of the biggest ethical and even materialistic concerns is the amount of money taxpayers, local and state legislatures will have to spend to add more solar paneled farms and streetlights. Ethics has influenced our way of thinking because the pros for renewable energy will do so good for not only our community but for our world as a whole; where as the pros for non-renewable energy benefit the need for having things done in the â€Å"now†. The biggest con for renewable energy is the cost and getting more people to believe that it can and will help our community. At the end of the day sit down and think about which option is better for our community. Should we spend the money to provide more useable renewable energy sources or continue to provide non-renewable energy sources that can harm our community and our future generations to come? (Conserve Energy Future)

Wal Marts Global Expansion Plan Management Essay

Wal Marts Global Expansion Plan Management Essay EXECUTIVE SUMMARY The purpose of this assignment is to evaluate opportunities and threats for Wal-Mart for expanding globally. For global expansion plan, Wal-Mart must have to adapt to the rapid technological changes world-wide. These types of expansions also posses some challenges to the business which Wal-Mart have to find the solution for. This report also gives some recommendations to Wal-Mart for successfully expanding globally facing the challenges of the new markets. Wal-Mart is one of the leading retailers of United States and is based on the vision of Sam-Walton. The company has very successfully served its community during the period of its existence. In this report, we have identified three main threats which Wal-Mart will face if it goes for global expansion. One of the most important threats is the supply chain management of Wal-Mart. This supply chain management process is currently doing very well at home, i.e. in the home country. Secondly, the understanding of culture of the country in which the company is operating is very necessary because producing quality products is not enough in international markets. A company must have to consider the culture of that particular community in which it is providing products or services. Thirdly, the pricing strategy of Wal-Mart can also pose a threat to the company if it goes global because in home country might fail in case of host country. In order to become a total success, Wal-Mart will have to adopt differentiation strategy and this differentiation will not only be made in product preferences but also in the channels of distribution. In case of Wal-Mart, strategy of transition will help the company to focus on local responsiveness and world-wide efficiency. STRUCTURE OF THE ASSIGNMENT This assignment is segregated into four major parts. First part is the introduction, in which we have detailed the purpose of the assignment together with some highlights on the current situation of the company. Additionally, we have also shed light on the purpose of going global for Wal-Mart. In the second section, we have identified some key threats and opportunities for Wal-Mart in expanding globally. Third section consists of an analysis of the current strategy. Last, but not the least, section provides some recommendations for Wal-Mart to expand globally. INTRODUCTION Wal-Mart can be said as one of the founders of global expansion. It has set an example for local retailers to expand globally. It is Wal-Mart who is currently operating in many countries and has proved that borders are not boundaries for businesses. (Keegan 2007 102) The origin of Wal-Mart goes back to 1962 when Sam Walton began a retail shop operating on a premise that customer wants low-priced products with high quality. Initially, the quality of this business products was not that high, but low price led it to sell more. It was Sam Walton and his experience that Wal-Mart was able to find out how to differentiate the product. Wal-Mart was one of the highest sales retailers in year 2007 with sales going high above $300bn. This was a turning point for the than retailers for whom, Wal-Mart had set a benchmark. Sam Walton believed that it is the mission of the company which is making it fly-high. It is the vision of the founder that Wal-Mart has retail outlets, franchises, production facilities, etc. all over the world. (Jaffee 2005 2) In 1991, Sam Walton passed away. But since this business was created on the basis of mission and values, therefore, the business is still a success. Here, one can think that what was the need for Wal-Mart to expand globally. Expansion into global market requires a different set of strategies, tactics, planning and training. These all cannot be duplicated with the local ones. Most of the companies are directing their expansion towards third world countries especially China due to decreased labor costs, friendly tax structure and raw material costs, etc. Supply chain management was one of the cornerstones of the Wal-Mart success. Wal-Mart gained market share due to its strong supply chain management and well-trained employees. These employees are called Associates. Additionally, a mixture of strong branding and low-price with high quality products adds up to the success of Wal-Mart as a market leader. With all these strengths and plusses, Wal-Mart is still facing problems in global expansion due to very bad political and economic conditions added with instability all over the world, especially in markets where Wal-Mart is currently serving. Also, the company is facing intense competition from the local competitors as well. There was a strong dependence on ethno-centrism approach by Wal-Mart. But this perception of dependence on ethno-centrism approach was suddenly changed after the expansion experiences of the company in Korea, Japan, Germany, China, etc. Wal-Mart was producing standardized products all over the world where it operates. These experiences make it very clear that global strategy should be changes as standardized products are unable to satisfy the needs of consumers all around the globe. While identifying strategy for Wal-Mart expansion, we discovered that United States governments subsidies play a vital role in the success of retail businesses. These subsidies help the company to make foreign ventures overseas. This is generally true in case of stable financial markets. But in todays instable market, it is not necessary that Wal-Mart will become a success by following this strategy. But there is still a hope for Wal-Mart that with the increase in world population, the potential market of Wal-Mart will increase but this will require Wal-Mart to integrate latest technological advancements in its delivery process. In this report, we are arguing that Wal-Mart should adopt the strategy of making joint ventures with local players (leaders). This will definitely make Wal-Mart a success as it is one of the leading brand names and possess well-reputed supply chain management throughout the world. With the death of Sam Walton, the doors of opportunities for Wal-Mart were restricted in United States. This was not the main reason. The primary reason was that the market of US was saturated for Wal-Mart which forces Wal-Mart to expand its operations to global markets. (Das 2008 19-33) OPPORTUNITIES THREATS Threats Expanding globally is not an easy task. It seems that expansion to international market is not difficult for a retailer like Wal-Mart. But this not the true case. There are certain threats for markets for expanding to international market. There are discussed below: Supply Chain Management It is a fact that Wal-Mart is considered to be the pioneers of implementation of systems and processes. In fact, when it comes to information systems, Wal-Mart can be called as the founders. It is Wal-Mart, who possesses a very strong and reliable information system from production to delivery. The distribution network of Wal-Mart is said to be the most effective and efficient in the world. It was in 1997 when Wal-Mart realized that the existing supply chain management is not enough to fulfill the needs of Korean market. The existing supply chain was more than sufficient for the local market, but it proved to be a failure in the host market. One of the major reasons for this gap was that in Korea, there was no existence of any compatible supply chain infrastructure which can provide support to the supply chain integration technology of Wal-Mart. Additionally, the Koraen distribution channel was a mismatch to high-tech and system supported supply chain strategies of Wal-Mart. A soluti on to this problem was for Wal-Mart to create some relations with supply-chain partners, but this process was too slow due to lazy market attributes and non-technical mindsets. (Sandelands 2004 5-14) National Cultures and Sub-Cultures Another key issue for Wal-Mart in global expansion was the difference of cultures. Management of Wal-Mart believed that standardized products will meet their targets all over the world. They forget that different people belong to different cultures and have different cultural needs. An example of such attribute is that Wal-Mart insisted its sales representatives not to pass a smile during sales. Many of the shoppers complained that it seems that the sales representatives are flirting with customers by passing a smile. Similar case occurred in China. Chinese customers wanted fresh food which is harvested in front of the customers. Or at least the animal should be killed spontaneously. There was a high resistance for this demand by Wal-Mart but later the company recognized this as a cultural need and implemented the same in China. (Malnight 2005 119-141) Global Pricing and Discounting Strategy People want discounts. Different cultures have different pricing strategies. The global expansion in China, Germany and Britain posed a pricing threat to Wal-Mart. In these markets, the local retailers have very well established pricing strategies which creates a best match between the pricing patterns and the demands and habits of the respective local customers. Breaking the ice in these markets and setting competitive prices is one of the most challenging tasks for Wal-Mart. (Terptsra and Sarathy 2004 88) Opportunities Wal-Mart has an opportunity to create alliances with the local retailers or other entities in order to cater the global market more effectively and effectively. Global expansion will create an opportunity for Wal-Mart to introduce outlets at various global locations. This will help Wal-Mart to enlarge its market share by expanding to a number of consumer markets in Asia and all over the world. Expansion to global markets will provide an opportunity to Wal-Mart for reducing costs of production. The new markets will also give Wal-Mart an opportunity to benefits from various tax structures which are business-friendly. Also the company can benefit from low cost of labor and raw materials in different parts of the world. (Philip and Doole 2004 332) ANALYSIS The strategy currently followed by Wal-Mart is termed as everyday low prices strategy. This strategy is very profitable in United States. But if we talk about Korea and Japan, this strategy is totally a failure. The reason for this everyday low price strategy failure is that consumers in Korea and Japan are prestige conscious. They feel good buying expensive products but with highest quality. (Paliwoda 2008 192) The market saturation of United States and ethnocentric predisposition of Wal-Mart made a gateway for global expansion. In global strategy, companies generally standardize their products which results in ignorance of the needs of local customers. This really is a big flaw and Wal-Mart should address this by creating a separate local strategy for US. (Bradley 2007 69) The main problem in global expansion for Wal-Mart was integrating the cultural needs of the customers. This was faced by Wal-Mart in Japan and Korea. Wal-Mart was unable to create culturally acceptable stores in both locations. (Axtell 2009 45-49) Additionally, Wal-Mart faced some distribution channel problems in these locations as well. In case of Japan, customers want highest quality even if they are bound to pay maximum price. This trend of pricing made Wal-Mart a failure in Japan as Wal-Mart was focusing on low price strategy. (Dixie 2008 72) RECOMMENDATIONS Supply Chain Management Formation of Joint Ventures (JV) with Local Retailers Joint ventures are a major source of entering in a new market. Wal-Mart should create joint ventures in major locations where profitability has been forecasted. For joint ventures, foreign entities require brand name and repute which Wal-Mart already has. For example, if Wal-Mart choose to expand to Brazil, it would be mandatory for Wal-Mart to create local presence. This can be in the form of joint ventures or partnerships. This is a governmental requirement which has to be abide by. This will help Wal-Mart to share the risk of doing business in a new location as the partner or joint venture firm will be there to help Wal-Mart cater this. This is also very true for Asian and Arab countries. (Mkandawire 2006 129 -132) Divide Products into High-End and Low-End Categories Product division into high end and low end categories can prove to be a very significant strategy for Wal-Mart. As discussed earlier, Japanese want highest quality products and they are willing to pay higher prices. Categorizing products into high end and low end categories will definitely provide support for these types of markets. Additionally, the food products in local markets might vary which requires Wal-Mart to maintain a wide portfolio of food products. In order to meet these needs, Wal-Mart should have enough knowledge about local tastes and preferences.    (Cain 2005 58) Differentiation against Others that Offer Low-Price Store-Brand Products Wal-Mart should adopt the strategy of making some differentiation between the stores that are in urban areas with that of their counterparts in the suburbs. This should be done to cater the demands of the individual customers as the customers in urban areas are very different from those in suburbs; their demands, shopping habits, preferences, etc. Additionally, it is a fact that local retailers have a very strong grip over the market. So, in order to expand in an international market, Wal-Mart should focus on the needs of customers according to their respective areas. Wal-Mart should adopt local norms, strong distribution channels and information system integration in order to expand internationally. (Helmberger and Patson 2009 102) National Cultures and Sub-Cultures Cultural Awareness Cultures and behaviors play a very significant role in development of habits and preferences of the customers. Wal-Mart should consider the cultural preferences of individual markets internationally so as to have a grip on market instantly. For example, in Japanese culture, low price means that the quality is also low and it is very insulting for Japanese customers to opt for a low quality product. On the other hand, in third world countries, people are always looking for low price and high quality. So, Wal-Marts strategy of low prices can be a success in third world countries like Pakistan, India, etc. while the same strategy would be a failure in case of Japan or Korea. So, Wal-Mart should frame its strategy according to the local culture of individual markets. Introducing a standardized strategy all over the world will be a failure for Wal-Mart.         (Dixie 2008 72) Make Public Relations a Core Competency Core competencies are those strengths on which the company can rely in its hard times as well. In order to succeed internationally, Wal-Mart should work on making public relations its core competency. Also it is very important for Wal-Mart to contribute something to the society or community in which it is operating and expanding. This will definitely create a very positive image of Wal-Mart on the host community/country.   (Mkandawire 2006 129 -132) Global Pricing and Discounting Strategy One price fits all doesnt suits while the company is expanding internationally. Wal-Mart should find out different pricing and discount packages which match the demands, preferences and purchasing power of the individual customers in the host country. Different cultures have different pricing preferences. Wal-Mart should design its pricing and discount policy according to the preferences and acceptance of local customers. This will definitely help Wal-Mart to successfully expand in international markets. (Cain 2005 58) CONCLUSION In conclusion, we can say that Wal-Mart should adopt different strategies for different markets. It would not be wrong to say that One Strategy Doesnt Fits All. This requires Wal-Mart to identify and analyze different markets having opportunities for it. In case of Japan, Wal-Mart will have to change its strategy but in case of third world countries, the same strategy of Always Low Price can reap the fruits of success for Wal-Mart. These are some recommendations which Wal-Mart should adopt to remain one of the largest retailers of the world.

