Social Responsibility – Principles of Management


Part A
1. Using your own words, briefly describe what social responsibility means to you personally.
2. Do you think business organizations should be socially responsible? Provide two (2) supporting facts to justify your response.
3. Do you think values-based management is just a “do-gooder” ploy? Provide one (1) supporting fact to justify your position.
Part B
1. To analyze the need to balance the interests of a variety of stakeholder groups, what questions should management ask? Provide four (4) questions.
2. How do managers misuse discipline? Provide two (2) examples.

Sample Answer

Part A

Personally, social responsibility means engaging in constructive activities that will eventually benefit the society as a whole, and not cause any harm to the people within it.

Business organizations should be socially responsible since they are the center of the society. What a business show that it does not tolerate will effectively show in other areas of the society. For instance, the business can positively influence the social responsibility of employees and suppliers, thus encouraging a better society. By being socially responsible, an organization will have rules stating how the employees are expected to behave, and the activities they are not supposed to engage in (Glavas & Kelley, 2014). In the long run, the society benefits from employees who will be guided by the organization’s social responsibility. The same effect is present for suppliers of the business. The suppliers will be forced to provide high quality materials since they know the business will not tolerate anything that will lead to poor products for the society (Glavas & Kelley, 2014).

Value based management is not just a “do-gooder” ploy especially where these values are indeed being implemented into the culture of the organization. This is because, just as Robbins and Coulter (2012) state, management has a role of developing and maintaining an environment that is supposed to encourage employees to adapt to the organization culture that has incorporated values.

Part B

When it comes to balancing the interests of a variety of stakeholder groups, the following four questions can be asked; One, How many stakeholder groups are present? Two, Which stakeholder group has more power than others? Three, Which stakeholder group has more members than the rest? Four, are the stakeholders government based or from the private sector?

Managers misuse discipline in a number of ways. First, when a manager has personal feelings that lead him to not want the employee in the organization, he may misuse power by disciplining him to extreme measures than is deserved (Robbins & Coulter, 2012). Second, managers can simply keep disciplining an employee for issues which are not even supposed to be disciplined.


Glavas, A., & Kelley, K. (2014). The Effects of Perceived Corporate Social Responsibility on Employee Attitudes. Business Ethics Quarterly, 24(2), 165-202. doi:10.5840/beq20143206

Robbins, S., P., & Coulter, M. (2012).  Management: Eleventh Edition.  Upper Saddle River, NJ. Prentice Hall

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