CW3
Benjamin Davila
Group 19A
Introduction:
Every organisation’s dream is to achieve a large amount of customer service and a social
connections with their valued customers. This is the reasons why a corporate social
responsibility (CSR) manager is essential in any organisation. They enhance the ability to
resolve critical problems in the most efficient way, without harming any of the customer’s
necessities. Organisations without a CSR department will result in severe consequences
which would demote the rank of the firm.
A – Characteristics of corporate social responsibility.
The role of a corporate social responsibility (CSR) is a set of company values (Crane, 2013).
These values are used to resolve customer complaints in the most efficient and effective
way possible. In order to assist these customers, a CSR must do ‘voluntary activities that go
beyond those prescribed by law’. Doing ‘Voluntary activities’ is one of the core
characteristics of a CSR and should be cemented into the mindset of those determined to be
successful in this function. Going out of your way to give such a high standard of customer
service is what a worker in this function should do. They need to be able to create a
hospitable environment in person or over the phone, whilst helping customers’ struggles.
Especially now in 2021, with the entire world suffering from Covid-19, CSRs need to be
supportive and go that extra mile in order to increase their customer relationship
throughout the next decade.
Being able to manage positive and negative externalities is another trait in which a CSR must
have. These are side-effects of economic behaviour that are accepted by others, but are not
taken into account in a firm’s decision-making process, and are not included in the market
price for goods and services. A typically example of an externality is pollution, since local
communities hold the costs of producers’ actions. Normally regulators would set a fine on
pollution in order to internalize the cost of the externalities, however CSR would take a
more voluntary approach. For example, CSR would suggest that a firm would invest in clean
technologies that don’t produce pollution and withdraw the number of externalities. Much
CSR activity deals with such externalities (Husted & Allen, 2006). This. Includes, minimizing
carbon emissions, calculating the social and economic impacts of downsizing, or reducing
the health impacts of toxic or otherwise harmful products. Over the next ten-year period it
should be a major priority for any business to stop the increase of global warming, and
reduce the harmful impacts of production towards the environment.
Another component of a CSR is ethical social responsibilities. Economic and legal corporate
responsibility lay the foundation for corporations to move towards an increase in ethical
social responsibility (Melinda, 2018), which mean doing the rights thing at all stages of a
business. Ensuring employees are receiving a liveable wage, to guaranteeing that companies
they work with are abiding by all labour laws all fall under this category of how a CSR should
act. This is an essential characteristic and would need to be inputted in the next 10 years as
it would help increase the loyalty of your employees, resulting in them willing to stay
working with you and the business.
B – Corporate Social Responsibility, Coca Cola, and the Quinn Framework.
An example of a large business with a major factor of corporate social responsibly is Coca
Cola, an American multinational beverage corporation. With a high amount of coordination
within the business and making decisions based on social impacts, Coca Cola would fit into
the category of a marketing organisation. This would include being both an external and a
controlled organisation.
Being a multinational organisation, Coca Cola has many elements to consider when
outputting a product in different parts of the World. It is therefore the job of the CSR to
consider how they could sell their product without causes any negative social impacts. To do
this the CSR needs Coca Cola to be perceived as an environmental organisation. Coca Cola
aimed to reduce their carbon footprint by 25% before 2020 (J. Dudovskiy, 2015). By
reducing their carbon footprint, the social impacts are likely to fall since production would
be less harmful to the economy’s environment. This is a way in which Coca Cola have
coordinated a decision-making process resulting in the satisfaction of its customers
increasing, whilst also gaining a competitive advantage over its main competitor Pepsi.
