Corporate Social Responsibility

Question 1

What are the triple bottom line can be viewed as the performance measurement of an organization pursuing a strategy of CSR or sustainability (the terms are sometimes used interchangeably); its goal, then, is to achieve a positive ROI (return on investment) in each of the three areas. It can also serve as an organizing principle for a scorecard or checklist of measures for evaluating whether and/or how to pursue a given project so as to meet sustainability goals.

Answer 1

People (Social), planet (Environmental), profits (Economic)

Question 2

What is a formal review of an organization’s social and environmental policies and procedures, or an application of triple bottom line principles?

Answer 2

A social audit

Question 3

Which steps a Organization evolving approaches to CSR seen as a defensive posture? Social responsibility is seen as a cost of doing business—a tactical response to regulatory requirements or negative publicity

Answer 3

Compliance

Question 4

In which step moving upward along a Maturity Curve, organizations have redesigned their products or services and their processes and procedures to be more responsible and sustainable. They approach CSR as enlightened self-interest.

Answer 4

Integration

Question 5

3 phrases of Sustainability Maturity Curve

Answer 5

Compliance; Integration, Transformation

Question 6

What answers the question “Why would a talented person want to work for this organization?” in CSR efforts.

Answer 6

employee value proposition (EVP)

Question 7

State of being in accordance with all national, federal, regional, and/or local laws, regulations, and/or other government authority requirements applicable to the places in which an organization operates.

Answer 7

Compliance

Question 8

a set of behavioral guidelines that an organization expects all of its directors, managers, and employees to follow to ensure appropriate moral and ethical business standards

Answer 8

Ethics

Question 9

What argues that there are fundamental principles that apply across cultures and that global organizations must apply these principles when making decisions in a country, without regard to local ethical norms.

Answer 9

Ethical universalism

Question 10

the system of rules and processes an organization puts in place to ensure its compliance with local and international laws, accounting rules, ethical norms, and environmental and social codes of conduct.

Answer 10

Governance

Question 11

Three ways in which an organization can accomplish “societal value” Porter and Kramer offer.

Answer 11

Reconceiving products and markets; Redefining productivity in the value chain; Enabling local cluster development

Question 12

Michael Porter and Mark Kramer introduce the what concept, contrast with corporate social responsibility (CSR), to resolve what had been viewed as conflicting sets of values—corporate financial goals on the one hand and societal and environmental concerns on the other.

Answer 12

corporate shared value (CSV)

Question 13

The Guidelines were most recently updated in 2011 to cover the following topics: Disclosure; Human rights; Employment and industrial relations; Environment; Combating bribery, bribe solicitation, and extortion; Consumer interests; Science and technology; Competition; Taxation

Answer 13

Organization for Economic Co-operation and Development (OECD) Guidelines for Multinational Enterprises

Question 14

a universally accepted standard for reporting the results of an organization’s sustainability programs.

Answer 14

The Global Reporting Initiative Sustainability Reporting Standards (GRI Standards)

Question 15

a quality standard that provides guidance on key themes of social responsibility. It contains principles of social and environmental responsibility as well as guidance for action and expectations for implementation. The standard provides definitions as well as principles and practices that can be used to develop CSR strategies.

Answer 15

ISO 26000

Question 16

CSR Strategic Process

Answer 16

Executive Commitment; Assessment; Infrastructure Creation; Plan Implementation; Measurement, Reporting, and Evaluation; Reassessment and Revision

Question 17

A method to measure HR work when implement CSR plan strategy.

Answer 17

a scorecard with responsibilities, objectives, priorities, and metrics, together with a clear statement of the business value of meeting each objective.

Question 18

Key to the development of good governance

Answer 18

developing organizational standards for behavior, communicating principles and standards throughout the organization, and training managers and employees in how to apply these standards to common work-related situations.

Question 19

What can become a fully embedded component of a comprehensive CSR strategy—and a key HR initiative.

Answer 19

philanthropic efforts and employee volunteerism

Question 20

Varying ways an organization can create value, looking beyond traditional profit measures of revenue and expenses; includes such areas as philanthropy, volunteerism, corporate-sponsored community programs, social change, sustainability, corporate governance, employee rights, and workplace safety.

Answer 20

Corporate social responsibility (CSR)

Question 21

Economic, social, and environmental impact metrics used to determine an organization’s success.

Answer 21

Triple bottom line

Question 22

Technological forces have had which critical effect on today’s corporate social responsibility (CSR) practices?

Answer 22

Using analytical capabilities has made CSR impacts more demonstrable.

Question 23

the most important reason for a global organization to have a values-based corporate social responsibility (CSR) strategy

Answer 23

To create a foundation to make ethical decisions

Question 24

At which point in the corporate social responsibility (CSR) strategic process should a global organization decide on using local leadership?

Answer 24

Plan implementation

Question 25

Difference between Governance and Compliance

Answer 25

corporate governance originates from internal sources, while compliance comes externally. Governance describes a set of rules created by executives and the board of directors in order to set the ethical tone for their company, as well as avoid and manage risk. However, compliance policies are not optional. They represent requirements that your organization must meet in order to stay within the bounds of the law.