Social Responsibility of Organizational Management

Farahmand, Nasser Fegh-hi

doi:10.5923/j.mm.20110101.03

Cited by 4 publications

(3 citation statements)

References 27 publications

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“…This managerial social responsibility which is based on individual's ethics does not only take into consideration those areas where one has material interest, but also considers and supports issues for philanthropic reasons (Farahmand,2011;Molnar, Rathonyi-Odor and Borbely, 2012). The managerial social responsibility forms the base for organisational social responsibility because if everyone in a business organisation does his/her bit, the bigger things automatically fall into place (Farahmand, 2011) As education is perceived to be the key to everything, educational institutions or schools are established for the purpose of imparting knowledge, through the process of teaching and learning. Oluremi (2014) summarised the aims for establishing a school to include; Selffulfillment -the desire to make valuable contributions to the community to which one belongs, to keep oneself busy after retirement and to continue to be relevant in one's field of endeavor, to produce learners who will be credited worthy to the school and community at large, to equip the learners with the basic skills to make them successful, even in their private life, to lead learners to academic success and prepare them for white collar jobs, to inculcate in them good character and sound judgment and; to produce useful and responsible citizens capable of making valuable contributions to the larger community in future.…”

Section: The Concept Of Corporate Social Responsibility and Its Relatmentioning

confidence: 99%

“…This managerial social responsibility which is based on individual’s ethics does not only take into consideration those areas where one has a material interest but also considers and supports issues for philanthropic reasons (Farahmand, 2011; Molnar et al , 2012). The managerial social responsibility forms the base for organisational social responsibility because if everyone in a business organisation does his/her bit, the bigger things automatically fall into place (Farahmand, 2011).…”

Section: Literature Reviewmentioning

confidence: 99%

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Managerial behaviour and corporate social responsibilities of private education providers in Nigeria: a case of private primary education

Raj

Ikemba-Efughi

2020

JGR

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Purpose This study aims to examine managerial behaviour and corporate social responsibilities of private education providers at the primary education level with a view to establishing the fact that it is indeed the obligatory adoption of ethical policies and socially responsible behaviour that accounts for the positive impact some private education operators have made in the educational sector. The study also examines the areas where the private education providers have not been accountable in their business models, decision-making and operations and thus suggests ways that the private education providers can collaborate with other stakeholders to bring about transformation and better educational outcomes. Design/methodology/approach The positive image of the corporate, social and environmental performance of any organisation to a very large extent is critical to the success of the organization. To underscore the need for managers to be more responsive to the effect their business policies and operations have on the society, this study examined the managerial behaviour and corporate social responsibility (CSR) of private education providers in Nigeria, especially at the primary level – the foundation of the educational system all over the world. The study adopted a mixed method for data collection, involving a survey and focus group discussion. Simple random sampling and purposive sampling were used, respectively, to select the final sample size of respondents made up of stakeholders of private schools – parents, teachers, school proprietors and officials of the Ministry of Education. The multiple regression procedure on Statistical Package for Social Sciences, version 20 was used to analyse data from the survey, whereas ethnographic content analysis was used to analyse data from focus group discussion. While it is evident that most parents and guardian in the global community are choosing the private schools over the public schools because of their perceived accountability or social responsibility that ensures academic success, findings from the study of private schools, especially in the developing countries show that some private education providers fall short in responsible managerial behaviour and corporate responsibility. Socially responsible managerial behaviour has been found to be a deliberate choice which business-savvy managers make and use to gain competitive advantage and secure their businesses. Findings Based on the hypothesis testing, the calculated value of the independent variable on the dependent variable is significant because the probability is less than 0.05 (p < 0.05). The variables under consideration – the obligation to deliver quality education (independent variable) correlated significantly with the dependent variable, the establishment of private schools. Thus, the finding shows that the obligation to deliver quality education and services led to the establishment of private schools. Also, results from the focus group discussion show that the motivation for establishing a school for some private school operators is basically borne out of the need to make a positive impact on society by bringing about positive changes in the educational system. Research limitations/implications A major limitation of the study is the dearth of literature in this area of study – corporate social responsibility in private school. There is a dearth of research in this area because of the perception that private schools or educational entrepreneurs are exploitative (Mars and Ginter, 2012; Paul, 2012). Hence, the study adopted an exploratory approach. Practical implications The practical implication of the study borders on the need for private school managers and operators to collaborate with stakeholder groups – parents, teachers, the government and its regulatory body – the Ministry of Education for better educational outcomes. Social implications The social implication of the study is the need for managers and operators of private schools to deliver cost-effective education so that it can be fairly accessible to a higher percentage of the populace of pupils rather than just a privileged few. This will go a long a to reducing the social inequality among pupils, as a greater population of pupils in Nigeria and many other developing countries are in dilapidated public schools where little or no teaching and learning activities take place. Originality/value This study makes an original contribution to the literature on managerial behaviour and CSR as a strategy for making a positive impact on the stakeholders of an organization/institution as the case may be, increasing business performance and having a competitive advantage. Managerial behaviour and CSR in educational institutions, especially private educational institutions is an area that is scarcely studied and thus, there is a dearth of literature in this area (Mars and Ginter, 2012; Paul, 2012). The present study focuses on managerial behaviour of private primary education providers and operators and this because all over the world, the primary education is the basic and the most vulnerable of all the levels in the educational system.

