Unit convenor and teaching staff |
Unit convenor and teaching staff
Professor
Debbie Haski-Leventhal
Contact via +61 (2) 9850 7860
Block Class: May 11, 18, 25, 31, June 1 2019
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Credit points |
Credit points
4
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Prerequisites |
Prerequisites
Admission to MBA or MMgt or MMgmt or GradCertMgtPostMBA or MSusDev or MSocEntre or GradCertSocEntre or GradDipMgt
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Corequisites |
Corequisites
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Co-badged status |
Co-badged status
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Unit description |
Unit description
With the changing expectations of consumers, employees and regulators, being best in the world is no longer enough. Businesses are now also expected to be best for the world: to be socially and environmentally responsible, sustainable and ethical. For financial, moral and other reasons, business leaders need to know how to be more strategic about their CSR, create shared value and work with their internal and external stakeholders. It is essential to look into the organisational strategy, value chain, and core operations in order to shift from a nice-to-have sideshow CSR to a strategic CSR. Strategic CSR is about tying CSR to the company’s competitive advantage and to what it is best at, working from a multi-stakeholder perspective and a long-term focus. In this unit we will look into what strategic CSR is and what it involves in theory and in practice, including: corporate behaviour and identity, stakeholder management, engaging employees in CSR, measuring social impact, auditing and reporting, CSR marketing and more.
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Information about important academic dates including deadlines for withdrawing from units are available at https://www.mq.edu.au/study/calendar-of-dates
On successful completion of this unit, you will be able to:
Name | Weighting | Hurdle | Due |
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Class participation | 10% | No | Ongoing |
Syndicate Group Presentation | 15% | No | 01/06/2019 |
Group Report | 15% | No | 07/06/2019 |
Individual Assignment | 60% | No | 17/06/2019 |
Due: Ongoing
Weighting: 10%
Students will be assessed on the quality and quantity of their in-class participation. To receive a high mark in this assessment component, the student needs to participate in the class discussions often, making meaningful contributions to the discussion, based on knowledge and readings, while also being respectful to others in class. An excellent participation demonstrates critical analysis that is knowledgeable (not just argumentative), engaging and thought provoking (not just provocative). Asking questions and making comments that contribute to the quality and clarity of the lecture and the discussion will be highly assessed.
Due: 01/06/2019
Weighting: 15%
Length
45 minutes (30 minutes presentation + 15 minute class discussion)
Date
01/06/2019
You will each need to be a member of a syndicate group for this unit. On the first day of the unit students will be given the opportunity to create their own groups.
Syndicate groups will be required to make a 30-minutes presentation and then run a discussion about the issues raised in the presentation for 10-15 minutes.
The group presentation will be based on an analysis of a company’s strategic CSR, as defined and applied in this unit. You will need to find a company that has a CSR and/or sustainability program. This can be a company one of the group members has work(ed) in or a well-known company.
Through analysis of the select company’s website, reports and documents you will need to:
1. Describe the company, its vision, mission and business strategy
2. Describe what the company does in regards to CSR, how and why. Also analyse the stakeholder management in this company;
3. Analyse the level of strategic CSR (all six aspects) and offer three suggestions to improve it.
Presentation: you will need to present all the elements detailed in the company you have chosen. It needs to be interesting, engaging, and demonstrating knowledge on the case, class materials and additional research. If you choose to use a PowerPoint presentation, use no more than 20 slides.
Discussion: A class discussion is to follow the presentation. To do so you need to come up with interesting and focused questions to present to the class on your last slide. You also need to engage the class in a lively discussion throughout the entire presentation, by asking questions and leading debates.
Materials: the following materials need to be submitted before 5pm on the 30/05/2019 to Debbie.Haski-Leventhal@mgsm.edu.au :
1. A 1-2 pages executive summary: this should summarise your case and answers to the above questions. Please include a title page with the group number and group members’ names and a reference list (all in one file);
2. Presentation: you will need to submit the PPT or PDF file of your presentation. If you use Prezi, please submit a PDF file (this does not have to be the final version). Please note you can alter it after you receive the lecturer’s feedback.
3. A group cover sheet, detailing the individual contribution of each member.
All the files sent should include your group number and organisation’s name as part of the file name (e.g. “mgsm868_group 3_COLES.ppt”)
Assessment and Marking
Each member of the group will receive a mark based on the group performance, as well as on the individual performance during the presentation. The group mark will be given to the group face-to-face on the the same day and will be sent to the group in the following morning. The individual mark will be used for the calculation of your final mark.
