CBMA011

CSR- (Corporate social responsibility): in contemporary business management.
Batho Pele
• Social drivers
• Governmental drivers
• Market drivers
• Ethical drivers
Corporate governance
• Refers to the way in which a business makes decisions about how to manage its affairs.
Three ways in which CSR committee can determine corporate policy:
• Values-based system
• Stakeholder-engagement process
stakeholde - Reasons why companies engage with stakeholders:

r a) Responsible companies want to understand and
respond to society’s expectations of a responsible
company
b) Engagement is a means to help build a better
relationship with all parties
- Persons or groups that affect or are affected by the
business activities of company
- Impose various responsibilities
- Basic level of stakeholders:
a) Primary stakeholders
- Secondary stakeholders.
• A combination of value-based and stakeholder engagement processes.
A definition of management
It is a process of activities that are carried out to enable a business to accomplish its goals by
employing human, financial, and physical resources for that purpose.
Planning- decides what should be done.
Organizing- how. GOALS

Leading- when.
Control- has it been carried out.
The different levels of management

Top management: small group of executives who control the business and have the final
authority and responsibility
 Examples: board of directions, Partners.
Middle management: accountable for executing policies, plans and strategies determined by
top management
 Example: marketing manager, purchasing manager, human resources manager
Lower management: supervisory management, responsible for smaller segments of

business.
 Example: subsections that form part of a department.
three key skills required for sound management:

• Conceptual skills
• Interpersonal skills
• Technical skills.
Roles of managers:
Interpersonal, information and decision-making.
Development of management theory – classical approach

• The scientific school
• The management process school
• The human relations or behavioral school
• The quantitative school
• The systems approach
Development of management theory – contemporary approach

• The contingency approach
• Strategic management
• Total quality management
• Re-engineering of businesses
• Diversity management
Benefits of planning
• Planning provides direction to the organization in the form of goals and plans.
• Planning reduces the impact of change from the environment.
Costs of planning
• Formal plans may replace intuition and creativity- can be turned into programmed
routine
• Planning could cause delays in decision-making.
Nature of goals
• Goals are the starting point of the planning process
• Goals pertain to different aspects of the organization
Importance of goals
 Goals provide guidance and agreement
 Goals facilitate effective planning
 Goals can inspire and motivate employees
Criteria for effective goals

 Goals should be specific
 Goals should be measurable
 Goals should be attainable
 Goals should be relevant
 Goals should be time-bound
The process of MBO goes as follows:

 Manager and employee have discussion about job description
 Employee establishes performance targets
 Employee and manager mutually establish checkpoints
 Evaluation of degree of goal-attainment
Strategic goals and plans
Tactical goals and plans-
Operational goals and plans- single-use and standing
Organising
Organising means that management has to develop mechanisms in order to implement

strategy or plan
Importance of organising
• Provides detailed analysis of work to be done and resources to be used.
• Divides the total workload into activities that can comfortably be performed by an
individual or a group.
• Promotes productive deployment and utilisation of resources.
fundamentals of organising
• Designing jobs
- Job design is the determination of employee’s work-related responsibilities
- Specialization is the way in which a task is broken up into smaller units to take
advantage of specialized knowledge or skills to improve productivity
- Job specification-explains what must be done and sets the expected
performance standards
• Grouping jobs
- Various organizational structures may be developed through
departmentalization
- These include:
- Functional departmentalization
- Product departmentalization
- Location departmentalization
- Customer departmentalization
• Matrix organizational structure
• Establishing reporting relationships
• Establishing authority relationships
• Co-ordinating activities
• Matrix organisational structure
•
Establishing authority relationships
• Responsibility – the duty to perform the task or activity assigned
• Authority – right to command or give orders
- Line authority
- Staff authority
Coordinating activities
• Coordinating is the key to keeping each department focused on the organisation’s
goals.
• Coordinating is the process of linking the activities of the various departments in the
organization into a single integrated unit
 Comes about as a result of the regular interaction between people
Informal structure should be encouraged because:

• Informal communication takes place at a much more rapid pace than formal
communication
• It promotes teamwork within departments
• It supports the formal organization.

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CSR- (Corporate social responsibility): in contemporary business management.

Three ways in which CSR committee can determine corporate policy:

stakeholde - Reasons why companies engage with stakeholders:

• A combination of value-based and stakeholder engagement processes.

Planning- decides what should be done.

Organizing- how. GOALS

Control- has it been carried out.

The different levels of management

Lower management: supervisory management, responsible for smaller segments of

three key skills required for sound management:

Development of management theory – classical approach

Development of management theory – contemporary approach

Criteria for effective goals

The process of MBO goes as follows:

Organising means that management has to develop mechanisms in order to implement

Informal structure should be encouraged because:

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