The Post-Industrialism Era Essay -- Globalization

The era of post-industrialism refers to a period of change where a society advances from a manufacturing base, to a society reliant on knowledge, services, and research. What emerges from the remains of the industrial society is a society based around services, contracts, precariousness, segmentation, and insecurity, etc. Divided are the prospects for this globalized, post-industrial society. People question who will benefit from this new era of globalization. Some view the post-industrial era as one that offers opportunities for the well-educated, creative, and young professional while others view it as an era involving less security, job deskilling and high levels of inequality (Krahn, Lowe, Hughes, 2008). If one of the main consequences of post-industrialism is a widening gap between the â€Å"haves† and the â€Å"have not’s† then who are those who make up these two distinct groups? The re-organization of work in the 21st century marks a shift from manufacturing to services. By 2004, 74 percent of employed Canadians held service-sector jobs, 21 percent in the secondary sector, and 5 percent in the primary industries (Krahn, Lowe, Hughes, 2008; Bowlby 2000). We can divide these service jobs into two distinct groups, upper-tier jobs and lower-tier jobs. The upper-tier jobs are referred to as the â€Å"good† jobs while the lower-tier jobs can be considered the â€Å"bad† jobs. Dominating the lower-tier are women, youth, immigrants, and those with less than a high-school diploma. Jobs in this tier include retail, hospitality, customer service jobs such as call centres and help desks, janitorial work, etc. Many of these jobs are part-time, temporary or contractual, therefore preventing workers from obtaining the same benefits that many o... ...e potential for a highly fragmented and highly unequal job market or one that embraces the changes listed above and works towards better unity amongst workers, unions, and government. Works Cited Krahn, Lowe, Hughes (2008) Work, Industry, & Canadian Society. (5th ed.) Toronto, ON: Nelson Education Ltd. Athabasca University (2010) Sociology 321 Reading File. Athabasca, AB: Athabasca University Critoph, U (2010) Sociology 321 Study Guide. (Revised edition). Athabasca, AB: Athabasca University Krahn, H (1991) Non-Standard Work Arrangements. (Vol.3,No. 4) Statistics Canada, Catalogue 75-001E) Lowe, G. (1998) The future of Work: Implications for Unions. (Vol. 53, No.2) Montreal, Quebec. Retrieved May 2012 from http://id.erudit.org/iderudit/005291ar Betcherman, G.; Lowe, G.(1997) The future of work in Canada: A Synthesis Report. Ottawa ON: CPRN Inc. The Post-Industrialism Era Essay -- Globalization The era of post-industrialism refers to a period of change where a society advances from a manufacturing base, to a society reliant on knowledge, services, and research. What emerges from the remains of the industrial society is a society based around services, contracts, precariousness, segmentation, and insecurity, etc. Divided are the prospects for this globalized, post-industrial society. People question who will benefit from this new era of globalization. Some view the post-industrial era as one that offers opportunities for the well-educated, creative, and young professional while others view it as an era involving less security, job deskilling and high levels of inequality (Krahn, Lowe, Hughes, 2008). If one of the main consequences of post-industrialism is a widening gap between the â€Å"haves† and the â€Å"have not’s† then who are those who make up these two distinct groups? The re-organization of work in the 21st century marks a shift from manufacturing to services. By 2004, 74 percent of employed Canadians held service-sector jobs, 21 percent in the secondary sector, and 5 percent in the primary industries (Krahn, Lowe, Hughes, 2008; Bowlby 2000). We can divide these service jobs into two distinct groups, upper-tier jobs and lower-tier jobs. The upper-tier jobs are referred to as the â€Å"good† jobs while the lower-tier jobs can be considered the â€Å"bad† jobs. Dominating the lower-tier are women, youth, immigrants, and those with less than a high-school diploma. Jobs in this tier include retail, hospitality, customer service jobs such as call centres and help desks, janitorial work, etc. Many of these jobs are part-time, temporary or contractual, therefore preventing workers from obtaining the same benefits that many o... ...e potential for a highly fragmented and highly unequal job market or one that embraces the changes listed above and works towards better unity amongst workers, unions, and government. Works Cited Krahn, Lowe, Hughes (2008) Work, Industry, & Canadian Society. (5th ed.) Toronto, ON: Nelson Education Ltd. Athabasca University (2010) Sociology 321 Reading File. Athabasca, AB: Athabasca University Critoph, U (2010) Sociology 321 Study Guide. (Revised edition). Athabasca, AB: Athabasca University Krahn, H (1991) Non-Standard Work Arrangements. (Vol.3,No. 4) Statistics Canada, Catalogue 75-001E) Lowe, G. (1998) The future of Work: Implications for Unions. (Vol. 53, No.2) Montreal, Quebec. Retrieved May 2012 from http://id.erudit.org/iderudit/005291ar Betcherman, G.; Lowe, G.(1997) The future of work in Canada: A Synthesis Report. Ottawa ON: CPRN Inc.

MBA leadership and organisational behaviour at W L Gore

Abstract This paper provides an exploration of leadership and organisational behavioural issues at W L Gore Company, which is the UK branch of a renowned US company. The introduction section of the paper includes details about the company’s performance and context industry setting. Moreover, the paper focuses on three major paradigms that are discussed in the literature review, such as management and leadership, motivation, groups and teams, and group leadership. Once these concepts are presented, the researcher moves onto a critical analysis of how these paradigms are applied in the organisational context of Gore. The paper concludes with a summary of major conclusions drawn from the case study of Gore and recommendations to improve the situation in the company. Introduction and Context Setting W L Gore has emerged as a company which succeeded to maintain high performance in the service industry regarding the manufacturing of Gore-Tex. The unique form of work organisation is designed to support employee creativity and contribution (Gore Official Website, 2014). As a result of the transformation of traditional management principles, Gore’s managers and leaders have developed a quite innovative platform for the company. Delivering continuous innovation within the organisation has become the primary principle of operating and communicating (Gilbreath and Karimi, 2012). Moreover, it has been emphasised that the company has implemented rules of transparency and fairness (Gore Official Website, 2014). It is apparent that teams are changing constantly, which means that the organisation adequately implements a vision of change. The operating teams are kept small because this is considered an appropriate strategy to address the individual needs of each stakeholder (Gore Official Website, 2014). Team members at Gore are free to determine their objectives that are aligned with the organisation’s core values and mission. Therefore, leadership and organisational behaviour is properly developed at this company. The innovative work organisation of Gore implies that leaders are constantly working to embrace a culture of highly innovative and flexible principles of operation (Luthans and Youssef, 2007). Each employee in the organisation has a clear perspective of assigned roles and responsibilities, and this contributes to better organisational performance. The concepts that are used to analyse the case study of Gore refer to management and leadership, motivation, groups and teams, and group leadership. These paradigms are found useful in the discussion of leadership and organisational behaviour issues within the selected organisation (Gilbreath and Karimi, 2012). The purpose of this paper is to provide an analysis of how the paradigms of management and leadership, motivation and group leadership can be applied in the context of Gore (Lian and Tui, 2012). A section of literature review is included in order to expand individual perspectives into essential leadership and organisational behavioural issues identified in the company. In addition, the paper critically discusses the application of these three main theories to the case of the company. In an attempt to set the context of the case study, it is important to clarify that Gore is the UK branch of a US multi-national company that specialises in the manufacturing of the Gore-Tex textile. This is the product for which the company is widely known around the world (Rehman and Afsar, 2012). Moreover, Gore indicates a commitment to developing various products for next-generation electronics, for medical implants and for innovative fabrics (Gilbreath and Karimi, 2012). The unique business strategy adopted by the company illustrates its dedication to innovation which is obvious in all organisational processes. Literature ReviewManagement and LeadershipIn the leadership development world, substantial confusion exists regarding the relationship between management and leadership. Many individuals tend to use these concepts in an interchangeable manner, while others consider them as separate categories in the business field (Lian and Tui, 2012). Researchers have emphasised the necessity that management and leadership should be balanced in contemporary organisations (Sharma and Jain, 2013). Although the two concepts do not imply the same thing, they are closely linked. While managers are more likely to focus on systems and structures as well as administer specific rules and procedures, leaders are focused on innovation and change within the organisational context. Leaders also consider the importance of people and the development of their skills in a proper direction (Northouse, 2007). In the modern business environment, employees do not simply expect that their managers should assign them spec ific tasks but they also seek a purpose pertaining to those tasks. Managers try to organise employees in order to expand organisational efficiency along with the idea to develop talent and inspire achievement (Sharma and Jain, 2013). The emergence of the ‘knowledge worker’ is a significant tendency in most organisations. Such change requires that employees should not be managed. It becomes apparent that the main objective of combining management and leadership in companies is to lead individuals, with the utmost goal to expand the strengths and knowledge of each employee (Rowe, 2007). Management and leadership are fundamental for the delivery of high quality products and services. A common rule has been identified in terms of expecting that good managers should possess adequate leadership skills, while good leaders are recognised as those professionals who need an array of management skills to increase their effectiveness (Gilbreath and Karimi, 2012). Leadership is mostly based on the concept of creating a strong sense of mission and vision, while management refers to the idea