Please check that you have met the criteria below before submitting:
Presentation - Assessment Criteria
1 = Very Poor. 10 = Very Good
Analysis
Description of the firm
1
2
3
4
5
6
7
8
9
10
Analysis of the firm’s CSR
1
2
3
4
5
6
7
8
9
10
Stakeholders analysis
1
2
3
4
5
6
7
8
9
10
Practical applications and suggestions for improvement
1
2
3
4
5
6
7
8
9
10
Discussion
Promotion of discussion throughout the presentation
1
2
3
4
5
6
7
8
9
10
Level of post-presentation discussion
1
2
3
4
5
6
7
8
9
10
Theory and models
Using models/concepts learned in class
1
2
3
4
5
6
7
8
9
10
Using additional models and concepts
1
2
3
4
5
6
7
8
9
10
Research and references
1
2
3
4
5
6
7
8
9
10
Other
Administrative compliance
1
2
3
4
5
Visuals
1
2
3
4
5
FINAL MARK
What you did well
What you could have done differently
Due: 07/06/2019
Weighting: 15%
Length
3000 words (excluding appendices and references)
Based on the study and analysis you have done for the class presentation, you will need to write a 3000 words report, which is well based on the relevant literature. Find relevant articles within the class reading materials but also independently look for additional literature. This is an opportunity to enclose materials that you had no time to present in class as appendices. The report must be based on equal contribution by group members.
The report needs to have the following five sections:
Please note the following in regard to the preparation and presentation of your project:
The group is to submit a soft copy of the assignment on the iLearn by 5pm on the due date (07/06/2019). Please copy all the group members to this email. You will also need to submit a cover sheet and detail the individual contribution of each group member. Please submit a word file (not PDF) and include the group number and the company’s name (e.g. “MGSM868_group 7 report_COLES.doc”)
Your group is responsible for ensuring that the report is produced and submitted consistent with required procedures, including originality and submission by the due date.
The written assignment should have the following structure:
Referencing: must be in American Psychological Association (APA) style. This means that when referring to an article or book in the text, you indicate the author’s name followed by the year of publication (Jones, 1989). When you cite several source, you need to list them alphabetically (Albus, 2016; Carroll, 1991; Jones, 1989). For multiple authors include all names (Jones, Smith, & Wilson, 1990). If you use a direct quote put the quoted words in “quotation marks” and include the page number with the reference (Jones, 1989, p. 76). A reference list should be presented in alphabetical order at the end of the paper. Note that APA style references are used for the reading list of articles at the end of this outline. Further information on APA style is available at http://libguides.mq.edu.au/APA
Assessment and Marking
Similarly to the group presentation, each member of the group will receive 50% of the mark for this assignment based on the overall performance of the group and 50% based on your individual contribution. In the cover sheet, you will need to detail what role each member of the group had in writing the report. The lecturer could also ask each group member to rate the contribution of other group members which may affect your individual mark (higher or lower).
You should pay particular attention to the assessment criteria in the marking schedule below, as this will be the basis for deciding your mark. You should also pay attention to submitting on time and in required length. Marks may be deducted for noncompliance with administrative requirements.
Group Report - Assessment Criteria
1 = Very Poor. 10 = Very Good
Approach
Focus & flow
1
2
3
4
5
6
7
8
9
10
Research and depth
1
2
3
4
5
6
7
8
9
10
Content
Introduction & rationale
1
2
3
4
5
6
7
8
9
10
Literature review
1
2
3
4
5
6
7
8
9
10
Case study analysis
1
2
3
4
5
6
7
8
9
10
Case study: Quality of data
1
2
3
4
5
6
7
8
9
10
Tying the literature to the case study
1
2
3
4
5
6
7
8
9
10
Suggestions
1
2
3
4
5
6
7
8
9
10
Conclusion
1
2
3
4
5
6
7
8
9
10
General
Visual aspects of the report
1
2
3
4
5
Administrative compliance
1
2
3
4
5
FINAL MARK
Due: 17/06/2019
Weighting: 60%
Based on class materials, the readings of this unit as well as any additional readings relevant to the course, you will need to analyse the case study and answer 4 out of 4 questions, which will also be provided to you with the case study.
The word limit is 3000 words, excluding references and appendices. The assignment should be submitted on the iLearn on 17-06-2019 by 5pm. The file submitted must be a word document (not PDF) and include your full name in the file name (e.g. David Smith MGSM868 Final Assignment.docx).
