Expert answer:Business Controversial Issue

Expert answer:Please select a recent visible and/or controversial business issue and take a position on it from your point-of-view. Write a maximum 2750 word essay and support your argument with appropriate course content from the full year of learning. The three learning themes which I selected are ( Global business, corporate social responsibility, Strategic Marketing) into your discussionRead the course outline for all these three subjects along with the session slides. Please use the core concepts from each learning theme and referred them in the report. For example, if you are working on strategic marketing please refer the slide and section number of the concept applied. You are free to select any controversial business topic. Just make sure each section/learning theme is 3 to 4 page long. You can start with Global Business (3 pages), Ethics (3 pages), Marketing (3 pages), and the final conclusion/recommendation.
ethical_leadership_and_decision_making_course_outline.doc

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Smith School of Business
Queen’s Accelerated MBA for Business Graduates – Class of 2018
MBUS 844 – Ethical Leadership and Decision Making
Professors: Tina Dacin and Michael Darling
Course Overview
1. Introduction
Corporate social responsibility is defined by the Government of Canada as “the way firms integrate
social, environmental and economic concerns into their values, culture, decision making, strategy and
operations in a transparent and accountable manner and thereby establish better practices within the
firm, create wealth and improve society”. This four session course examines the various aspects of
leadership in the context of social impact and corporate social responsibility and provides the students
with an opportunity to connect this essential business element to company, business unit and functional
management. Our discussions will consider an array of stakeholders including employees, customers,
suppliers, communities, governments, NGOs and society in general. This course is paired with a separate
course that discusses Corporate Governance.
In keeping with the underlying learning themes of Queen’s MBA Programs this course relates to
leadership, global business, strategic thinking, and creativity, innovation & entrepreneurship.
2. Class Dates and Locations
Session 1
Sunday, October 8
Full class: 8:30am –
12:00pm (on campus)
Session 2
Tuesday, October 10
Section 2: 8:30am –
12:00pm (DGCC
Classroom C)
Section 1: 12:45pm 4:15pm (DGCC
Classroom A)
Session 3
Thursday, October 12
Section 2: 8:30 – 12:00pm
(DGCC Classroom C)
Section 1: 12:45pm to
4:15pm (DGCC Classroom
A)
Session 4
Thursday, October 12
Section 1: 8:15am –
11:45am (DGCC
Classroom A)
Section 2: 1:00pm
4:30pm (DGCC Classroom
C)
Michael Darling
Tina Dacin
Tina Dacin
Michael Darling
1
3. Description of Course Assignment and Evaluation
Team report write-up: 100% of total course grade
Team Assignment
Each team will select a company or strategic business unit of a company and evaluate the CSR strategy
of that company (or business unit). Your paper should include the following:
•
Overview of the corporate or business unit strategy of that entity
•
Overview of the CSR strategy and its components
•
Analysis of the alignment of the CSR strategy with the overall corporate or business strategy
•
Effectiveness and impact of the CSR strategy and its components
•
Recommendations for improvements and modifications to the CSR strategy
Please use headings to break the paper into several discrete but inter-connected sections. Tables,
graphs and charts may be used for illustration and embodied in the document.
Document specifications:
Maximum 2000 words of text (1 inch margins) double-spaced in 11 point font and up to 2 pages of
appendices. Please provide reference endnotes of sourced information (publications and web).
Appendices and endnotes will not count towards paper maximum.
4. Session Descriptions
Session 1
(Michael Darling)
Topics:
The focus of this session will be corporate social responsibility and the ethical questions
surrounding decision-making relating to a range of CSR issues. Based on the “Stages of
Corporate Citizenship” article we will discuss the process of moving from elementary
corporate citizenship involvement to transformational effectiveness through five stages.
Examples will include GE, IBM, Wal-Mart and Ford plus examples provided by members
of the class. The New Balance case will be discussed to illustrate compelling issues that
relate to a wide range of CSR issues.