of getting things done. One of the conditions for good management practices is that both managers and team members should be selected on the basis of merit (Sharma and Jain, 2013). The balanced involvement of individuals is an important element of management and leadership concepts that are applied in modern organisations. It has been argued that management is mostly about making decisions (Rowe, 2007). Planning is an essential tool for both management and leadership, as professionals in these fields are expected to anticipate unplanned events in a relevant manner by considering the needs and interests of all stakeholders in business (Moynihan and Pandey, 2007).MotivationDemonstrating adequate knowledge of how to motivate employees in the global business world is a fundamental managerial and leadership skill. Motivation is referred to as a set of factors tha t cause individuals to select specific behavioural patterns from other alternatives (Burton, 2012). In organisations, employee performance is affected by motivation and the precise work environment. It can be suggested that motivation is a significant determinant of performance. There are different historical views of motivation as presented in the management literature (Moynihan and Pandey, 2007). The premise of scientific management is that work normally emerges with inherently unpleasant characteristics for the majority of employees. As a result, their income is more important than the specificity and nature of their job. Furthermore, the human relations movement stressed the impact of social processes that occur in organisations (Gilbreath and Karimi, 2012). For instance, this management philosophy illustrates the principle that the individual need for contribution, importance and usefulness is more relevant than income in motivating employees (Mizuno et al., 2006). In line with the ideology of the human resource approach, individuals are determined to contribute to team effectiveness. Yet, organisations are required to establish a solid work environment that properly utilises all available human resources (Mizuno et al., 2006). The human resource approach is the most relevant approaches used by contemporary organisations regarding motivation. However, there are certain integrative approaches that provide a better conceptualised view of employee motivation, such as need-based, process-based and reinforcement-based models (Burton, 2012). Need-based approaches to motivation mostly focus on the aspects that motivate employees to select specific behaviours among others. Initially, a certain need or deprivation is identified in the organisational context, followed by drives to fulfil that particular need, actions and satisfaction (Morris, 2009). Maslow’s hierarchy of needs is the most widely used need-based approach, according to which people’s motivation is driven by their willingness to satisfy five distinct levels of needs. These are physiological needs, sense of security, belongingness, esteem, and self-actualisation as the highest need in the hierarchy to be satisfied (Mizuno et al., 2006). Individuals usually progress in terms of determining specific objectives and thus needs to meet in the process of such hierarchical organisation. Process-based approaches to motivation focus on how exactly motivation occurs in organisations. It is important to determine the way in which employees evaluate their own satisfaction once they have achieved their goals (Moynihan and Pandey, 2007). A common process-based approach to motivation is expectancy theory which was introduced by Victor Vroom. Expectancy theory indicates that motivation along with effort leads to performance which is directly linked to outcomes (University of Cambridge, n. d.). As a result, high performance may lead to high satisfaction of employees. Another process-based approach to motivation is identified as equity theory which was developed by J. Stacy Adams (Gilbreath and Karimi, 2012). The main assumption of equity theory is that upon the selection of particular actions to satisfy employee needs, individuals tend to evaluate the equity of the expected outcome. The equity element is important to maintain principles of accountability and transparency in t he workplace. Equity emerges as the firm belief that employees are treated in a fair and transparent manner which is relative to the treatment of other individuals in the workplace (Burton, 2012). Reinforcement-based approaches to motivation emphasise the impact of rewards on causing certain changes in individuals’ behaviour. For instance, such approaches are based around understanding that behaviour which arises from rewarding factors or consequences is more likely to be repeated in the future (Mizuno et al., 2006). Reinforcement contingencies reflect the emergence of possible outcomes that individuals may experience due to their specific choice of behaviour. Employees tend to select behaviour that can bring them immediate satisfaction and motivation to work in order to meet their personal and professional goals. Moreover, there are different approaches that have been implemented to provide reinforcement which is closely associated with motivation (Morris, 2009). A fixed-interval schedule has been found useful to reinforce employees at fixed intervals of time, irrespective of behaviour. A variable-interval schedule provides reinforcement at various times (Gilbreath and Karimi, 2012). Regardless of the specific way of providing reinforcement, it may be indicated that this technique is considered a valuable method to increase employee motivation.Groups and Teams, Group LeadershipResearch shows that effective leaders are expected to manage their responsibilities of being leaders and members of a team (Wu et al., 2010). It is important to ensure throughout the process that goals are realistic and measurable. It has been indicated that when groups and teams properly integrate their actions, the final result is improved performance. They have distinct roles in organisations, as the fulfilment of each role corresponds to collective goals and success (Val and Kemp, 2012). Team processes emerge as an adequate aspect of team performance. The formation of teams is necessary to facilitate the work of the entire organisation. Groups and teams are expected to perform in dynamic business environments. Therefore, group leadership appears an essential characteris tic of effective team performance. Group leadership emphasises the necessity for leaders to define a proper team direction (Wu et al., 2010). The organisation of groups and teams should be done with the objective to optimise progress at all organisational levels. Researchers have stressed the substantial amount of interdependence which exists among team members. Constant collaboration is required in the process of achieving specific team goals (Li et al., 2012). For instance, groups and teams devote their efforts and time to exchange important information and resources in companies. The adaptation of team interaction is usually flexible considering the specific conditions that are present in organisations. Highly efficient groups and teams are identified as individuals whose aim is to demonstrate dynamic collective performance (Boos et al., 2014). Promoting individual and collective flexibility is a main driver of team effectiveness. As a result, group leadership is noted for its impact on team effectiveness. This type of leadership provides a realistic framework to team members of how they can complete their collective tasks in an efficient manner (Wu et al., 2010). Leaders usually emphasise the necessity of collaboration and active communication among team members. Leader planning and coordination activities represent part of the overall concept of group leadership. Group leadership suggests a solid element of facilitating the actions of groups and teams. The group efforts mostly matter in this process in terms of shared responsibility and accountability. The laissez-faire style is a relevant approach to group leadership, as emphasised by some researchers. It is commonly described as a ‘hands-off’ method, in which the group is provided with the resources which are necessary for the completion of a particular project (Li et al., 2012). However, group members are free to complete the outlined tasks with virtually no direct involvement by the group leader. In this case, the group leader serves a major facilitating function in the sense of being available to answer appropriate questions and motivate team members (Gilbreath and Karimi, 2012). Another approach to group leadership is identified as the abdacratic style, in which the group leader has no authority over team members. Even though this model of group leadership enhances individual and group creativity in organisations, it has been considered insufficient to perform major corporate tasks (Morris, 2009). The autocratic approach to group leadership places importance on a central process for making decisions in companies. The main leadership responsibility in this approach is usually given to a group of managers (Wu et al., 2010). They are held accountable for the decisions they make. Employees are free to discuss any suggestions or recommendations for improvement with their managers as part of this flexible approach to group leadership. Another style associated with team performance and group leadership is the democratic approach to leadership (Mizuno et al., 2006). This approach refers to extensive freedom and flexibility granted to employees who feel empowered to initiate certain activities in the workplace. The most proper utilisation of this method is in situations where different individuals indicate a high level of group shared responsibility for the actions of team members. The key decision-maker within the group tends to act as a facilitator of team goals and effectiveness. Critical Evaluation of Leadership and Organisational Behavioural Issues at Gore The fact that Gore is extensively focused on innovation at all organisational levels is indicative of the presence of strong leadership skills in the company, which along with good management practices have contributed to its success over the years (Gore Official Website, 2014). Considering that leaders replace managers to deliver high levels of innovation shows a strong commitment to an innovative corporate culture which aims at expanding the potential of employees and increasing the organisation’s capacities to differentiate the products and services it provides. This is important in achieving a substantial competitive advantage (Mizuno et al., 2006). The model of blending management and leadership can help individuals clarify specific categories or practices that help businesses prosper with time. At Gore, all employees communicate in a free and open manner which is an essential requirement to maintain a flexible, innovative corporate climate. In turn, employees are empower ed to expand their knowledge and responsibility (Boos et al., 2014). They clearly know that their opinion and practical contribution to the company is highly valued, and as a result, they devote their time and resources to demonstrate their capabilities in practice. Gore’s managers and leaders