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Section: The Concept Of Corporate Social Responsibility and Its Relatmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Managerial behaviour and corporate social responsibilities of private education providers in Nigeria: a case of private primary education

Raj

Ikemba-Efughi

2020

JGR

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“…Social responsibility is a prerequisite for social accountability (9). Currently, social responsibility is recognized as an important element of effective management in addition to organisational responsibility (10). As described above, the scope of social responsibility is widely seen as covering diverse domains, including economic, ethical, social and environmental dimensions (7,11,12).…”

Section: Introductionmentioning

confidence: 99%

Development of a national conceptual framework and measuring tool for Organisational Social Responsibility and Accountability for Health (OSRAH)

et al. 2019

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Organisations can have a significant impact (positive or negative) on society through their actions and decisions. Given this reality, it is important that they are held responsible and accountable for the consequences of their actions. This concept is often referred to as ‘social responsibility’. However, ‘social responsibility’, as currently conceived in the literature, neglects a specific focus on health as a social goal. Additionally, there are no practical tools to capture this concept in a holistic way to facilitate implementation and monitoring of organisational improvement. This paper reports on the process of developing a more holistic conceptual framework and tool for assessing organisational social responsibility and accountability for health (OSRAH). We conducted a review of the published and grey literature and engaged in expert consultation and focus group discussions. The initial OSRAH framework and the self-assessment tool were finalised for implementation and used by 95 organisations at a national event in Iran in February 2017. The results of the assessment data collected at the event showed organisations scored lowest in the domain of community health and highest in the domain of employee health. The OSRAH framework and assessment tool represents a new understanding of health and its determinants in organisations outside the health sector. It integrates health within the existing Corporate Social Responsibility (CSR) culture of organisations. The process of creating the tool and implementing it at the national festival of OSRAH in Iran created momentum for intersectoral action. This experience can inspire researchers and practitioners in other countries, especially in developing countries, to develop their own local definition and practical assessment framework for responsibility and accountability.

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Engaging Stakeholders as the Essence of Social Responsibility of Small and Medium-Sized Enterprises

Kaźmierczak

2020

CSR in Contemporary Poland

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Social Responsibility of Organizational Management

Cited by 4 publications

References 27 publications

Managerial behaviour and corporate social responsibilities of private education providers in Nigeria: a case of private primary education

Managerial behaviour and corporate social responsibilities of private education providers in Nigeria: a case of private primary education

Development of a national conceptual framework and measuring tool for Organisational Social Responsibility and Accountability for Health (OSRAH)

Engaging Stakeholders as the Essence of Social Responsibility of Small and Medium-Sized Enterprises

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