Readings:
Philip Mirvis and Bradley Googins, Stages of Corporate Citizenship, California
Management Review, Winter 2006, (CMR 333)
Ethics: A Basic Framework, Harvard Business School (9-307-059)
2
Case:
New Balance: Developing an Integrated CSR Strategy, Richard Ivey School of Business,
Case #910M11.
Session 2
Social Innovation and Community Engagement (Tina Dacin)
Topics:
Social Innovation, Process of Design Thinking
Readings:
Design Thinking for Social Innovation, Brown & Wyatt, Winter 2010, pp 31-35, Stanford
Social Innovation Review
Tapping the Entrepreneurial Potential of Grassroots Innovation, Gupta, Summer 2013, pp
18-20, Stanford Social Innovation Review
Session 3
Systems Change via Social Intrapreneurship & Social Entrepreneurship
(Tina Dacin)
Topics:
We will discuss the emerging field of social entrepreneurship and question what is unique
and special about this approach to solving societal problems. The case of Organ Jet will be
used to get to the essence of designing a social enterprise. The session will close with a
discussion about the role of global and corporate social entrepreneurship.
Readings:
In Search of the Hybrid Ideal (Battilana, Lee, Walker & Dorsey), Stanford Social Innovation
Review, Summer, 2012.
Big Business Matters. Samuelson, Fall 2010, pp 27-28, Stanford Social Innovation Review
Social Entrepreneurship: Why We Don’t Need a New Theory and How We Move Forward
From Here. Dacin, Dacin & Matear, 2010, pp 37-57, Academy of Management Perspectives
Case:
OrganJet and Guardian Wings. HBSP (9-413-068)
Reflection Questions:
1. What can we conclude about the state of the current transplant system?
2. How difficult is it to change such a system? Why? How complex is the problem? Is there a clear
vision for an alternative system? A fairer system? How difficult is it to agree on fairness criteria?
3. Is OrganJet a good solution? Why? Is it a disruptive innovation? A radical change? Is it only a patch
solution?
Session 4
Corporate Reputation, Costs of CSR, Supply Chain Issues, Consumer Products
(Michael Darling)
Topics:
Our emphasis in this session will be the link between corporate reputation and CSR. We
will also consider the costs of CSR programs and the impact of these costs on the
spectrum of stakeholders. Discussions will focus on components of corporate social
3
responsibility, the wide variety of different approaches and measurement of programs.
The Apple case will allow us to study a company that has faced several significant CSR
challenges in recent years.
Readings:
Grahame Dowling and Peter Moran, Corporate Reputations: Built In or Bolted On?,
California Management Review (HBSP# CMR500)
Geoffrey B. Sprinkle and Laureen A. Maines, The Benefits and Costs of Corporate Social
Responsibility, Kelley School of Business (HBSP# BH399)
Cases:
Apple and Its Suppliers: Corporate Social Responsibility, Richard Ivey School of
Business, Case #W16147.
5. Materials
Book (for general reading and interest):
Jason Saul, Social Innovation, Inc: 5 Strategies for Driving Business Growth Through Social Change
Readings and cases:
As listed under Sessions
6. Academic Integrity
Definition of Academic Integrity
Any behaviour that compromises the fundamental scholarly values of honesty, trust, fairness, respect
and responsibility in the academic setting is considered a departure from academic integrity and is
subject to remedies or sanctions as established by Smith School of Business and Queen’s University.
These behaviours may include plagiarism, use of unauthorized materials, unauthorized collaboration,
facilitation, forgery and falsification among other actions. It is every student’s responsibility to become
familiar with Smith School of Business policy regarding academic integrity and ensure that his or her
actions do not depart, intentionally or unintentionally, from the standards described at:
http://business.queensu.ca/about/academic_integrity/index.php.
