BPH_COSR Corporate Social Responsibility

Ekonomicko-správní fakulta
jaro 2014
Rozsah
0/2. 5 kr. Ukončení: zk.
Vyučující
Earl Arvid Molander (přednášející)
Mgr. Ing. Viktor Kulhavý, Ph.D., MSLS (pomocník)
Garance
Ing. Petr Smutný, Ph.D.
Katedra podnikové ekonomiky a managementu – Ekonomicko-správní fakulta
Kontaktní osoba: Ing. Bc. Bohdana Čechová
Dodavatelské pracoviště: Katedra podnikové ekonomiky a managementu – Ekonomicko-správní fakulta
Omezení zápisu do předmětu
Předmět je otevřen studentům libovolného oboru.
Předmět si smí zapsat nejvýše 25 stud.
Momentální stav registrace a zápisu: zapsáno: 0/25, pouze zareg.: 0/25, pouze zareg. s předností (mateřské obory): 0/25
Cíle předmětu
This primarily on-line course, CORPORATE SOCIAL RESPONSIBILITY AND SUSTAINABILITY FROM A BUSINESS MANAGEMENT PERSPECTIVE, is designed to introduce the international business or economics student to how non-economic factors in the corporate environment influence business operations and decision-making. These non-economic factors include: the actions of government and non-governmental organizations, social issues, culture, changes in technology, international relations and ecological problems in particular as they are presented to the business enterprise and manager as issues of corporate social responsibility and sustainability.

MANAGERIAL PERSPECTIVE

It is important to understand that this course is taught from the perspective of the enterprise, with the business manager or enterprise as the focal decision maker. The student who successfully completes this course will have the majority of the analytical tools necessary to confront the full range of issues that fall within the broad framework of “corporate social responsibility” or “CSR” and sustainability.