work together to improve organisational efficiency and productivity which would not have been possible without adopting an integrated and holistic approach to management and leadership (Gore Official Website, 2014). The company provides adequate examples of the role played by the ‘knowledge worker’ in the organisation’s procedures, plans and activities. Such type of employees is known for being able to boost productivity in organisations. Engaging the right people at Gore is crucial for its optimal performance throughout the years (Cicero et al., 2010). The ability to make commitments and keep them is a strong differentiating factor that has helped the company maintains a solid market presence. In addition, it has been indicated that the levels of employee motivation at Gore are high considering their constant engagement in different organisational activities, with the purpose to contribute to organisational excellence and success (Li et al., 2012). The specificity of work at Gore as well as the present relationships between the company and employees shows that employee motivation cannot be identified with the principles of scientific management (Cicero et al., 2010). The impact of human relations movement is quite strong at this organisation because all employees are motivated not by monetary rewards but by the necessity to be recognised for their contribution. Based on the performance of employees at Gore, it can be concluded that process-based approaches to motivation are mostly applicable. Motivation at this company is perceived as process oriented in the sense that employees are extensively focused on how they can participate in various processes to expand their knowledge and competencies (Gore Official Website, 2014). Gore’s employees act upon certain expectations in terms of motivation. This means that they clearly know that their actions will produce important results for the company, and thus their motivation is outcome based (Gilbreath and Karimi, 2012). In addition, the company’s employees try their best to ensure that they remain flexible and open to new suggestions for improvement within the organisation. It can be suggested that Gore has succeeded in building trust through the consistent engagement of teams. Therefore, the model of teams and group leadership corresponds to the specific business environment in this organisation (Li et al., 20120. The core activities of the team are important for achieving initially set goals for organisational performance. Gore has adopted a promising philosophical paradigm because it has persistently relied on prospects of developing the people (Wu et al., 2010). The lack of strict rules in the company implies that managers and leaders are oriented to ensuring a flexible culture in which employees have an opportunity to develop and share their voice in the company’s policies and procedures (Gore Official Website, 2014). It has been recognised that the company can function better without written rules. It can be more effective when all team members are enabled to participate actively in changing certain practices within the organisation. Gore’s philosophy of sharing values has been properly developed to reflect the company’s focus on introducing successful initiatives. Trust is one of these shared values making employees function as one whole (Morris, 2009). Innovation has become the norm, and the exploitation of new information technology has led to a better understanding of the dynamic relationship among all stakeholders. Teams set specific targets themselves, and this serves as a basis for their motivation to perform better in the long term (Mizuno et al., 2006). The sense of engagement of all team members in the projects introduced by leaders is evident throughout the organisation which has maintained a competitive position in the industry. Gore has been devoted to maintaining such culture of shared values. An important norm adopted by the organisation refers to the structure of a culture that energises associates. The expected outcome is the formation of effective teams, implying that the concept of group leadership is mostly relevant to the specific circumstances in which the organisation functions (Cicero et al., 2010). Sustained business success has become achievable because the company has placed importance on developing and enhancing its culture in a flexible way. The implementation of high performance practices shows that the company is results oriented in the sense that leaders introduce a framework of change and innovation with the presumption to achieve adequate results (Gilbreath and Karimi, 2012). As mentioned, traditional management practices are not valued at Gore because of its innovative direction presented by leaders. The pursuit of group objectives indicates high levels of motivation in the company whi ch employees accept as an opportunity to prove they are capable to fulfil their responsibilities. The replacement of management directives and rules with forms of constant, open communication has become one of the determining factors for Gore’s success. Research indicates that organisational communication is interrelated to better organisational efficiency and productivity (Morris, 2009). Regular communication also facilitates associates to share their ideas and insights into the performance of the organisation. The result is the formation of a flexible corporate culture that motivates employees to grow and develop in their area of expertise (Gore Official Website, 2014). When providing employees with freedom, they tend to demonstrate an intrinsic belief that they should deserve the trust of their managers and leaders. The company is constantly seeking new improvements in order to defend its prestigious image as an innovator in the field. The valuable contribution that employees make to the company is an indicator of the successful strategies implemented by leaders (Mizuno et al., 2006). Continuous innovation and success are the two main drivers of the organisation’s performance. Conclusion and Recommendations This paper focused on the exploration of major leadership and organisational behavioural issues in the context of Gore Company. The main conclusion drawn from the case study of this organisation is that it has a unique form of organisation when it comes to work responsibilities and employee relations (Gore Official Website, 2014). Gore has emphasised that constant communication and employee participation in work processes are fundamental for the success of the company. The paper also illustrated that leaders have been continuously introducing a culture of innovation which contributed to the substantial success of the organisation (Li et al., 2012). Therefore, another important conclusion that was derived from the critical evaluation of Gore’s case study is that the model of group leadership has proven efficient and reliable to improve employee productivity and motivation. However, it is important to provide specific recommendations to improve the situation in the company in terms of enhancing the group leadership model. The company should analyse its strengths and weaknesses in order to explore all relevant parameters of leadership (Wu et al., 2010). Being natural and humane in practice is an important condition to improve the performance of all stakeholders within the organisation. Humanity serves as an inspiring element as well as allows individuals to base their decisions on organisational reality (Cicero et al., 2010). Understanding of corporate unwritten rules is also fundamental for the future growth of the organisation. Team discussion should be encouraged along with training opportunities that can expand individual performance. Consistency and integrity of leaders’ actions are expected in the process of improving the company’s rules and principles which are applied in practice (Li et al., 2012). Individuals should have a clear id ea of any shortcomings pertaining to leadership and organisational behavioural issues in the company so that they can act accordingly to attain better performance indicators. References Boos, M., Pritz, J., Lange, S. and Belz, M. (2014). ‘Leadership in Moving Human Groups’. PLoS Computational Biology, vol. 10(4), pp1-9. Burton, K. (2012). ‘A Study of Motivation: How to Get Your Employees Moving’. Thesis. Indiana University. Available at: http://www.indiana.edu/~spea/pubs/undergrad-honors/volumn-6/Burton,%20Kelli%20-%20A%20Study%20of%20Motivation%20-%20How%20to%20Get%20Your%20Employees%20Moving%20-%20Faculty%20Cheryl%20Hughes.pdf [Accessed: 7 August 2014]. Cicero, L., Pierro, A. and van Knippenberg, D. (2010). ‘Leadership and Uncertainty: How Role Ambiguity Affects the Relationship between Leader Group Prototypicality and Leadership Effectiveness’. British Journal of Management, vol. 21(2), pp411-421. Gilbreath, B. and Karimi, L. (2012). ‘Supervisor Behaviour and Employee Presenteeism’. International Journal of Leadership Studies, vol. 7(1), pp114-131. Gore Official Website (2014). About Gore [online]. Available at: http://www.gore.com/en_gb/ [Accessed: 6 August 2014]. Lian, L. K. and Tui, L. G. (2012). ‘Leadership Styles and Organizational Citizenship Behaviour: The Mediating Effect of Subordinates’ Competence and Downward Influence Tactics’. Journal of Applied Business and Economics, vol. 13(2), pp59-96. Li, Y., Chun, H., Ashkanasy, N. and Ahlstrom, D. (2012). ‘A Multi-Level Study of Emergent Group Leadership: Effects of Emotional Stability and Group Conflict’. Asia Pacific Journal of Management, vol. 29(2), pp351-366. Luthans, F. and Youssef, C. M. (2007). ‘Emerging Positive Organizational Behaviour’. Journal of Management, vol. 33(3), pp321-349. Mizuno, M., Yamada, Y., Ishii, A. and Tanaka, S. (2006). ‘A Human Resource Management Approach to Motivation and Job Stress in Paramedics’. International Congress Series, vol. 1294, pp167-170. Morris, R. J. (2009). ‘Employee Work Motivation and Discretionary Work Effort’. Thesis. Brisbane Graduate School of Business. Available at: http://eprints.qut.edu.au/31725/1/Robyn_Morris_Thesis.pdf [Accessed: 7 August 2014]. Moynihan, D. P. and Pandey, S. K. (2007). ‘The Role of Organizations in Fostering Public Service Motivation’. Public Administration Review, vol. 67(1), pp40-53. Northouse, G. (2007). Leadership Theory and Practice. London: Sage Publications. Rehman, M. and Afsar, B. (2012). ‘The Impact of Paternalistic Leadership on Organization Commitment and Organization Citizenship Behaviour’. Journal of Business Management and Applied Economics (5), pp1-12. Rowe, W. G. (2007). Cases in Leadership. Thousand Oaks, CA: Sage Publications. Sharma, M. K. and Jain, S. (2013). ‘Leadership Management: Principles, Models and Theories’. Global Journal of Management and Business Studies, vol. 3(3), pp309-318. University of Cambridge (N. d.). Vroom’s Expectancy Theory [online]. Available at: http://www.ifm.eng.cam.ac.uk/research/dstools/vrooms-expectancy-theory/ [Accessed: 6 August 2014]. Val, C. and Kemp, J. (2012). ‘Leadership Styles’. The Ontario Journal of Outdoor Education, vol. 24(3), pp28-31. Wu, J. B., Tsui, A. S. and Kinicki, A. J. (2010). ‘Consequences of Differentiated Leadership in Groups’. Academy of Management Journal, vol. 53(1), pp90-106.