The written assignment should have the following structure:
Referencing:
Referencing must be in American Psychological Association (APA) style. See instructions under the group report guidelines.
Assessment and Marking
You will be assessed on the how well you answered each question (Q1-Q4), understanding of the case study, critical analysis, knowledge on CSR, using and understanding of the literature, and the overall quality of the report.
You should pay particular attention to the assessment criteria in the marking schedule below, as this will be the basis for deciding your mark.
You should also pay attention to submitting on time and in required length. Marks may be deducted for non-compliance with administrative requirements. Plagiarism of any kind will result in a fail mark. Unethical behaviour will not be tolerated in this class.
Individual Report - Assessment Criteria
1 = Very Poor. 10 = Very Good
Approach
Understanding the case and analytical ability
1
2
3
4
5
6
7
8
9
10
Additional research on the case
1
2
3
4
5
6
7
8
9
10
Content
Q1
1
2
3
4
5
6
7
8
9
10
Q2
1
2
3
4
5
6
7
8
9
10
Q3
1
2
3
4
5
6
7
8
9
10
Q4
1
2
3
4
5
6
7
8
9
10
Literature review quality
1
2
3
4
5
6
7
8
9
10
Tying the literature to the case study
1
2
3
4
5
6
7
8
9
10
Conclusion
1
2
3
4
5
6
7
8
9
10
General
Overall quality of the report
1
2
3
4
5
6
7
8
9
10
FINAL MARK
Required textbooks and materials
Textbook: Haski-Leventhal, D. (2018). Strategic CSR: Tools and Theories for Responsible Management. London: SAGE.
Suggested further reading: Mackey, J. and Sisodia, R. (2014) Conscious capitalism: Liberating the heroic spirit of business. Boston: Harvard Business Review Press.
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Session Topics and Readings
SESSION 1 |
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Topics |
Introduction to strategic corporate social responsibility The evolving world and the evolution of CSR Readings: Textbook chapters 1-2 |
SESSION 2 |
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Topics |
Stakeholder Management and involvement Moving beyond shareholders: Internal and external stakeholders |
Readings |
Textbook chapter 3, 7 Donaldson, T. and Preston, L. E. (1995) ‘The stakeholder theory of the corporation: Concepts, evidence, and implications’, Academy of management Review, 20(1): 65-91. Freeman, R. E. (1994) ‘The politics of stakeholder theory: Some future directions’, Business ethics quarterly, 4(04): 409-421. Grant, A.M., 2012. Giving time, time after time: Work design and sustained employee participation in corporate volunteering. Academy of Management Review, 37(4), pp. 589-615. Haski-Leventhal, D., 2013. Employee engagement in CSR: The case of payroll giving in Australia. Corporate Social Responsibility and Environmental Management, 20(2), pp. 113-128. Mackey, J. and Sisodia, R. (2014) Conscious capitalism: Liberating the heroic spirit of business. Boston: Harvard Business Review Press. pp. 69-75, 167-177.
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SESSION 3 |
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Topic |
Business Ethics How philosophy can help us make ethical decisions in today’s business |
Readings |
Textbook chapter 4 Brooks, L. J., & Dunn, P. (2012). Business & professional ethics for directors, executive & accountants. Melbourne: Cengage. Chapter 4, 170-197. Joyner, B. E. and Payne, D. (2002) ‘Evolution and implementation: A study of values, business ethics and corporate social responsibility’, Journal of Business Ethics, 41(4): 297-311. Lencioni, P. M. (2002) Make your values mean something. Harvard Business Review, 80(7): 113-117. McDonald, G (2000). Business Ethics: Practical Proposals for Organizations. Journal of Business Ethics, 25(2), 169-184. Shaw, W. H., Barry, V., & Sansbury, G. (2009). Moral issues in business: First Asia-Pacific edition. Melbourne: Cengage. Chapter 10, 505-530. |
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SESSION 4 |
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Topic |
Environmental sustainability From externalities to responsibility |
Readings |
Textbook chapter 5 Eccles, R. G., Perkins, K. M., & Serafeim, G. (2012). How to Become a Sustainable Company. MIT Sloan Management Review, 53(4), 42-50. Epstein, M. J., & Roy, M. J. (2001). Sustainability in action: Identifying and measuring the key performance drivers. Long Range Planning, 34(5), 585-604. Griggs, D., Stafford-Smith, M., Gaffney, O., Rockström, J., Öhman, M. C., Shyamsundar, P., ... and Noble, I. (2013) ‘Policy: Sustainable development goals for people and planet’, Nature, 495(7441): 305-307 Haski-Leventhal, D. (2016) ‘Sustainable Development Goals: The roles and opportunities for business’, European Financial Review, October-November, 2016: 48-50. Nidumolu, R., Prahalad, C. K., & Rangaswami, M. R. (2009). Why sustainability is now the key driver of innovation. Harvard Business Review, 87(9), 56-64. |