ENTRY-LEVEL EMPLOYEE PERSPECTIVE

At the end of Modules 3-12, we also offer a special note on the perspective of the entry-level employee, someone like yourselves who would encounter CSR and sustainability issues in an entry-level position. These notes emphasize that while the key decisions in this area will be made by managers, often entry-level employees are asked to contribute to those decisions in important ways.
Osnova
  • COURSE STRUCTURE
  • The course structure will consist of a total of 12 Modules organized into three separate Installments (A, B and C) of four Modules each. In general, it is expected that the student will complete each module weekly. Although there is no requirement to do so on a weekly schedule, submission of case analysis have deadlines associated with the Module and week in which they are scheduled. In general, this will mean that an assignment for week 1 is due by Monday of week 2. However, in order to proceed to a subsequent Installment, the student should complete reading the materials in the three Modules in the preceding Installment.
  • Always feel free to ask questions by email if you do not understand any of the conceptual content assignments.
  • COURSE STRATEGY
  • The course strategy is to introduce the background and conceptual foundations of the course in the first three Modules (Installment A) and then in subsequent Modules introduce key topic areas, the models and tools of analysis for these topic areas, and how to apply them to the issues of CSR and Sustainability as they are presented to enterprises and managers. This application of models and tools for analysis is then demonstrated in a case analysis exercise in each Module from Modules 4-12.
  • Installment A
  • Week 1. February 24-28
  • Module 1 Introduction to the Course. Overview of the Conceptual Content and the Corporate and Managerial Decision Making Perspective of the Course.
  • Case #1a. Sample Student-Written CSR Case and Case Analysis
  • Case #1b. Sample Student-Written Ethics Case and Case Analysis
  • Case #1c. Sample Student-Written Political Strategy Case and Case Analysis
  • UNGRADED ASSIGNMENT #1: Send to Professor Molander (emolander@yahoo.com) the completed Student Bio Questionnaire by Friday, February 21
  • Module 2 The History of CSR and Sustainability in the US and Developed Countries:*
  • Case #2. Historical Perspective: Corporate Social Responsibility for Protecting Groups that Cannot Speak for Themselves: Children
  • Case #2a. Regulating Reproductive Risks in the Workplace
  • Case #2b. Tris and the Children’s Sleepwear Industry
  • Case #2c. Infant Formula Marketing in Developing Countries
  • Case #2d. Kellogg’s and Ready-to-Eat Cereal Nutrition
  • Case #2e. Internet Companies and Data-gathering from Apps for Children
  • Case #2f. MacDonald’s and Childhood Obesity
  • *The majority of these Case 2 elements are in abridged form, drawn from the professor’s casebook, Responsive Capitalism: Case Studies in Corporate Social Conflict. You need only skim them to get a sense oh how the issue unfold for the firms.
  • UNGRADED ASSIGNMENT #2: Why are societies all around the world constantly having to challenge corporations regarding their irresponsibility toward children in so many areas of business? Send your answer to Professor Molander (emolander@yahoo.com) (maximum length: 100 words) Due Monday, March 3.
  • NOTE: The Ungraded Assignments 2-7 are designed to get you started thinking about CSR issues from a business perspective, and to give the professor an opportunity to observe your ability to analyze cases in English.
  • Week 2. March 3-7
  • Module 3 Business Ethics and Resolving Ethical Dilemmas
  • Case #3. Italy´s Barilla company won´t include gay families in its advertisements
  • UNGRADED ASSIGNMENT #3: Do you regard Barilla´s position on gays in their advertising ethical? Send your answer to Professor Molander (emolander@yahoo.com) (maximum length: 100 words) Due Friday, March 7.
  • Module 4 Sustainable Business Practice and Sustainable Development
  • Case #4. Migros´35-year History of Social Audits
  • UNGRADED ASSIGNMENT #4: What measure would you use to measure the "sustainability" of your university? Send your answer to Professor Molander (emolander@yahoo.com) (maximum length: 100 words) Due Monday, March 10.
  • Installment B
  • Week 3. March 10-14
  • Module 5 Property Rights and Social Contract
  • Case #5 IKEA´s Horsemeat Scandal in the EU
  • UNGRADED ASSIGNMENT #5: Define the property rights issues that "contend" in the case. Then explain how IKEA resolves their "contention" to reach its definition of its social contract with regard to its supply chain. Send your answer to Professor Molander (emolander@yahoo.com) (maximum length: 100 words) Due Friday, March 14.
  • Week 4. March 17-21
  • NOTE: Read both modules, then do either Case #6 or Case #7, but not both.
  • Module 6 Non-governmental Organizations (NGOs) and Other New Stakeholders Challenging Business
  • Case #6. Greenpeace and Genetically-modified Food in China
  • UNGRADED ASSIGNMENT #6: See case. Send your answer to Professor Molander (emolander@yahoo.com) (maximum length: 100 words) Due Friday, March 21.
  • Module 7 Environmental Monitoring
  • Case #7. Fcebook´s Policy on Cyber Bullying
  • UNGRADED ASSIGNMENT #7: See case. Send your answer to Professor Molander (emolander@yahoo.com) (maximum length: 100 words) Due Friday, March 21.
  • Week 5. March 24-28
  • Module 8 Analysing and Diagramming Power Relations
  • Case #8. Kaufland Sells Contaminated Biscuits in the Czech and EU Market
  • NOTE: The Kaufland case is the 1st case analysis to be graded. You need to submit analyses of 4 of the next 5 cases. Due Monday, March 31
  • ! Friday, March 28, Proposed Topic for Student-Written Case due!
  • Installment C
  • Week 6. March 31-April 4
  • Module 9 Environmental Forecasting and Scenario Building
  • Case #9. Tesco Is Challenged to Reduce Food Waste
  • NOTE: The Tesco case is the 2nd case analysis to be graded. Due Monday, April 7
  • Week 7. April 7-11
  • Module 10 The Public Policy Process in a Pluralist Democracy
  • Case #10. Google´s Privacy Policy under Fire in the EU
  • NOTE: The Google case is the 3rd case analysis to be graded. Due Monday, April 14
  • ! Friday, April 11, Draft of your Student Written Case due!
  • Week 8. April 14-18
  • Module 11 Developing a Political Strategy
  • Case #11. Chelsfield Partners LP Struggles to Build an Office Tower in Warsaw
  • NOTE: The Chelsfield case is the 4th case analysis to be graded. Due Monday, April 21
  • Week 9. April 21-25
  • Module 12 Strategic Planning
  • Case #12. Celestial Teas Monitors Overseas Suppliers
  • NOTE: The Celestial Teas case is the last of 5 case analysis to be graded. You must do 4 of 5. Due Monday, April 28
  • ! Monday, April 21, Final Version of your Student Written Case due!
  • Week 10. April 28-May 2
  • Module 13 Organisational Impediments to Implementing Corporate Social Programs
  • ! Friday, May 2, Analysis of your Student Written Case due!
  • Week 11. May 5-9, Final Exam Week
  • Comprehensive case sent to all students
  • ! Friday, May 9, Final Comprehensive Case Analysis due!
Literatura
  • TEXT MATERIAL
  • In US business schools, similar courses (which go by many different names) typically use a large, hardcover textbook that focuses primarily on the business environment in the US.
  • Such a textbook is therefore not useful for a course taught to an international student audience with a strong international focus.
  • Rather, we rely on a series of short readings and cases focused on key topics, with assignments to highlight the major issues that each topic presents to the business manager and develop one’s analytical skills and their decision making dilemmas.
  • TEXTS AND MATERIALS
  • There are limited materials requirements for the course:
  • 1. The Syllabus uploaded in the Study Materials -> Learning Materials (see the weblink at the bottom of this page)
  • 2. Modules and Accompanying Cases uploaded in the Study Materials -> Learning Materials (see the weblink at the bottom of this page)
  • 3. Format for Student Bio Questionnaire
Metody hodnocení
COURSE REQUIREMENTS

The course requires the submission of some preliminary, ungraded assignments in Weeks 1-3 and a minimum of four (4) written analyses of the cases associated with Modules 8-12. It also requires preparation of a case of your own choosing (but subject to professor´s approval of the topic as suitable to this courses) and an accompanying analysis. There is a final comprehensive case analysis that will be due in Week 11.

Evaluation of case analyses: Case analyses will be evaluated on the basis of the effectiveness with which the concepts and tools of the course are applied to the case questions, as well as on completeness and clarity. Where appropriate, have you clearly indicated why you have chosen one strategic or decision-making alternative over other options?


GRADING

The method of grade calculation will be as follows:

40% Weekly Case Analyses (best 4 case analyses* for Modules 8-12 (due on Monday of the following week)
20% Case You Write (draft due on Monday of Week 7)
20% Analysis of Your Own Case (due during Week 10)
20% Final Comprehensive Case (due during Week 11)
100% Total
*You may submit up to 5 case analyses

NOTE: If for reasons of illness, you cannot submit an assignment at the scheduled time, advise me of your circumstances, and I will accept a late submission up to 5 days after the due date.
Vyučovací jazyk
Angličtina
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Informace k inovaci předmětu
Předmět byl inovován v rámci projektu "Inovace studia ekonomických disciplín v souladu s požadavky znalostní ekonomiky (CZ.1.07/2.2.00/28.0227)", který je spolufinancován Evropským sociálním fondem a státním rozpočtem České republiky.

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Předmět je zařazen také v obdobích jaro 2013, podzim 2013, podzim 2014, jaro 2015, podzim 2015, jaro 2016, podzim 2016, jaro 2017.