Corporate Social Responsibility in Nigeria’s Telecommunication

TITLE PAGE CORPORATE SOCIAL RESPONSIBILITY IN NIGERIA’S TELECOMMUNICATION SECTOR A CASE STUDY OF GLOBACOM NIGERIA LIMITED ENUGU ZONE BY EZEIGWE, GRACE CHINYERE BA/2007/163 A PROJECT REPORT SUBMITTED TO THE DEPARTMENT OF BUSINESS ADMINSTRATION, CARITAS UNIVERSITY, AMORJI- NIKE, ENUGU, ENUGU STATE. IN PARTTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD OF BACHELOR OF SCIENCE (B. Sc. ) DEGREE IN BUSINESS ADMINISTRATION. AUGUST, 2010. CERTIFICATION This is to certify that this project written by Ezeigwe G. Chinyere With Reg/No.BA/2007/163, has been duly supervised, approved and found adequate in scope and content for the award of Bachelor of Science Degree in Business Administration, in the Faculty of Management and Social Sciences, Department of Business Administration, Caritas University, Amorji Nike, Enugu, Enugu State. _______________________________________ Mr. Innocent UbawikeProf. Godwin Nwanguma Project Supervisor Head of Department, Business Administration Department __ ______________ _______________________ DateDateDEDICATION I dedicate this project work to God Almighty for His infinite mercy all through my studies and also, for the wisdom and inspirations towards the successful completion of this work. ACKNOWLEDGEMENT All thanks and Praise be to All Mighty God, for His guidance, protection, mercy and love towards me. I thank Him for the wisdom, knowledge and inspiration throughout the period of my academic years. To my beloved parents, Mr. and Mrs, J. O. Ezeigwe, I lack words to express my feelings. Thanks for your love, prayers, and financial support.You are the best parents anyone can ever ask God for. I love you. To Emmanuel and Paul, you are the best choice of brothers. Big thanks go to my supervisor, Mr. Innocent Ubawike. May God bless you for your kindness, patience and good supervision. I also use this opportunity to say a big thank you to my Head of Department, Prof. G. Nwanguma. Thank you for filling my brain with a lot of good stuffs an d I will miss your lectures. Also to Mr. Walter Ani, Mr. Agbo Melletus, Mr. Kenneth Eziedo. Thank you all for imparting knowledge in me.I promise you, by the Grace of God, it will not be a waste. Rebecca, Damilola, Kemi, Thecla Thanks. Roseline Adeloma, John Akaeme, Ebere Ugwuja, Lorreta, Nneka, you are the best choice of course mates one can ever wish for. George Henri Jonas, God bless you. To Ifezue Chukwunnamdi, thanks for everything. God bless you all. ABSTRACT The topic of the research is Corporate Social Responsibility in Nigeria’s Telecommunication Sector (A case study of Globacom Nigeria Limited, Enugu). The researcher used survey design in the study.The population of the study was one hundred and twenty; comprising of both staff and customers of Globacom . The sample size was ninety two and it was determined using the yaro Yamane formula. The research used both the primary and secondary sources of data in the course of study. The primary data were collected through t he instrument of questionnaire, interviews and observation. The secondary data were collected from text books, journals, magazines, newspaper and libraries. The research finding of the project work revealed that social responsibility programmes are necessary . he findings also unveiled that Globacom Nigeria, a telecommunication firm carries out its social responsibility programme in its host community. The researcher recommended that the company should increase and expand its social responsibility programmes. Corporate social responsibility is therefore something that a company should try and get right in implementing. It is something that business today should wholeheartedly be committed to. The danger of ignoring social responsibility is too dangerous. . TABLE OF CONTENTS.Title page i Certification ii Dedication iii Acknowledgement iv Abstract v Table of content vi CHAPTER ONE: INTRODUCTION . Background of Study 2. Statement of the Problem 3. Purpose of the Study 4. Research Q uestions / Hypothesis 5. Significance of study 6. Limitation of study 7. Scope of study 8. Definition of special terms CHAPTER TWO: REVIEW OF RELATED LITERATURE 2. 1Theoretical Framework 2. 2Historical Background 2. 3 Current Literature on theories postulated CHAPTER THREE: RESEARCH DESIGN AND METHODOLOGY 1. Research Design 2. Sources of Data 1. Primary Sources of Data 2. Secondary Sources of Data 3. Population of study 4. Sample Design and Determination of Sample Size . Methods of Data Collection 1. Questionnaire Design, Distribution and Collection of Responds 2. Secondary Method of Data Collection 3. 6Methods of Data Presentation and Analysis CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS 1. Data Presentation 2. Presentation According to Key Research Question 2. Analysis Based on Research Hypothesis CHAPTER FIVE: SUMMARY OF FINDINGS, RECOMMENDATION AND CONCLUSION 5. Summary of Findings 5. 1. Conclusion 5. 2. Recommendation. References Bibliography Appendix CHAPTER ONE 1. 1INTRODUCTI ON: BACKGROUND OF THE STUDYCorporate Social Responsibility an essentially American phenomenon has over the years become a major concern in Western Europe and in other countries of the world following the western model of development. According to Drucker, (1986:66). The genesis of the debate on the concept of corporate social responsibility has been traced to the wave of crisis in social values that engulfed America in the post World War II period and most especially in the sixties. The Chief Executive of General Motors who observed the changing trend could not help observing: I am concerned about a society that has demonstrably lost confidence in its institutions – in the government, in the press, in the church, in the military, as well as in business†. Business to America has had a most unique history. Its development growth and impact on social life in America since the civil war II is almost common knowledge. What may not be common knowledge, however, is the fact th at business which has hitherto shaped and controlled the lives of millions of Americans some two hundred years ago is today being threatened by a wave of protests from various publics it uses to serve.The crisis of confidence in the social role of business as made explicit in debates on corporate social responsibility points to the fact that America sees big business as a big powerful machine gone out of control. And efforts to control and at least re-orientate its directions form the core of the argument of all who urge business to change with the times. In other words, to deemphasize its so much vaunted profit maximization dogma and pay attention to the human lives and environment which it is subtly, ruthlessly and almost surely grinding out of existence.As one of the protagonists has viewed the concept of corporate social responsibility it is a crude blend of long-run profit-making and altruism, a doctrine which fuses social values with profit maximization goals. In the early yea rs of the American Republic and especially in the post civil war reconstruction era, business in America played an almost indispensable role as a powerful social tool for harnessing resources and ensuring material progress. Ducker (1986:66).But as the years rolled on and business began to concentrate and centralize capital, its role in the economy became expansive and pervasive. At the height of prosperity, the captains of industry were heralded as heroes of the society. The later years of the post World War II era harbored a different story. The boom period following the end of World War II soon gave way to a periodic wave of depressions and crisis that was to rock every foundations of society on which business existed.The frustrating economic situation characterized by inflation, unemployment, failing profit, declining investment, pollution of the external environment etc. , pushed Americans to re-examine almost every old values and the assumptions behind them. According to Drucke r, (1986:96) the debate on corporate social responsibility did not only take place in the United State of America. The noise of the debate filtered through to other countries that shares similar business cultures with America most especially the Western European countries.While the western European nations have responded positively to the debate, accepted and even implemented some of its own far reaching conclusions it is pertinent to know if the discussions and conclusion so far reached have had an impact on the countries periphery. One of the objectives of this study is to investigate to what extent the current debate on corporate social responsibility and its conclusion has trickled down to the periphery of Nigeria in particular and how it is applied here by firms who have embarked on such projects in Nigeria.It is believed by the researcher that although the present level of industrialization does not entitled us to discuss the issue on the same platform with the industrialized western economies; the fact that they are imitating their path to industrialization should imply that we should study their experience closely to avoid mistakes. It is arguable also that foreign corporate bodies operating in host countries especially in the Third World countries are most likely to pay lip service to such principles as corporate social responsibility which are most likely to be of benefit to their host countries.Also local or indigenous organizations can neglect this principle of corporate social responsibility to their host communities. These days, social responsibility of business is on what should or might be done to tackle and solve problems of society. The emphasis is on what contribution they can make to such social problems as protected and restoration of physical environment, racial discrimination or social discrimination. In striving to satisfy its corporate goals and achieve its objectives the organization cannot operate in isolation from its environment. . The performance of corporate social responsibility is not undertaking to boost profit at the short-run but to meet some social needs, aspirations, and profit at the long-run. Organizations who hold this view of corporate social responsibility believes that once it does what is expected of it by law and its host community the organization is socially responsible. Owing to the vastness of this topic – corporate social responsibility we shall have to restrict our investigation to manageable proportions by focusing attention on telecommunication sector Nigeria, using Globacom Nigeria Limited.The telecommunication industry is one of the fastest growing sectors in Nigeria. There are so many telecommunication companies owned by foreign and local corporate bodies in Nigeria. These telecommunication industries have covered a large area in Nigeria from urban to rural areas in the country. As a result of this, the researcher has selected one out of the many telecommunication companies t o take a look at its corporate social responsibility project.The researcher has decided to pick on Globacom Nigeria Limited, Enugu Zone, and has decided to look into its corporate social responsibility activities, to see how the company has gone in performing its social responsibility in host community. 1. 2STATEMENT OF PROBLEM: In recent years there have been series of arguments, debates and controversies among businessmen, academics, government officials and the society in general on what should be the principle objectives or business enterprises. Over the years, managers have neglected the problems created by corporate firms to their host communities.These problems possess a lot of threat and sometimes make life difficult for these communities. The privilege giving to organization to operate in the society stems from the act that society believes that there is a mutual interdependency existing between them, that is, the organization and the society. The relationship between organ izations and their host community has become increasingly important. The decision made in an organization may influence community prosperity and also national and even internationally economic activity might be affected.An example of these problems is the on-going crisis in the Niger Delta region which has led to the destruction of lives and properties. There are accusations from the youths in these areas that companies misdirect their efforts and resources that they should have used to develop the community to bribe opinion leaders in order to overlook their responsibilities to the community, and these have caused a lot of acrimonies between the two parties, community and the firm. These same problems can also be identified in other arrears and in other communities across the country where large companies are located.This prompted the researcher with deep sense of burden to these communities to unraveled the need for these large firms to see the need in helping the society solve so me of its problems, most especially those they help to create, and involve in philanthropic donations to the needs of these communities and provide the community with some social amenities. Despite the roles played by organizations carrying out corporate social responsibility and the growing importance of social responsibility, the following issues have not been fully addressed: i. Why should organizations be socially responsible to their environment? ii.What benefits do organizations get from performing its corporate social responsibility? iii. Why is social responsibility considered as a waste drain of business resources? iv. Are organizations in Nigeria socially responsible? In view of the above, the researcher has taken up the issue of social responsibility in the telecommunication sector in Nigeria and used Globacom Nigeria as a case study to examine the extent of the company’s involvement in corporate social responsibility. 1. 3PURPOSE OF STUDY: For organizations to suc cessfully survive in business, it must recognize the importance of social responsibility to the society.The broad objective of the study is to – i. Examine the argument for and against corporate social responsibility. ii. Whether Globacom Nigeria Limited has been involved in social responsibility activities, and if so, to what extent have they been involved in their corporate social responsibility to their environment? iii. To examine whether the immediate environments are taking into cognizance during planning and implementation of social responsibility, iv. To know the factors that motivates the adoption of corporate social responsibility. 1. RESEARCH QUESTIONS/HYPOTHESIS: In pursuit of the objective of identifying the effectiveness and workability of corporate social responsibility the following hypothesis have been formulated, which intend to test in the course of this study: Ho: The organization involvement in social responsibility does not have an effect on the company and its host community. Ha: The organizations in social responsibility activities have an effect on the company and its host community. Ho: Globacom corporate social responsibility programme does not enhance organization-societal relationship.Ha: Globacom corporate social responsibility programme enhances organization-societal relationship. We also intend to answer the following research questions to collaborate with the above hypothesis. 