social responsibility: the unexpected change of paradigm towards a new curriculum mazen f. rasheed,...
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Social Responsibility:The Unexpected Change of Paradigm
Towards a new CurriculumMazen F. Rasheed, Michael von Gagern, Muhammad Sharafat Waheed
The National Commercial Bank Chair for Corporate Social Responsibility, King Saud University, Riyadh
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Business Responsibility for: Profit – People – Planet
A New Challenge for ManagersAnd how Universities may want to Respond:
1. What is new?2. How does it affect the Educational Institutions?3. What can the University do?
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Business Responsibility for: Profit – People – Planet
1. What is new?
1.1 The Change of Paradigm in Business
1.2 The New Competence Needed
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1.1 The Change of Paradigm in Business
• From Profit only to People, Planet, and Profit• From Hidden Agendas to Transparency• From Covering up to Accountability• From Legal to Legitimate• From Shareholders to Stakeholders• From the Product to the Supply Chain• From Local to Global, One World, The Seven
Migrants (Air, Water, Resources, Products, People, Ideas,
Epidemics)
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The Seven Problematic Migrants
• Air• Water
• Resources• Products• People• Ideas
• Epidemics)
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1.2 The New Competence Needed
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1.2 THE NEW COMPETENCE NEEDED
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1.2 The New Competence Needed
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2. How does it affect the Educational Institutions?
2.1 Vision of University Leadership
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2.2 Communication of Vision
2. How does it affect the Educational Institutions?
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2.3 Student Awareness of University SRThe concepts of CSR and USR are relatively new to the
University establishment. It is therefore not astounding that Universities, even if they have a vision of institutional renewal according to SR principles have not yet been very successful in communicating this vision to their students.
But what about student involvement in actual SR activities?
2. How does it affect the Educational Institutions?
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2.3.1 Environment
2. How does it affect the Educational Institutions?
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2.3.2 Community
2. How does it affect the Educational Institutions?
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3. What can the University do?
3.1 Create Awareness through Communication of Vision, Implementation and Student Involvement
We will not go into the details of the tools, procedures and performance measurement of all the steps involved in these important tasks. This will be done in a later stage of the project.
3.2 Curricular Renewal as a point of departureLet us look at one crucial task, which combines some of these
steps: the curriculum
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Op
era
tion
s / Q
uality
Man
ag
em
en
t
Marketing
HR / Organizational Behavior
Econ
omic
s
Eth
ics /
Politi
cs
Finance/ Accounting/Control
Business Inform
satics / BPM
Strate
gy / B
usiness
Deve
lopm
ent
Responsibilities
Resp
on
sib
ilit
ies
Res
pon
sibili
ties
Responsibilities
Responsibilities
Resp
on
sib
ilitiesTransparency
Transp
arency
Accountability
Accounta
bility
Accountability
Responsibilities
Accou
nta
bilit
y
Acc
ount
abili
ty
TransparencyA
ccou
nta
bility
Tra
nsp
are
ncy
Accountability
Accountability
Transparency
TransparencyTra
nsp
are
ncy
Transparency
Responsi
bilitie
s
People
Planet
Profit
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The Round Table of CSR Management Issues
The discussants of this round table agree on the corner stones for this new Mgt. Approach:
• A Strong Sense of Responsibility• Technical and Moral Accountability• A True Commitment to Transparency
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Corner Stones of CSR
According to ISO Standard 26000
Responsibility derives from sources of influence like:
• ownership and governance;• economic relationship • legal/political authority • public opinion • An organization's influence may depend on a number of
factors, including physical proximity, scope, length and strength of the relationship.
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Corner Stones of CSR
According to ISO Standard 26000
Accountability„state of being answerable for decisions
and activities to the organization's governing bodies, legal authorities and, more broadly, its stakeholders“
ISO 26000, p. 13
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Corner Stones of CSR
According to ISO Standard 26000
Transparency: Information should be• Complete and address all significant activities and impacts • Understandable i.e.provided with regard for the knowledge and the cultural, social,
educational and economic background of those who will be involved in the communication.
• Both the language used, and the manner in which the material is presented, including how it is organized, should be accessible for the stakeholders intended to receive it
• responsive to stakeholder interests• Accurate, i.e.factually correct and with sufficient detail • Balanced and fair and should not omit relevant negative information concerning the
impacts of an organization's activities • Timely; out of date information can be misleading. • Accessible specific issues should be available to the stakeholders concerned.
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All the core subjects, but not all issues, have relevance for every organization.
An organization should review all core subjects to identify which issues are relevant. To start the identification process, an organization should, where appropriate:
• list the full range of its activities; • identify stakeholders• identify the activities of the organization itself
and of the organizations within its sphere of influence.
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All the core subjects, but not all issues, have relevance for every organization.
• The decisions and activities of suppliers and contractors can have an impact on the social responsibility of the organization
• Determine which core subjects and issues might arise when the organization and others within the sphere of influence and/or the value chain carry out these activities, taking into account all applicable legislation.
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All the core subjects, but not all issues, have relevance for every organization.
• Examine the range of ways in which the organization's decisions and activities can cause impacts on stakeholders and on sustainable development
• Examine the ways in which stakeholders and social responsibility issues can impact the decisions, activities and plans of the organization;
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All the core subjects, but not all issues, have relevance for every organization.
• Identify all issues of social responsibility that relate to day-to-day activities as well as those that arise only occasionally under very specific circumstances.
• One way of doing this is to review the typical advanced MBA Curriculum (as follows)
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Strategy / Business Development
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HR / Organizational Behavior
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Finance / Accounting / Control
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Business Informatics / BPM
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Operations / Quality Management
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Marketing
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Objectives Moral Values
Balance ofPower
Social Compact / Constitution
People 1: Compete
Fairness Trans-parence will make a shared decision process possible. Division of powers can avoid concen-tration of privilege, efficiency needs freedom, and there is no peace without Justice
Scarcity as incentive
People 2Innovate
Incentive Freedom neededFor innovation
Planet 1Resources
RenewableReplaceable
Use and not abuse, exhaustion
Planet 2 Sustainability
Stewardship Future Generations
Profit 1Shareholders
AppropriateShare
Ownership
Profit 2 Stakeholders
Appropriate Share
DistributiveJustice
Ethics / Politics
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Concluding RemarksThe existing values and culture of an organization can have a significant effect on
the ease and pace with which social responsibility can be fully integrated throughout the organization.
For some organizations, where the values and culture are already closely aligned to those of social responsibility, the process of integration may be quite straightforward.
In others, some parts of the organization may not recognize the benefits of social responsibility and may be resistant to change.
Systematic efforts over an extended period may be involved in integrating a socially responsible approach in these areas.It is also important to recognize that the process of integrating social responsibility throughout an organization does not occur all at once or at the same pace for all core subjects and issues. It may be helpful to develop a plan for addressing some social responsibility issues in the short term and some over a longer period of time. Such a plan should be realistic and should take into account the capabilities of the organization, the resources available and the priority of the issues and related actions
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Concluding Remarks ctd.
• Systematic efforts over an extended period may be involved in integrating a socially responsible approach in these areas.
• It is also important to recognize that the process of integrating social responsibility throughout an organization does not occur all at once or at the same pace for all core subjects and issues.
• It may be helpful to develop a plan for addressing some social responsibility issues in the short term and some over a longer period of time.
• Such a plan should be realistic and should take into account the capabilities of the organization, the resources available and the priority of the issues and related actions
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End
Thank you for Listening