Helpful FAQ’s about academic integrity are at:
http://business.queensu.ca/about/academic_integrity/faq.php
To assist you in identifying the boundary between acceptable collaboration and a departure from
academic integrity in this specific course, we provide the following guidelines for individual and group
work. If our expectations still are not clear to you, ask us! The onus is on you to ensure that your
actions do not violate standards of academic integrity.
4
Individual Work
Assignments and examinations identified as individual in nature must be the result of your individual
effort. Outside sources must be properly cited and referenced in assignments; be careful to cite all
sources, not only of direct quotations but also of ideas. Ideas, information and quotations taken from
the internet must also be properly cited and referenced. Help for citing sources is available through the
Queen’s University library: http://library.queensu.ca/help-services/citing-sources.
Group Work
We will clearly indicate when groups may consult with one another or with other experts or resources.
Otherwise, in a group assignment, the group members will work together to develop an original,
consultative response to the assigned topic. Group members must not look at, access or discuss any
aspect of any other group’s solution (including a group from a previous year), nor allow anyone outside
of the group to look at any aspect of the group’s solution. Likewise, you are prohibited from utilizing the
internet or any other means to access others’ solutions to, or discussions of, the assigned material. The
names of each group member must appear on the submitted assignment, and no one other than the
people whose names appear on the assignment may have contributed in any way to the submitted
solution. In short, the group assignments must be the work of your group, and your group only. All
group members are responsible for ensuring the academic integrity of the work that the group submits.
Consequences of a Breach of Academic Integrity
Any student who is found to have departed from academic integrity may face a range of sanctions, from
a warning, to a grade of zero on the assignment, to a recommendation to Queen’s Senate that the
student be required to withdraw from the University for a period of time, or even that a degree be
rescinded.
As an instructor, we have a responsibility to investigate any suspected breach of academic integrity. If
we determine that a departure from Academic Integrity has occurred, we are required to report the
departure to the Dean’s office, where a record of the departure will be filed and sent to the program
office to be recorded in the student file.
Turnitin.com
Turnitin.com (http://turnitin.com) is a plagiarism detection tool used by many educational institutions,
including QSB. Turnitin is a leader in the area of originality checking and plagiarism prevention. Its
purpose is to verify the originality of a deliverable (i.e. assignment) and, in doing so, it validates the effort
each student puts into a course deliverable. We may ask you to submit assignments through Turnitin,
which is easily done through the course portal.
5
MBUS 844: Ethical Leadership and Decision
Making
Ethical Leadership/Corporate Social Responsibility
Queen’s Accelerated MBA for Business Graduates
Session One
Michael Darling
Session Sequence
• Introduction and discussion based on Stages of Corporate
Citizenship
• Break
• Discussion on corporate stages and initiatives
• Break
• Case discussion: New Balance: Developing an Integrated CSR
Strategy
2
Historical View
“The social responsibility of business is to
increase its profits. The business of
business is business.”
