Corporate Social Responsibility: Guidelines for Top Management

By Jerry W. Anderson Jr. | Go to book overview

jobs. This is not to say that where stakeholders have a legitimate problem or complaint that they should not take appropriate action to rectify the situation.

Society's demands on industry have been extensive and industry has tried in most instances to respond favorably to this initiative. In some instances these demands have caused the stakeholders new problems, for which they blame industry. One instance is the case of home fast food preparation and the extensive use of plastic containers. On the one hand, it has helped working people to have good meals on short notice, but has caused trash and garbage landfill problems as a result. As in all other situations, it is again emphasized that all parties involved must cooperate and work together to solve the problems -- not just yell at each other.


EPELOGUE

This book has tried to present a little bit of the history and background as well as the present day status of what the area of social responsibility is all about. From time to time it also presents some of the author's and other people's views on what steps might be taken to improve existing situations.

In some areas, vast improvements have been made; in other areas it appears that the remedy has been worse, or at least created more or worse problems than it fixed. Only by continued and improved effort and cooperation on the part of government, business, and society can meaningful progress be made.

Those companies who have been able, to do so have been going to the step beyond social responsibility to what they call social responsiveness. This is where the company makes itself aware of social problems and responds to them in a constructive manner before the government or society forces them to do it. If a company can afford to do this, it also usually works out to be a useful, profitable, and competitive tool.

Finally, vast progress has been made in many areas of social responsibility; however, further progress is needed. In some cases a step backward may be more beneficial than two steps in the direction now headed. Also, in the areas of overlapping responsibilities and decision making, a good look at these areas is needed for an improved integrated operating mechanism.


NOTES
1
Jerry McAfee, "How Society Can Help Business", Newsweek 92, no. 1 ( 1987): 15.
2
"A Nation That Has Lost Its Intellectual Bearings", US. News & World Report 102, no. 18 ( 1987): 73.
3
"What Americans Should Know", US. News & World Report 103, no. 13 ( 1987); Robert Clerc, Schools Fail the Humanities," Cincinnati Enquirer, September 15, 1987, p. A-10.
4
Jaime M. O'Neill, "No Allusions in the Classroom", American Legion Magazine 124, no. 5 ( 1987): 16.

-268-

Notes for this page

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this book

This book has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this book

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this page

Cited page

Style
Citations are available only to our active members.
Buy instant access to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited page

Bookmark this page
Corporate Social Responsibility: Guidelines for Top Management
Table of contents

Table of contents

Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this book

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Help
Full screen
/ 284

matching results for page

    Questia reader help

    How to highlight and cite specific passages

    1. Click or tap the first word you want to select.
    2. Click or tap the last word you want to select, and you’ll see everything in between get selected.
    3. You’ll then get a menu of options like creating a highlight or a citation from that passage of text.

    OK, got it!

    Cited passage

    Style
    Citations are available only to our active members.
    Buy instant access to cite pages or passages in MLA, APA and Chicago citation styles.

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

    1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

    Cited passage

    Thanks for trying Questia!

    Please continue trying out our research tools, but please note, full functionality is available only to our active members.

    Your work will be lost once you leave this Web page.

    Buy instant access to save your work.

    Already a member? Log in now.

    Author Advanced search

    Oops!

    An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.