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Archie B. Carroll Ann K. BuchholtzBusiness & Society Ethics, Sustainability, and Stakeholder Management Eighth Edition Archie B. Carroll Ann K. Buchholtz © 2012 South-Western, a part of Cengage Learning
Chapter 16 Business and Community Stakeholders© 2012 South-Western, a part of Cengage Learning
© 2012 South-Western, a part of Cengage LearningLearning Outcomes Identify and discuss two basic ways of business giving. Discuss reasons for community involvement, various types of community projects, and management of community stakeholders. Explain the pros and cons of corporate philanthropy, provide a brief history of corporate philanthropy, and explain why and to whom companies give. Differentiate between strategic philanthropy, cause-related marketing, and cause branding. Characterize the nature of, magnitude of, reasons for, and impacts of offshore outsourcing and business or plant closings. Address steps that a business or plant might take before a decision to close is made. Identify strategies that a business or plant might employ after a decision to close has been made. © 2012 South-Western, a part of Cengage Learning
© 2012 South-Western, a part of Cengage LearningChapter Outline Community Involvement Corporate Philanthropy or Business Giving The Loss of Jobs Summary Key Terms © 2012 South-Western, a part of Cengage Learning
A Company’s Positive ImpactCommunity involvement Voluntary activities in the community Company contributions Support of programs in: Education Culture Urban development The arts Civic activities Health and welfare Corporate philanthropy Business giving Enlightened self-interest and moral reasons © 2012 South-Western, a part of Cengage Learning
Standards of Excellence in Corporate Community InvolvementLeadership Issues Management Relationship Building Strategy Accountability Infrastructure Measurement © 2012 South-Western, a part of Cengage Learning
Benefits of Employee VolunteerismBenefits to the employee Benefits to the corporation Benefits to the community Improves performance Builds brand awareness and affinity Provides skilled and talented volunteer pool Increases job satisfaction, attitude and morale Strengthens trust and loyalty among consumers Offers direct cost savings for community service organizations Encourages teamwork Enhances corporate image and reputation Creates quantifiable social impact Promotes leadership and skill development Improves employee retention Helps bring community needs into focus Improves intra-organizational communications Increases employee productivity and loyalty Provides and effective vehicle to reach strategic goals © 2012 South-Western, a part of Cengage Learning
Corporate Community Involvement© 2012 South-Western, a part of Cengage Learning
Developing a Community Action PlanGet to know the community. Assess the company’s resources. Select projects to support; match community needs to company resources. Monitor performance of the community actions program and make adjustments. © 2012 South-Western, a part of Cengage Learning
© 2012 South-Western, a part of Cengage LearningPhilanthropy Philanthropy A desire to help mankind as indicated by acts of charity; love of mankind. Business giving Can be difficult to assess the true motives behind philanthropic giving. © 2012 South-Western, a part of Cengage Learning
A Call for TransparencyCompanies need not disclose direct donations to charities. There is a debate raging over whether they should. Some fear that disclosure would result in fewer donations. Concerns that nonprofits are being established to bypass campaign financing laws restricting the use of soft money. © 2012 South-Western, a part of Cengage Learning
Giving to the “Third Sector”The nonprofit sector Nonprofits require business giving to survive. No profits No tax receipts Why do companies give? Charitable giving Community investment Commercial giving where businesses expect to benefit from the donation © 2012 South-Western, a part of Cengage Learning
Categories of Corporate Contributions ProgramsThe Nondonor The “What’s In It for Us” Donor The “Company President Believes in Art Support” Donor The “We Are a Good Citizen” Donor The “We Care” Donor © 2012 South-Western, a part of Cengage Learning
To Whom Do Companies Give?Major categories of recipients Health and human services Education Civic and community activities Culture and the arts © 2012 South-Western, a part of Cengage Learning
Managing Corporate PhilanthropyBase giving on business skills, resources, and capabilities to enhance philanthropic outcomes. Focus on philanthropy that will enhance corporate profitability and also make a difference in the community. Seek to align corporate philanthropy with business objectives, reputation, and branding. © 2012 South-Western, a part of Cengage Learning
Factors Influencing Corporate Giving PrioritiesAligning closely with business needs Limits on budgetary resources Directions from the CEO and/or the Board Strengthening the brand Costs of responding to natural disasters Being more responsive to stakeholders Changes in the workforce Employee needs/requests Community needs Global giving © 2012 South-Western, a part of Cengage Learning