Milton Friedman
3
Commonly Accepted CSR Premise
CSR:
Responsibility beyond
legal and enforceable
obligations
4
Reading Discussion
Ethics: A Basic Framework
5
Widely Endorsed Standards of Corporate Conduct
Fiduciary
Responsive
‐ness
Citizen‐
ship
Dignity
Standards
Property
Tran‐
sparency
Fairness
Reliability
6
7
CSR Defined
“CSR is the way firms integrate social, environmental and
economic concerns into their values, culture, decision
making, strategy and operations in a transparent and
accountable manner and thereby establish better
practices within the firm, create wealth and improve
society”
Government of Canada
8
Canadian Government View
Social
Values, Culture
Environmental
Decision‐making
Economic
Strategy, Operations
Transparency
Accountability
Create wealth
and Improve
society
9
But we are Just a Small Piece of the Puzzle
1.4% Share of global gross
domestic product (GDP) adjusted
for Purchasing Power
Stakeholders
Investors/Shareholders
Management
Employees
Supply chain
Community and Society at Large
NGOs
Customers
Regulators
11
The Five Stages of Corporate Citizenship
Elementary
or
Compliant
Engaged
Innovative
Integrated
Trans‐
forming
Source: Philip Mirvis and Bradley Googins
12
Citizenship Concept
Citizenship
concept
ELEMENTARY
ENGAGED
Jobs, profits,
and taxes
Philanthropy,
environmental
protection
INNOVATIVE
Stakeholder
management
INTEGRATED
Sustainability,
triple bottom
line
TRANSFORMING
Change the
game
Social
Environmental
Financial
Source: Philip Mirvis and Bradley Googins
13
Strategic Intent
Strategic
Intent
ELEMENTARY
ENGAGED
Legal
compliance
License to
operate
INNOVATIVE
Business
case
INTEGRATED
Value
proposition
TRANSFORMING
Market
creation or
social
change
Source: Philip Mirvis and Bradley Googins
14
Leadership
ELEMENTARY
Leadership
Lip service,
out of touch
ENGAGED
Supporter,
in the loop
INNOVATIVE
Steward,
on top of it
INTEGRATED
Champion,
in front of it
TRANSFORMING
Visionary,
ahead of the
pack
Source: Philip Mirvis and Bradley Googins
15
Structure
ELEMENTARY
Structure
Marginal:
staff driven
ENGAGED
Functional
ownership
INNOVATIVE
INTEGRATED
TRANSFORMING
Organizational Mainstream:
Cross‐
alignment
function
business
coordination
driven
Source: Philip Mirvis and Bradley Googins
16
Issues Management
ELEMENTARY
Issues
Management
Defensive
ENGAGED
Reactive
policies
INNOVATIVE
Responsive
programs
INTEGRATED
Proactive,
systems
TRANSFORMING
Defining
Source: Philip Mirvis and Bradley Googins
17
Stakeholder Relationships
ELEMENTARY
Stakeholder
Relationships
Unilateral
ENGAGED
Interactive
INNOVATIVE
Mutual
influence
INTEGRATED
Partnership
alliance
TRANSFORMING
Multi
organization
Source: Philip Mirvis and Bradley Googins
18
Transparency
ELEMENTARY
Transparency
Flank
protection
ENGAGED
Public
relations
INNOVATIVE
Public
reporting
INTEGRATED
Assurance
TRANSFORMING
Full
disclosure
Source: Philip Mirvis and Bradley Googins
19
End Game Status
Stage
Transformational
Citizenship Concept
Change the game
Strategic Intent
Market creation or social change
Leadership
Visionary, ahead of the pack
Structure
Mainstream, business driven
Issues Management
Defining
Stakeholder Relationships
Multi‐organization alliances
Transparency
Full disclosure
20
Break out on Stages of Corporate Citizenship
Questions:
Where does your company fit in the
five stage evolution of corporate
citizenship? Explain.
What steps need to be taken to move to
the next stage (if in 1‐4)?
21
Examples from Class
Company
Stage
Steps
22
Components of CSR
Human Rights
Community
Investment
Workplace and
Labour
Relations
Health and
Safety
Corporate
Governance
and
Transparency
Business Ethics
Influence on
Supply Chain
Corporate
Social
Responsibility
Environmental
23
Let’s Use the Environment as an Example
Human Rights
Community
Investment
Workplace
and Labour
Relations
Health and
Safety
Corporate
Governance
and
Transparency
Business
Ethics
Influence on
Supply Chain
Corporate
Social
Responsibility
Environmental
24
The Environmental Conundrum
Environmental
Considerations
Revenues, Profits
and Bonuses
25
Environmental Issues – Long List
•
•
•
•
•
•
•
•
•
•
•
•
Acid rain
Air pollution
Air quality
Climate change/global warming
Drought
Environmental policy
Hazardous waste
Oil spills
Pollution
Recycling and waste
Renewable energy
Sustainability
26
How’s Canada Doing?
