Almost every manager today knows that satisfying customers by
meeting their quality demands is a critical component of business
success. Quality management is a given in modern companies - a
competitive imperative. Yet it was not always so. Back when the
quality movement was getting started, few managers really
understood either the importance of quality to customers or how to
manage for quality. Much the same could be said today about
managing responsibility. Why and how should responsibility be
managed? What is responsibility management? Total Responsibility
Management answers these questions while at the same time providing
a systemic framework for managing a company's responsibilities to
stakeholders and the natural environment that can be applied in a
wide range of contexts. This framework uses managerial familiarity
with quality management to illustrate the drivers for
responsibility management. Companies know that product or service
quality affects their customer relationships and the trust
customers have in the company's products and services. So, too, a
company's management of its responsibilities to other
constituencies affects its relationships with those other
stakeholders and the natural environment. But why bother? The
answer is quite simple. Never has it been easier for employees,
reporters, activists, investors, community members, the media and
other critical observers to find fault with companies and their
subsidiaries. A problem identified, even in a remote region or
within a remote supplier, can instantaneously be transmitted around
the world at the click of a mouse. Ask footwear, toy, clothing and
other highly visible branded companies what their recent experience
with corporate critics has been and they will tell you about the
need to manage their stakeholder responsibilities (human rights,
labour relations, environmental, integrity-related) or face
significant consequences in the limelight of public opinion.
Managers will discover that whether they do it consciously or not,
they are already managing responsibility, just as companies were
already managing quality when the quality movement hit. This manual
makes the process of managing responsibilities to and relationships
with stakeholders and nature explicit. Making the process explicit
is important because too few of today's decisions-makers yet
understand how they are managing stakeholder responsibilities as
well as they understand how to manage quality. Managing
responsibilities goes well beyond traditional 'do good' or
discretionary activities associated with philanthropy and
volunteerism, which are frequently termed 'corporate social
responsibility'. In its broadest sense, responsibility management
means taking corporate citizenship seriously as a core part of the
way the company develops and implements its business model. The
specifics of responsibility management are unique to each company,
its industry, its products and its stakeholders, yet, as this
manual illustrates, a general approach to managing responsibility
is feasible - indeed, is increasingly necessary. Based on work
undertaken by Boston College and the International Labour Office,
Total Responsibility Management is the first CSR manual. Its
original case studies add value to a range of tools and exercises
that will make it required reading for all managers in need of a
practical guide to managing responsibility and to students and
researchers looking for an overarching framework to contextualise
the changing responsibilities of global business.
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