Assessment
question and detail

Must be 1000
words

Must include
the below reference.

Must include
the below case.

Its should be
related CSR (CORPORATE SOCIAL RESPONSIBLE)

IT MUST
DISCUSS ABOUT 2 THE ARTICLE WICH ARE

·
Chin,
MK, Hambrick, DC and Treviño, LK 2013, ‘Political Ideologies of CEOs: The
Influence of Executives’ Values on Corporate Social Responsibility’, Administrative Science Quarterly, Vol.
58, No. 2, pp. 197–232.

·
McShane,
L and Cunningham, P 2012, ‘To Thine Own Self Be True? Employees’ Judgments of the Authenticity of
Their Organisation’s Corporate Social Responsibility Program’, Journal of Business Ethics, Vol. 108,
No. 1, pp. 81–100.

Your article
should be answer for these questions .

a.
Do
you believe that the leadership group of an organisation can have a significant
impact on how a CSR agenda and its related activities are developed and
implemented?

b.
In
terms of the leadership theories discussed in lectures, are the comments by
Chin, Bambrick and Treviño (2013) more aligned with the behavioural theories of
leadership (i.e. the notion that leaders are ‘hard-wired’) than they are with
contingency theories of leadership (i.e. the notion that leaders are flexible
and adaptable)?

c.
Is
it possible to talk about superficial (unauthentic) CSR as compared to embedded
(authentic) CSR? Alternatively, do
organisations either have or do not have CSR?
What arguments would support either of these views?

d.
What role do
followers (in the sense of employees) have in developing and implementing CSR
broadly or specifically, with respect to particular CSR activities, within an
organisation? Is it a necessary and
sufficient condition for leadership to be involved in developing CSR top-down
(which may result in superficial CSR), but only a necessary condition in terms
of developing embedded CSR (with the sufficient condition being bottom-up involvement
and engagement of employees or followers)?

Becoming
a corporate socially responsible (CSR) organisation is probably more an
imperative today than what it was in the last decades of the previous
century. Although Robins (2008)
considers that CSR has not been clearly defined or delineated and that the CSR
has not been universally accepted by all corporations or organisations,
decisions about corporate social responsibility are seen as important and most
likely made by the organisations’ senior managers (Robbins, 2008, p. 335). There is support for this top-down approach
to implementing and managing CSR in the discussion by Chin, Hambrick and
Treviño (2013) about the impact that conservative as compared to liberal CEOs
have on their organisations’ CSR agenda.
It would appear that even when it is not their own idea these CEOs exert
significant influence on the suggestions of others (such as to embrace CSR or
not). From another perspective, the
study by Chin, Hambrick and Treviño (2013) also challenges the view that ‘one
size fits all’ when considering the classical or neo-liberal view of the
organisation. CEOs identified as more
liberal in their political ideology see CSR as a central part of their
organisation’s business strategy, whereas conservative CEOs see CSR activities
as more cosmetic and related to corporate image and reputation (Chin, Hambrick
and Treviño, 2013, p. 222). In addition,
when looking at a company such as Yahoo7! (presented in the Week 3 lecture), it
would appear that lower level staff are also actively involved in CSR
activities as well and so may make their own contributions to CSR beyond their
senior managers’ influences. McShane and
Cunningham (2012) further consider this issue of CSR and bottom up employee
acceptance or participation in CSR activities rather than the process merely
being top down (leaders’ views on CSR).
They also consider employees’ perceptions of their organisations’ CSR
activities in terms of whether these activities are seen as ‘authentic’ or
otherwise. Within the context of this
discussion, your response should focus on the following questions:

e.
Do
you believe that the leadership group of an organisation can have a significant
impact on how a CSR agenda and its related activities are developed and
implemented?

f.
In
terms of the leadership theories discussed in lectures, are the comments by
Chin, Bambrick and Treviño (2013) more aligned with the behavioural theories of
leadership (i.e. the notion that leaders are ‘hard-wired’) than they are with
contingency theories of leadership (i.e. the notion that leaders are flexible
and adaptable)?

g.
Is
it possible to talk about superficial (unauthentic) CSR as compared to embedded
(authentic) CSR? Alternatively, do
organisations either have or do not have CSR?
What arguments would support either of these views?

h.
What role do
followers (in the sense of employees) have in developing and implementing CSR
broadly or specifically, with respect to particular CSR activities, within an
organisation? Is it a necessary and
sufficient condition for leadership to be involved in developing CSR top-down
(which may result in superficial CSR), but only a necessary condition in terms
of developing embedded CSR (with the sufficient condition being bottom-up involvement
and engagement of employees or followers)?

Your response MUST include discussion for the
following sources, viz.:

Chin,
MK, Hambrick, DC and Treviño, LK 2013, ‘Political Ideologies of CEOs: The
Influence of Executives’ Values on Corporate Social Responsibility’, Administrative Science Quarterly, Vol. 58,
No. 2, pp. 197–232.

McShane,
L and Cunningham, P 2012, ‘To Thine Own Self Be True? Employees’ Judgments of the Authenticity of
Their Organisation’s Corporate Social Responsibility Program’, Journal of Business Ethics, Vol. 108,
No. 1, pp. 81–100.

Optional
references – you DO NOT need to use
these in your essay:

Robins,
F 2008, ‘Why corporate social responsibility should be popularised but not
imposed’, Corporate Governance, Vol.
8, No. 3, pp. 330-341. (Article provides a good background to the area of
corporate social responsibility (even though supporting more the classical view
than the socio-economic view.)

Mayer,
DM, Aquino, K, Greenbaum, RL and Kuenzi, M 2012, ‘Who Displays Ethical
Leadership, and Why does it Matter? An
Examination of Antecedents and Consequences of Ethical Leadership’, Academy of Management Journal, Vol. 55,
No. 1, pp. 151–171. (Article considers the issue of social learning in terms of
interactions between leaders and followers.)

In addition to the required sources shown above,
you should use AT LEAST TWO
other references that you have found. A superior
answer will also include some real world examples as part of the evidence that
supports your claims and arguments. The
format of this assessment item should follow a discussion essay format with a
brief introduction, a body and a brief conclusion. For further help on how to write an essay, see
the ‘College of Business Essay/Report Writing Guide’ which is available in the ‘Assessments’
folder on the Management Dynamics vUWS site.

You also need to support any claims that you make
by using relevant research literature, concentrating on peer-reviewed or
scholarly sources. Note that newspaper
articles and Wikipedia are not considered scholarly sources due to issues about
peer review of the material presented.
However, you can use newspaper articles and Wikipedia to obtain a
general understanding on a topic that you are researching. Where
scholarly sources are used then appropriate citing and referencing of these
sources should be completed as part of your submission.