A 2016 report from the Conference
Board of Canada ranks Canada 14th
among 16 peer countries when it
comes to environmental performance,
with only the United States and
Australia doing worse.
27
Regulatory and NGO Environment
US Legislation – A Sample
April 2010: EPA and NHTSA finalized a historic national program to
reduce greenhouse gases and improve fuel economy for cars and
small trucks
– Involves model years 2012‐2016
– Combined average 35.5 miles per gallon goal by 2016
– Rules reduce greenhouse gas emissions, improve energy
security, increase fuel savings and provide clarity and
predictability for manufacturers
Question: Is this adequate? Can manufacturers achieve these
objectives? Will some manufacturers go beyond and set a new
standard?
29
Priority Environmental Issues for Corporations
Waste
reduction
Energy
use and
efficiency
Recycling
Environmental
Sustainability
30
Corporate Functions and Environmental
Engagement
Strategy Marketing Finance and
and Sales Accounting
Air quality
✔
Climate
change
✔
Hazardous
waste
✔
Water
pollution
✔
Recycling
✔
Energy use
and choices
✔
Sustainability
✔
HR
Legal
R&D
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
Manufacturing
and Operations
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
31
Corporate Functions and Supply Chain
Strategy Marketing Finance and
and Sales Accounting
HR
Legal
R&D
Manufacturing
and Operations
32
Ecomagination is GE’s growth strategy to enhance
resource productivity and reduce environmental
impact at a global scale through commercial solutions
for our customers and through our own operations.
33
The Case of GE and Ecomagination
enhance resource productivity
reduce environmental impact
invest in cleaner technology
innovation
enable economic growth
avoid emissions and reduce water consumption
reduce the environmental impact in our own operations
strategic partnerships
Create a cleaner, faster, smarter tomorrow
The Case of Walmart
35
Walmart
https://corporate.walmart.com/2017grr/performance‐highlights
36
The Case of Ford
37
William Clay Ford Jr. on Corporate Responsibility
“I believe the fundamental purpose of a corporation is to make
people’s lives better, and we can do that by creating
outstanding products, by investing in the communities where
our employees live and work, and by using our position as a
technology leader to tackle global sustainability challenges.”
http://corporate.ford.com/microsites/sustainability‐report‐2015‐16/index.html
38
Ford and Sustainability
http://corporate.ford.com/microsites/sustainability‐report‐2016‐17/index.html
http://corporate.ford.com/microsites/sustainability‐report‐2016‐17/stories/climate‐change‐
challenge.html
39
$4.5 billion in electrified solutions across Ford’s vehicle lineup,
including 13 new electric vehicles in the next five years
40
Ford Sustainability Claims
Our continued investment in lightweighting
technologies is helping us reduce overall
vehicle weight and improve fuel economy.
41
Ford Sustainability Claims (continued…)
• Ford is the only automaker named to the
World’s Most Ethical Company® list by
Ethisphere Institute, and we have made the
list for seven consecutive years.
• Ford also was named one of the world’s Best
Global Brands (#33) in 2017 by Interbrand.
• We earned an ‘A’ grade for our water
conservation efforts from CDP (Carbon
Disclosure Project).
42
Case Discussion
New Balance: Developing an
Integrated CSR Strategy
43
New Balance and Milos Raonic
New Balance extended its
Contract with Milos Raonic
with a long term
deal that will tie the
Canadian player to the
Boston based company for
the rest of his career.
44
MBUS 844: Ethical Leadership and Decision Making
Social Innovation, Design and Community
Engagement
Queen’s Accelerated MBA for Business Graduates
Session Two
Dr. Tina Dacin
Objectives and Agenda
Different world
Different opportunities
Design a new world
What matters to me
Mapping wicked problems
Design for change
Today
– Rethink the value WE contribute
– Re-imagine what WE are capable of
– Reset our view of the world with new t …
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