1. Why is social responsibility necessary in an organization? 2. To what extent does an organization involvement in social responsibility have an effect on the company and its host community? 3. What factors motivates the company in carrying out social responsibility activities? 4. Who do you think are the beneficiaries of the company social responsibility activities? 1. 5SIGNIFICANCE OF THE STUDY:The study of social responsibility of a business organization is hoped to be of benefits not only to student’s businessmen, government, customers, community, stockholders, academics, but the whole society. The study also hopes to highlight the problem associated with social responsibility and to make use of the analysis to improve the working situations thereby minimizing the problems social responsibility conflict in that organization and its environment as well. Finally, the study will inform all at large, the need for corporate social responsibility not only to the firm, but to the society at large. . 6 SCOPE AND LIMITATION OF THE STUDY: This research work focuses on the telecommunication industry in Nigeria, but with particular reference to Globacom Nigeria, Enugu sector. This research was faced with a lot of problems and limitations. The major problem acting as a limitation was a problem of Nigerians attitude to the supply of data to a researcher due to fear. Secondly, because of financial constraints, the scope and dimension of this study could not be extended beyond this limit. 1. 7DEFINITION OF SPECIAL TERM 1:(Globaco m): Global communication.It is a name of a telecommunication firm in Nigeria. Global communication limited is the case study for this research work. 2: (Glo): A short name for Globacom. 3: (CSR): Corporate social responsibility. 4: (BSc): Bachelor of Science. 5: (NCE): National Certificate in Education. 6: (OND): National Diploma. 7 🙠 HND): Higher National Diploma. 8: (MBA): Master in Business Administration. 9: (SSCE): Senior School Certificate Examination. 10: (FSLC): First School Leaving Certificate. REFERENCES Drucker, P. (1968). Management Task, Responsibility and Practice.London ; Pan Books Limited. Drucker,P. (1981). The New Meaning of Social Responsibility. California Management Journal Review, vol. 6(2):p 58-62. CHAPTER TWO 2. 1THEORETICAL FRAMEWORK THE CONCEPT OF ENVIRONMENT: No business enterprise exists and operates in a vacuum. Business operates in a dynamic environment. The growth and survival of a business is dependent on the environment and other factors. A b etter understanding of the environment and how it works will help in the understanding of the social responsibility of business.According to Edgar (1982:61) business organization is a system, and a system can be defined as a set of interdependent parts which come together to make up the whole business. Each of these components or parts contributes and in return receives something from the whole which in turn is interdependent on the environment. A system may be closed or open. A system is said to be closed when it does not receive inputs from outside, that is its external environment nor does it contribute output to the external environment. A system can be said to be an open system when it exchanges inputs and outputs with its environment.It gives output to the environment and in return receives inputs from the environment. The case study which is Globacom Nigeria is an example of an open system as it receives inputs and gives outputs to the environment. Environment can be defined as surroundings, especially the materials and other influences which affect the growth, development and existence of a living being or a business organization. Enudu (1999: 98), citing Onuoha (1991:121) defined an environment as a set of conditions and forces which surround and have direct or indirect influence on the organization.Generally speaking, environmental variables that affect business organizations may be classified into internal and external environmental variables. An organization’s survival is dependent upon a series of exchange and the continual interaction with the environment gives rise to a number of broader responsibilities to society in general. To understand the business organizational environments, we must borrow some concepts from Systems Theory. One of the basic assumptions of systems theory is that business organizations are neither self-Sufficient nor self-constrained.Rather, they exchange resources with and care dependent on the external. Thus, busin ess organizations take inputs such as raw materials, money, labour and energy from the external environment, transform them into products or services and then send them back as outputs to the external environment. Koontz et al (1980:89) maintained that the relationship between a business organization and its environment can be examined in three main ways:- First, a business organization can be viewed as importing various kinds of inputs such as man, materials, money and machine.These inputs are then transformed to produce outputs such as products and services,Secondly, in the study of the relationships between business organization and its environment is to focus on those publics which the business organization must service. These publics are, Employees, consumers, suppliers, stakeholders, government and the community where the business organization is located. A third approach is to view the business organization as operating in an external environment of opportunities and constrai nts which some authorities classified as economic, political, legal, technology etc.Thus, all managers whether they operate in a small or medium or large business organization, take into consideration the elements and force of their external environment. It is necessary for us to discuss the various environment of a business. ELEMENTS OF DIRECT AND INDIRECT ACTION ENVIRONMENT OF AN ORGANIZATION: Fig. 4. [pic] Sources: Onuoha: Management (1999:121) ELEMENTS OF DIRECT ACTION ENVIRONMENT. Direct-action elements are elements of the environment that directly influence a business organization’s activities. Some people prefer to refer to â€Å"direct-action† as the task environment.The direct-action environment is made up of stakeholder. The stakeholders fall into two categories: External and Internal stakeholders. Stakeholders are defined as individual or groups that are directly or indirectly affected by business organization’s pursuit of its objectives. INTERNAL STA KEHOLDERS: These are groups or individuals such as employees, shareholders that are not strictly part of a business organization’s environment but for whom an individual manager remains responsible. They are a part of the environment for which an individual manager is responsible.EMPLOYEES: The employees of a business organization render services. They also involve in the production of goods or services which the business organization sell. Therefore, managers must always seek to get the right caliber of workers in the workforce, SHAREHOLDERS: The shareholders are primarily interested in the return on investment but in recent time, managers and shareholders have become interested in how a business is run. The governing structure of a large company allows shareholders to influence a company by exercising their voting rights. MANAGEMENT:The management of an organization is responsible for the smooth running of the organization while they deal with multiple shareholders and bala ncing conflicting claims. EXTERNAL STAKEHOLDERS: CUSTOMERS: Consumers are those people and organizations that buy the organization’s products and services. They therefore, exchange resources, usually in form of money. Their patronage or lack of it determines whether a business organization’s operations will be successful or not. Customers and market situation determines selling tactics that should be employed by the organization in marketing the organization’s products or services.Usually, a marketing manager analyses the potential customers and market conditions and direct a marketing company based on that analysis. Globacom managers understands this, that is why they make sure that their product quality is unbeatable and prices less so that competitors will not have an hedge over them in the market. They also make sure that they have their products readily available for distributors at all time, and this they do by having depots all over the nation. SUPPLIERS: Suppliers are those people and organizations that provide the materials, equipment and spare parts with which business organizations operate.Every organization buys inputs – raw materials, services, energy, equipment and labour – from the environment and uses them to produce output. What the organization brings in from the environment and what it does with the price of its final products. Organizations are therefore dependent upon suppliers of materials and labour and will try to take advantage of competition among suppliers to obtain lower prices, better quality work and faster deliveries. GOVERNMENT: In Nigeria, the relationship between government and business organizations has been that of restrictive control in nature.Government had acted as a protector of business through maintaining domestic peace and security. Government has shown interest in the private sector of the economy and this they do by regulating the activities of all productive organizations to publi c interest and reinforcing laws and establishing agencies or regulatory bodies to ensure that these laws are adhered to. Like consumers and environment advocates, are social critics who use the political process to further a position on particular issues. Managers have to study and defect groups formed to oppose the company on any issue.Special interest groups can use the media to gain attention; therefore managers must take both present and future special interest groups into account when setting organization strategy. MEDIA: The economy and business activity have always been covered by the media, since these topics affect so many people. There is an increase reports of business activities in the media, therefore, managers who regularly deals with the media should often seek for professional coaching to improve their ability to present information and opinions clearly and effectively. LABOUR UNIONS:Labour Unions seek to improve the quality of work-life of members of another by givi ng workers more control over what they do and how they do it. Managers through collective bargaining try to negotiate wages, working conditions, hours, etc. They have improved workers sense of responsibility and participation. FINANCIAL INSTITUTIONS: Business organizations depend on a variety of financial institutions, including commercial banks, investment banks and insurance companies to supply funds for maintaining and expanding their activities. Both old and new or well established business may rely on short-term loans to build new facilities.Managers have to establish and maintain a working relationship with these institutions. COMPETITORS: A firm must always seek to increase its market share by gaining additional customers or it must beat its competitors in entering and exploiting and expanding market. These it must do by defining its marketing strategy. ELEMENTS OF INDIRECT-ACTION ENVIRONMENT: These are elements of the external environment that affect the climate in which a b usiness organization’s activities take place, but do not affect the business organization directly Stoner et al (1996:63).Some people refer to indirect-action as the â€Å"General environment†. The following are factors that influence business organization in an indirect-action environment:- ECONOMIC VARIABLES: These are factors, such as inflations, recessions, price stability, tax, etc, that affects business. These are general economic conditions and trends that may be factors in an organization. Other important economic variables are capital, economic stability and government fiscal policies. In addition to the above economic controls, Farmer and Richman (1965:56), identified three other economic variables, one of them they referred to as factor endowment†, which is the extent to which a country has available natural resources, adequate and useful labour, and capital which can be employed for efficient production. Another one is the size of market and the third major pervasive economic constraint is the extent to which social overhead capital is available. SOCIAL VARIABLES: These are factors such as demographics, lifestyles and social values that may influence and organization from its external environment. POLITICAL VARIABLES: These are factors that may influence an organization’s activities as a result of political process or climate.The political process involves competition between different interest groups, each seeking to advance its own values and goals. Political legal variable also refer to political and legal environment which relate primarily to compel of laws, regulations and government agencies and their actions which affects all kinds of enterprises. TECHNOLOGICAL VARIABLES: One of the most pervasive factors in the environment is technology. The term ‘Technology’ refers to the sum total of knowledge we have of ways to do things, which affects an organization’s activities. APPROACHES TO SOCIAL RESPO NSIBILITY.By approaches to social responsibility, we mean the perception or view of people about the concept. While it is no longer new that social responsibility of business is necessary, there is still no consensus on what actually constitutes social responsibility. The various perceptions of social responsibility are: i. Social obligation ii. Social Reactions iii. Social Responsiveness. SOCIAL OBLIGATION: Those who hold this view of social responsibility believes that once the organization does what is expected of it by the law, that it is socially responsible. They believe that the major role of business in the society is to make profit.Once this objective is achieved within the ambit of the law, the business is socially responsible. Their target therefor4e is to meet government standards and not to exceed it even if it would benefit society more. The proponents of social obligation believe that the first obligation of business is to return high profit to its shareholders for wh om it is primarily accountable. The also believe that the duty of executing social programmes is that of the government and not business. Organizations are socially responsible when they pay taxes to government to enable it embark on these programmes.Furthermore, the cost of social responsibility will ultimately be added to the cost of the goods and services offered by the companies, thereby leading to higher prices. This then means that it is the people who are paying for social service and not the company. SOCIAL REACTIONS: This view of social responsibility believes that business must be concerned about the social costs of its activities. It should exceed legal set targets in its attempt to responsible behavior. In doing this, it is helping to solve some of the societal problems arising from activities and even those that are traceable to it.Social reaction therefore according to Seithi (1976:66) means behavior in reaction to currently prevailing social norms, values and expectat ions to various groups in the society for it to be socially responsible. Consequently any business that does not react favorably to the demands of societal groups is not socially responsible even if it means its legal obligation to society. SOCIAL RESPONSIVENESS: Business is socially responsible if its actions are anticipatory and preventive instead of reactive and restorative Seithi, (1976:70).To this group, social responsibility means acting in anticipation of the future needs of society. A socially responsive organization sees itself as part of the society and as such takes stand on public issues and contributes its quota toward solving societal problems. It does not have to wait for groups to make demands on it before it acts rather, it initiates social programmes which it feels would help society and execute them without prompting from any quarters. 