Community Partnerships and Strategic PhilanthropyOccurs when a for-profit business enters into an arrangement with a nonprofit for their mutual advantage. Strategic philanthropy An approach by which corporate giving and philanthropic endeavors are designed to fit with the firm’s mission, goals, or objectives. © 2012 South-Western, a part of Cengage Learning
Strategic PhilanthropyMake as direct a contribution as possible to the financial goals of the firm. Bring contribution programs into sharper alignment with business endeavors. Ensure that philanthropy is well planned and managed. © 2012 South-Western, a part of Cengage Learning
Implementation of Strategic PhilanthropyIntegrate philanthropy into strategic goals and company mission. Connect philanthropy with other community involvement programs. Budget appropriately for philanthropy. Ensure effective program infrastructure. Formalize policies and guidelines for funding. Involve employees in philanthropy-related activities. Incorporate stakeholder communication. Develop long-term business/nonprofit partnerships. © 2012 South-Western, a part of Cengage Learning
Cause-Related MarketingDirectly linking a business’s product or service to a specified charity. Businesses enhance their public image and increase sales. Nonprofit organizations get funding and visibility. © 2012 South-Western, a part of Cengage Learning
© 2012 South-Western, a part of Cengage LearningCause Branding Cause branding A longer-term commitment than cause- related marketing. Is related more directly to the firm’s line of business and the target audience. © 2012 South-Western, a part of Cengage Learning
© 2012 South-Western, a part of Cengage LearningGlobal Philanthropy The size of a company’s international workforce is the greatest determinant of the size of its charitable contributions to that market. International development will be one of the main areas that will see funding growth in the future. Businesses want to protect communities in which they operate. © 2012 South-Western, a part of Cengage Learning
© 2012 South-Western, a part of Cengage LearningLoss of Jobs Outsourcing The relocation of business processes to a different company. Offshore outsourcing (Offshoring) The relocation of business processes to a different country. Affects blue collar and white collar workers. Even skilled high-tech jobs are offshored. © 2012 South-Western, a part of Cengage Learning
Best Offshore Outsourcing PracticesGo offshore for the right reasons. Choose your model carefully. Get your people on board. Be prepared to invest time and effort. Treat your partners as equals. © 2012 South-Western, a part of Cengage Learning
© 2012 South-Western, a part of Cengage LearningPlant Closings Businesses and plants close for many reasons Poor economic conditions Consolidation of organizations Moving jobs to another country with low cost labor Outsourcing or offshoring Foreign competition Declining sales © 2012 South-Western, a part of Cengage Learning
Business and Plant ClosingsDiversification Before Deciding to Close New ownership New owner Employee ownership © 2012 South-Western, a part of Cengage Learning
Business and Plant Closings (continued)After Deciding to Close Conduct a community impact analysis Provide advance notice to employees/ community Provide transfer, relocation, and outplacement benefits Phase out the business gradually Help attract replacement industry © 2012 South-Western, a part of Cengage Learning
Community Impact AnalysisWhat groups will be affected? How will they be affected? What is the timing of initial and later effects? What is magnitude of the effect? What is the duration of the impact? To what extent will the impact be diffused in the community? © 2012 South-Western, a part of Cengage Learning
© 2012 South-Western, a part of Cengage LearningAdvance Notice Worker Adjustment and Retraining Notification Act (WARN) Requires firms with 100 or more workers to provide 60 days advance notice before shutting down or conducting layoffs. The recent global economic crisis has prompted some states to strengthen WARN protections. WARN often falls short of its goals of protecting workers. © 2012 South-Western, a part of Cengage Learning
Communicating With Employees Who are Being Laid OffBe complete Be consistent Inform affected employees first Inform retained employees © 2012 South-Western, a part of Cengage Learning
Survivors– The Forgotten StakeholdersDirectional support Tactical support Informational support Emotional support The Needs of Survivors © 2012 South-Western, a part of Cengage Learning
© 2012 South-Western, a part of Cengage LearningKey Terms Cause branding Cause-related marketing Community action program Community involvement Community partnerships Employee owned Offshore outsourcing Offshoring Outsourcing Philanthropy Resource-based giving Strategic philanthropy Third sector Worker Adjustment and Retraining Notification Act (WARN) © 2012 South-Western, a part of Cengage Learning
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