BUS 210 Module Five Assignment.docx BUS 210 Managing/Leading in Business Module 5 Assignment “ Socially Responsible Practice Recommendations Socially Responsible Efforts: The socially responsible efforts between To
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BUS 210 Module Five Assignment.docx BUS 210 Managing/Leading in Business Module 5 Assignment “ Socially Responsible Practice Recommendations Socially Responsible Efforts: The socially responsible efforts between Toms Shoes and The Body Shop, go beyond just simplistic things within the company, but they try and give back to the community as well. Toms shoes believes that everyone should be free of violence, should be in a position to realize their full potential, coping with daily stressors, and contributing to their community, as well as having access to equal healthcare, education and work opportunities. So, with their values, they support different organizations that aim for this by giving away $1 for every $3 they make. It is not that they just have sentimental feelings for their employees, but also the community that they are in to help others. The Body Shop focuses on empowering women and making them feel comfortable by using natural products in the make-up they make without having to look like a model when putting it on. The Body Shop uses natural resources within the brand so it shows who you are, but makes you positive in their own skin. Benefits: The organizational benefits from adopting socially conscious policies can be exponential within the organizations and others. With the organizational benefits comes increased customer loyalty, a better public image and a higher employee satisfaction rate as they will know they are working for a company that cares not just about profits, but them as wel. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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