2. 2 HISTORICAL BACKGROUND OF GLOBACOM NIGERIA LIMITED:Globacom Limited is a Nigeria multinational telecommunication company. Glo is a privately owned telecommunication company that started operations on the 29th August, 2003 in Nigeria. Globacom is privately owned by Mike Adenuga Group which consists of Equitorial Trust Bank, Conoil Plc. , and a petroleum marketing company producing a crude exploration company. The sole aim of introducing and lunching Globacom in Nigeria on the 29th of August, 2003 was to provide telecommunication service to the people of Nigeria as a means of solving the problem of inadequate communication flow.Although Glo Mobil was the fourth telecommunication operator in Nigeria, within seven years of the company’s operation, its subscriber base has grown to over 25 million. Glo has an estimate of over 25 million subscribers. It has a reputation as one of the fastest growing multinational carrier in the world and the vision for Glo is to be the biggest and best carrier in Africa. Globacom currently operates in four countries in West Africa namely Republic of Benin, Ghana, Ivory Coa st and Nigeria. Its Headquarter is in Lagos, Nigeria because it is 100 percent a Nigerian owned company.According to Globacom Annual Report: (2009:6). In August, 2003, Glo Mobile was launched in Nigeria and it introduced lower tariffs, pay per second billing and along other value added services. Glo Mobile is a subsidiary of Glo, its Glo Mobile Network Unit. Globacom ability to become the best telecommunication company in Africa and all over the world is due to the strategies they design in other to carry out their business smoothly. An example of their strategic business units are, Globacom Broad Access, Glo Gateway, Glo 1 Submarine cable, etc.In 2005, Glo Mobile introduced Glo fleet manager which is the most comprehensive Vehicle Tracking solution offered to save time and money. Glo fleet manager helps managers, transporters fleet operator manage their fleet effectively and efficiently. They also introduced the Glo Mobile Internet Service which provides subscribers with speed acce ss to all popular Internet sites which have been customized for mobile phone browsing. The company in 2006 introduced Black Berry (A) which is the leading wireless solution that keeps mobile professionals around the world connected to people and information.In 2009, Globacom launched Blackberry prepaid service which gives subscribers options to pay daily, weekly or monthly for the service The company now provides coverage to over 85 cities and towns and well over 5000 communities and villages spinning every geo-political zone and 36 of Nigeria’s States. Globacom products and services are available at its friendship centers which have a structure and some departments. It also have nationwide network of dealership, banks and convenience channels where its products are sold. Under the chairmanship of Otunba Michael Adeniyi Ishola Adenuga Jr. Globacom has turned out to become the fastest and best telecommunication industry in West Africa. Recently, in June, 2008, Glo mobile was l aunched in Republic of Benin. Glo Mobile showed unprecedented growth through sales of 600,000 Sim Cards in the first ten days of operation. Glo acquired an operating license through its Glo Mobile division in Ghana and currently has about 11 millions subscribers in Ghana, and in 2009, the company acquired submarine cable landing rights and international gateway services in Ivory Coast.Globacom Nigeria Limited is a leading telecommunication company in Nigeria, which has been at the forefront of promoting sustainable development and high standards of corporate governance and is one of the few signatories that keep date to the convention of business integrity. According to Frank Nweke, (2006. 5. guardian newspaper) â€Å"Glo is an authentic Nigeria Company. What is has achieved in the past years demonstrates great potentials, great opportunities, drive for excellence and commitment to Nigeria†.The Nigeria Communication Commission awarded the company as the second national operat or driven by the success of Globacom in Nigeria. DEFINITIONS AND CONCEPTS OF CORPORATE SOCIAL RESPONSIBILITY. The concept â€Å"Corporate Social Responsibility† has been defined in many ways – Most writers on social responsibility see the concept as a disposition of an organization to exhibit â€Å"Missionary rather than â€Å"Mercenary† attitude towards the society. Holmes and watts (2000:19) on behalf of the World Business Council for Sustainable Development provide a reasonable representative definition as:The continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and other families as well as Those of the local community and society at large. Caroll (1979:96) proposed a four-part definition of corporate social responsibility. It consists of Economic, Legal, Ethical and Altruistic or discretionary corporate social responsibility. â€Å"The social responsibility of bus iness encompasses the economic, legal, ethical and discretionary expectations that the society ask of organization at a given point in time†. Caroll (1979:98).An organization’s economic responsibility to the society entails producing goods and services that society wants and setting them at a fair price that society wants and accepts. The goods and services must be of quality standard. The Legal responsibility that a company has to its society is to comply with the law and â€Å"play by the rules of the game†. (Lantos 2001:6). Ethical responsibility embraces the range of norms, standards and expectations that reflect a concern for what consumers, employees, share-holders and the community regard as fair, just or in keeping with respect for or protection of stakeholders moral rights.Caroll, (1997:100). Discretionary responsibilities are purely voluntary and often guided by the personal values of an individual within a company. They go beyond the legal and are not generally expected in ethical sense. Caroll definition remains a useful basis for analysis as it encompasses the crucial elements of a company’s responsibility to society. According to Andrews (1977:43), the concept of corporate social responsibility can be described as the intelligent and objective concern which constrain individuals no matter how profitable, and leads them in the direction of the positive contribution to human betterment.Luttons and Hodget (1976: 24) noted it as the means to pursue those policies, to make decision, or to follow these line of action which are desirable in terms of objective and value of the society. Imoiseh (1985:27) noted that the major limitation of these conceptions about social responsibility is the failure to take into account:’ i. Who determines what action of an organization constitutes social responsibility? ii. Where should be the â€Å"arena† for the organization to perform social responsibility?Corporate social respo nsibility can be best understood in terms of the changing relationship between business and society. The European Commission’s (2001. vol6:22) Green Paper on Corporate social responsibility defines CSR as â€Å"a concept whereby companies decide voluntarily to contribute to a better society and a cleaner environment†.. According to Caroll, (1979:56) corporate social responsibility is about businesses and other organizations going beyond the legal, obligations to manage the impact they have on the environment and society.In particular, this could include how organizations interact with their employees, suppliers, customers and the communities in which they operate, as well as the extent they attempt to protect the environment. The notion of a company look beyond profit to their role in society is generally termed corporate social responsibility, involves a company linking itself with ethical, values, transparency, employee relations, compliance with legal requirements a nd overall respect for the community in which the operate.It goes beyond the occasional community service action, however, as CSR is a corporate philosophy that drives strategic decision making, partner selection, hiring practices and ultimately brand development Corporate social responsibility also known as corporate responsibilities, corporate citizenship, responsible business or corporate social performance, is a form of corporate self regulation integrated into a business model.Lately, CSR policy would function as a business built-in, self regulating mechanism whereby business would monitor and ensure it adherence to law, ethical standards, and international norms. Business would embrace responsibility for the impact of their activities on the environment, consumers, employees, communities, stakeholders and all other members of the public sphere, furthermore, business would proactively promote the public interest by encouraging community growth and development, and voluntarily e liminating practices that harm the public sphere, regardless of legality.Essentially CSR is the deliberate inclusion of public interest into corporate decision making and the honoring of a triple bottom line: People, Planet and Profit. The entirety of corporate social responsibility can be discerned from the three words obtained within its title phrase: ‘Corporate’, ‘Social’, and ‘Responsibility’. Therefore, in broad terms, corporate social responsibility covers the responsibilities corporations or other profit organizations have to the society within which they are based and operate.More specifically, corporate social responsibility involves a business identifying its stakeholder groups and incorporating in their needs and values within the strategic and day-to-day decision-making process. CATEGORIES OF CORPORATE SOCIAL RESPONSIBILITY: Public relations scholars have classified corporate social responsibility into various categories. Sam Blackà ¢â‚¬â„¢s four categories of corporate social responsibility are Enterprise, Education, Arts and Culture and environment. Of recent, many organizations added sports to their corporate social responsibility activities.Again, Seithi (1987) provides what he calls a partial list of social responsibility categories to include being responsible for: ? Product Lines; not producing dangerous products, maintaining good product standard that are environmentally safe. ? Marketing Practices; responding to consumer complaints setting fair prices and maintaining fair advertising message contents. ? Employee Services; training, counseling, granting allowances for the welfare of employees. ? Corporate Philanthropy; contributing to community development activities and involving social projects. Environmental Activities; embarking on pollution control projects, adherence to federal standards and evaluation procedures of new packages to ensure ease of disposal or possible recycling. ? Employee Safety a nd Health; setting effective work environment policies, accident safeguard, food and medical facilities. Through these categories of corporate social responsibility, a company is able to provide a healthy business environment for its operations and contribute to the well-being of the community 2. 3 CURRENT LITERATURE ON THEORIES AS POSTULATED.ARGUMENT AGAINST CORPORATE SOCIAL RESPONSIBILITY The most eminent personality against social responsibility is the late Milton Friedman who argued against social responsibility on social and economic ground. Milton Friedman in his word said that â€Å"there is one and only one social responsibility of business – to use resources and engage in activities design to increase its profit so long as it stays within the rules of the game, which is to say, engage in open and free competition without deception or fraud†.He argues that managers are agents to stakeholders but if they spend corporate funds for social purpose they are essentia lly stealing from stakeholders. David Henderson puts it as follows – companies will best discharged the responsibilities which specifically belong to them by taking profitability as a guide, subject always acting within the law, and that they should not go out of their way to define and promote wider self chosen objective. Some arguments are stated thus:- LESS ECONOMIC EFFIENCY: The primary task of business is to maximize profit by focusing strictly on economic activities. This school of thought believes that concentrating resources in the social area could lead to less economic efficiency and therefore actually become detrimental to the society. It holds that when business organization concentrates resources that suppose to be used for other meaningful economic activities on social arrears, the tendency is that, it will reduce the economic efficiency of the organization which may not argue well for the society at large.Social involvement could reduce economic efficiency, ? E XCESSIVE COST THAN BENEFITS TO SOCIETY: Cost incurred in undertaking some of these social responsibility programmes are higher than the benefits society will derive from them and business organization knows the way of passing this burden to society in terms of raising prices of their product or services to excessive levels to the detriment of the consumers. Invariably, society still bears the burden. VIOLATION OF BUSINESS DECISION-MAKING: There is a believe that undertaking some social responsibility activities violates sound economic business decision making that should rightfully concentrate on earning profit. ? TO LACK OF SKILLS ON THE PART OF MANAGERS DETERMINE SOCIALLY DESIRABLE PROJECTS: Managers are neither trained nor do them posses the skills and knowledge of resources to determine which social desirable project to support. Even where they have the knowledge, it may not be easy as they think because of the technicality involved. THERE IS NOT COMPLETE SUPPORT FOR INVOLVEMENT IN SOCIAL RESPONSIBILITY: Consequently, disagreements among groups with different viewpoints will cause friction. However, it should be noted that Friedman criticism was directed solely against the introduction of corporate social responsibility within profit-making business organizations in the private