Task_2_C206.docx C206 Application of Ethical Leadership C206 Task 2 Western Governors University Corporate Social Responsibility (CSR) Overview C
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Task_2_C206.docx C206 Application of Ethical Leadership C206 Task 2 Western Governors University Corporate Social Responsibility (CSR) Overview Corporate Social Responsibility (CSR) is a framework outlining the responsibilities a corporation has that involved philanthropic, ethical, legal, and economic impacts for their internal and external stakeholders. There are several reasons as to why corporations should prioritize these responsibilities, three of which I am going to discuss today are: pragmatic, ethical, and strategic. Below find an expanded definition: Pragmatic Reason: Comprehends and has the intention of using the companys power in a responsible yet ethical manner in society, or risks losing the company completely. Ethical Reason: Comprehends and demonstrates ethical behavior as it relates to society as a whole and their stakeholders. Strategic Reason: Comprehends the relationship between corporations as an entity and their consumers as the society. Ultimately, they depend on each other for not only services and goods, but also benefits for society – such as job creation and economic sustainability. To determine an effective CSR, Paradigm Toys needs to identify their primary and secondary stakeholders. The major difference between primary and secondary stakeholders can be determined by who is directly or indirectly affected or affected by Paradigm Toys. For this example, two primary stakeholders includ. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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