EHM1_Task_2__Developing_Organizational_Ethics_and_Socially_Responsible_Behavior.docx EHM1 Task 2: Developing Organizational Ethics and Socially Responsible Behavior Management Communication Corporate Social Responsi
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EHM1_Task_2__Developing_Organizational_Ethics_and_Socially_Responsible_Behavior.docx EHM1 Task 2: Developing Organizational Ethics and Socially Responsible Behavior Management Communication Corporate Social Responsibility: The purpose of CSR in an organization is to self-regulating system that helps to hold a business socially accountable to the primary and secondary stakeholders, itself, and the public. CSR programs generate social value, that is, improvements to societal welfare, including increasing public awareness of social issues and facilitating behavioral changes that are beneficial to individuals and to society as a whole”areas where public engagement with CSR programs is essential (Lee, S. Y., Zhang, W., & Abitbol, A. 2019). Stakeholders: A key stakeholder that influences Paradigm Toys, are the employees. The employees help to run the business from day to day. The employees are just as important as the CEO, in most situations. They influence whether Paradigm meets production goals, customer satisfaction, and Paradigm functions completely. Without the employees, it would be impossible for Paradigm Toys to be where we are now. Stockholders also have a great impact on Paradigm Toys. Stockholders are individuals who own at least one share within the company. Stockholders help bring capital to the company of their choice. The business has to maintain good standing within its market, to draw more individuals to becoming stockholders. Communities are secondary stakeholders, however, greatly influence Paradigm Toys. We have to adjust our products. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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