sectors. ARGUMENT FOR SOCIAL RESPONSIBILITY: The arguments for social responsibility rest on the notion that accepting social responsibility is the correct moral position of the firm.People who argue in favour of social responsibility claims that our modern industrial society faces many serious social problems brought by larger corporations such as water, land and air pollution and resources depletion, they should play a major role in solving this problem. They also argued that because businesses are legally defined entities with most of the same privileges as private citizens, business should not try to avoid its obligation as citizens.Advocates of social responsibility points out that while government organizations have stretched their budget to their limit many large businesses often have surplus revenue that could potentially be used to help solve social problems. Another more general reason for social responsibility is profit itself. For example, organizations that make clear and visible contributions to its society can achieve enhanced regulation and profit benefit at the long run. Other factors on which the argument for social responsibility is based are :- ? The improvement of internal opportunities and the creation of better job environment. The business firms controls so many resources and can devote some of the resources to the betterment of the society. ? Social investments create a favourable public image thus a firm may attract customers, employees and investors. ? It is better to prevent problems than to cure them. It may be easier to help hardcore unemployed than to cope with social unrest. ? Social responsibility actions may increase profit in the long-run. There are certain actions of the business in relation to social responsibility which may increase the company’s profitability.For example, identifying consumer needs and wants, producing goods tailored to these needs may not produce desired result in the short run but on the long run. More profit can be realized with increase in productivity. Social responsibility makes business organization have more concern for society. Businesses must be concerned about society’s interest and needs because society is affected by business operation. FACTORS MOTIVATING THE ADOPTION OF CORPORATE SOCIAL RESPONSIBILITY. Business operates in a global market where companies are increasing in the public eye.It is difficult for companies to hide in discrepancies as they are highly visible and vulnerable to attacks from stakeholders. Companies need to be sensitive to societal anxiety if they are to avoid damage to their reputation. These anxieties changes over time as different issues come into the public eye. So companies must be dynamic in the way they respond. The main factors that may motivate companies to carry out social responsibility are stakeholder management, financial performance, consumer pressure, risk management, attracting employees and personal values. STAKEHOLDER MANAGEMENT:Stakeholder management is a generally accepted concept in the business community. Stakeholders have been discarded as â€Å"the groups and individual who benefit from or are harmed by, and whose rights are violated or respected by, corporate actions (Freeman 2006:20). Increasingly, corporations are motivated to become more socially responsible because their most importantly stakeholders expect them to understand and address the social and community issues that are relevant to them. Understanding what causes are important to employees is business benefits that can be derived rom increased employee engagement that is, more loyalty, improved recruitment, increased retent ion, high productivity and so on. Greater media exposure, environmental and health related incidents resulting from site management or planning decisions have ensured that effective management of stakeholders has risen up the list of priorities for company managers. The various stakeholders a company may have are shown in the model below: Fig. 3. [pic] Source: Onuoha: Management (1999:106). Some questions may be asked, if business is to be responsible to the society, whom in society must it be responsible to?Society today consists of a wide range of people who have interests, expectations and demands as to what companies and organizations ought to provide, and the ways in which they should behave. Companies are increasingly embracing these stakeholder groups and individuals, whether by considering or including them in decision-making. The motivation here is for business to become involved in corporate social responsibility by addressing the wide range and constant set of demands mad e by stakeholders. FINANCIAL PERFORMANCE:Since the early 1980s a significant body of corporate social responsibility research has centered on the debate over the relationship between corporate social responsibility and strong financial performance. Government agencies and organizations promoting the corporate social responsibility agenda seems to be convinced that, assuming a social responsibility role will bring financial gain to the business world. Social responsibility is a powerful way of making sustainable competitive profit and achieving lasting values for the shareholders as well as for the stakeholders.Therefore being involved in social responsibility is a win- win opportunity not just for companies and financial investors but also for the society at large. Research carried out has shown that there is a good relationship between social performance and financial benefit. That is, organizations that are involved in social responsibility activities stands out to gain financial reward at the long-run and this has been a motivating factor to the organization adoption of corporate social responsibility.Furthermore, McWilliams and Siegel (1979:88) predict that there is a neutral relationship between social responsibility activities and company’s financial performance. In their study, they investigated this relationship using a theory of the firm’s perspective, economic scale and cost benefit analyses. Their main conclusions were: – The neutral relationship exists because the company that carries out social responsibility activities will have higher cost but higher revenue. While the company that has no social responsibility activities sill have lower cost and lower revenue, thus, profit is equal. Large firms will have lower average cost for providing social responsibility activities than small companies. – There are optimal levels that will maximize profit while satisfying the demand for social responsibility from multiple stakehol ders. The ideal levels of social responsibility can be determined by cost benefit analysis. CONSUMERS: Consumer’s pressure and damage to the global image of a popular brand is one of the reasons why companies may be motivated to assume the mantle of social responsibility.Much recent pressure has centered on the protection of the environment, example campaign against water pollution (Niger Delta Regions), road maintenance, consumers protection, protection of human rights, safeguarding jobs, etc. In Nigeria, organizations and agencies like National Food and Drug Administration Campaign, Standard Organization of Nigeria and National Drug Law Enforcement Agency, has been an advocate for consumer’s protection especial in the current climate of concern about public health.It is high profile consumer related concern such as these that will force more and more companies into adopting principles of social responsibility. RISK MANAGEMENT: Risk management centers on problems that can be caused by consumer’s pressure. However, today’s management encompasses a wider range of stakeholders, each of which must be considered if a company is to avoid variety pitfalls and protect its reputation. Companies often conduct business in areas where they can be at low risk especially working in a densely populated area or with companies with irresponsible practices.Social responsibility activities can be use to mitigate this risk. The increased exposure of companies to the glare of public scrutiny has encouraged business to increase transparency in their environmental and social disclosures. This has led to a growing trend reporting and a commitment of sustainability of social performance. EMPLOYEES: Many studies has shown that investing in employees can bring direct benefits to a company both financially and in terms of increased employee loyalty and productivity.Such investment can include schemes like provision of healthcare services to employees, childca re facilities, flexible work hours and job sharing. Employee’s investment is an essential aspect of social responsibility as the workforce is also the community, especially in companies where a substantial portion of employees are likely to come from the local community. Involving employees in social responsibility activities is another way in investing in them. Good social performance also provides companies with a competitive advantage when attracting a skilled force.Applicants are more likely to pursue jobs from socially responsible companies than companies with poor social responsibility performance reputation; they feel that they will have a higher self image when working for responsible companies. PERSONAL VALUES: Companies and individual within an organization may be motivated to carry out social responsibility for moral reasons. Managers of organization may carryout social responsibility activities because of the respect accorded to them for being involved in such act ivities by members of the society.This approach to corporate social responsibility is described in literature as voluntary or philanthropic social responsibility. But this approach has been questioned by a number of commentators famously Milton Friedman (1970:30) who argued that, â€Å"the social responsibility of business is to increase its profit†. And even more recently by Lantos (2001:56) who argues that voluntary social responsibility lies outside the scope of business responsibility.The answer lies in the personal values and principles of some individuals in business who argues that it is fundamentally the right thing to do. THE BENEFITS OF CORPORATE SOCIAL RESPONSIBILITY: Drucker emphasizes the importance of the exercise of social responsibility by business and by managers. This responsibility can no longer be based on the assumption that the self-interest of the owner of property will lead to the public good, or that self-interest and public good can be kept apart and considered to have nothing to do with each other.On the contrary, it requires of the manager that he assume responsibility for the public good, that he subordinate his actions to an ethical standard of conduct, and that he restrains his self-interest and his authority wherever their exercise would infringe upon the common weal and upon the freedom of the individual. An enlightened business recognizes that it is in its own interest to be socially responsible, since an enhanced public image is more likely to be attractive to investors – employees, customers, consumers, suppliers and most community and government.Companies addressing issues related to the right of indigenous people have reaped a lot of benefits. Some of the benefits accruing to business organization that is involved in social responsibility include the following. 1. ENHANCED REPUTATION: Good company performance in relation to sustainability issues can both build reputation while poor performance when exposed ca n damage brand value. In the course of this research work, it was noted that Globacom Nigeria Limited has a very good reputation in the community where it exists. II. INCREASED ABILITY TO RECRUIT, DEVELOP AND RETAIN STAFF:These can be direct or indirect. The 1999 business Ethics study found that employees are more likely to be loyal when they believe their workplace has ethical practices. An organization that engages in corporate social responsibility will have dedicated and productive employees. IIIBETTER RELATIONS WITH GOVERNMENT: The formal and informal license to operate is a key issue for many companies looking to extend their business. Diligence in meeting social and environmental concerns can result in a reduction in red tape and a more cooperative relationship with government departments.A good relationship with government can give a company significant competitive benefit in terms of gaining a social license to operate from local community, particularly in the resource sect or with regard to gaining access to scarce reserves. IV. ENJOYING PREFERRED BUSINESS PARTNER STATUS: Given the opportunity to choose among several bidders for a potential project, some governments are more likely to choose a company with the best reputation with respect to indigenous relations and human rights practices.For instance, Globacom Nigeria has gained a lot of good reputation in the government circle and these are shown by the different award that the management has received both nationally and internationally. When companies take a strategic approach to corporate social responsibility, it would have a positive effect on mainstream business performance. Records have shown how benefits go beyond performance and also how benefits go beyond the long-term intangible measures of success to include direct financial measures (mostly in developing countries).CORPORATE SOCIAL RESPONSIBILITY FOCUS IN THE TELECOMMUNICATION INDUSTRY: Service industries such as the banking; insurance r etail and telecommunication industries are generally perceived as corporate ‘bodies’ and have an image of modern and clean business. Although, their direct social and environmental foot print is often relatively small; their role as market gatekeepers means that they can have substantial influence. Corporate social responsibility leaders in these sectors tend to be motivated by the strategic need to innovate in fast moving industries as well as the competitive â€Å"war for talent†.The telecommunication industry is the fastest growing sector in Nigeria. As such, corporate social responsibility is a strategy used by these companies to gain their ground and to provide sustainable development to the country and to their host community. They focus on the potentials of information communication technologies to empower enterprise development, educational opportunities and the capacity to respond to emergencies. Developments such as tele-banking, internet trade and othe rs has the potential to save energy, paper and the need to travel, reducing air pollution, and resources waste.However, despite these opportunities, there are a number of problematic issues such as: i. Concerns about the environment and health implication of new technologies ii. The emergence of a â€Å"bridge† between those who have access to educational, health and opportunities through information communication technology and those who do not. iii. Tension between the drive for efficiency and profitability and the need to meet legislated â€Å"universal service obligation† to provide access for all.Many companies in the telecommunication industry are aligning themselves towards the commercial opportunities that sustainable devel