SESSIONS 5-6 CSR Tour |
SESSION 7 |
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Topics |
CSR Measuring and Communication From measuring and auditing to reporting and marketing |
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Readings |
Textbook chapters 8-11 Koerber, C. P. (2009). Corporate Responsibility Standards: Current Implications and Future Possibilities for Peace Through Commerce. Journal of business ethics, 89, 461-480. KPMG (2008). Count me in: The readers’ take on sustainability reporting. KPMG. Maignan, I., Ferrell, O.C., & Ferrell, L. (2005). A stakeholder model for implementing social responsibility in marketing. European Journal of Marketing, 39, 956 – 977. Porter, M. E., & Kramer, M. R. (2002). The competitive advantage of corporate philanthropy. Harvard Business Review, Dec pp. 5-16. Porter, M. E., & Kramer, M. R. (2006). Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility. Harvard Business Review, Dec, 5-16. |
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SESSION 8 |
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Topics |
Responsible Leadership |
Readings |
Textbook chapter 6 Brown, M.E. and Treviño, L.K. (2006) ‘Ethical leadership: A review and future directions’, The Leadership Quarterly, 17(6): 595-616. Groves, K. S. and LaRocca, M. A. (2011) ‘Responsible leadership outcomes via stakeholder CSR values: Testing a values-centered model of transformational leadership’, Journal of Business Ethics, 98(1): 37-55. Maak, T. (2007) ‘Responsible leadership, stakeholder engagement, and the emergence of social capital’, Journal of Business Ethics, 74(4): 329-343. Mackey, J. and Sisodia, R. (2014) Conscious capitalism: Liberating the heroic spirit of business. Boston: Harvard Business Review Press. pp. 177-215. Pearce, C. L., Wassenaar, C. L. and Manz, C. C. (2014) ‘Is shared leadership the key to responsible leadership?’, The Academy of Management Perspectives, 28(3): 275-288. |
SESSION 9 |
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Topics |
Making the shift: The way Forward Implementing CSR, The future of CSR |
Readings |
Textbook chapter 12 Hunting, S. A., & Tilbury, D. (2006). Shifting towards sustainability: Six insights into successful organisational change for sustainability. Sydney: ARIES. Linnenluecke, M. K., & Griffiths, A. (2010). Corporate sustainability and organizational culture. Journal of world business, 45(4), 357-366. Maon, F., Lindgreen, A., &Swaen, V. (2009). Designing and implementing corporate social responsibility: An integrative framework grounded in theory and practice. Journal of Business Ethics, 8, 71-89. |
The minimum that you must do to complete this unit includes:
Block Class: May 11, 18, 25, 31, June 1 2019
The unit will be presented over 10 sessions as follows:
Session |
Topic |
Session will start on |
Book chapter(s)* |
1 |
Introduction to Strategic CSR |
11 May 2019 |
1,2 |
2 |
Stakeholder Management and Involvement |
3, 7 |
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3 |
Business Ethics |
18 May 2019 |
4 |
4 |
Environmental Sustainability |
5 |
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5 |
CSR Measuring and Communicating |
25 May 2019 |
8-11 |
6 |
Responsible Leadership |
6 |
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7-8 |
CSR Tour |
31 May 2019 |
N/A |
9 |
Making the shift: Organisational change towards sustainability and responsibility |
1 June 2019 |
12 |
10 |
Group presentations |
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More emphasis on individual contribution to group assignments
Some criteria of the assessments
Improved and clearer instructions for the assessments
Debbie Haski-Leventhal is an Associate Professor of Management at MGSM and the faculty leader of Global Citizenship. She teaches Organisational Behaviour and Strategic Corporate Social Responsibility at MGSM. As a scholar on corporate social responsibility (CSR), she initiated and led the MGSM CSR Partnership Network. Together with leading Australian companies, not-for-profits and the federal and NSW governments, the Network increased CSR knowledge and practice. She further works with the United Nations Principles for Responsible Management Education, conducting international studies on MBA students and helping to promote responsible management education worldwide. Prof Haski-Leventhal promotes the concept of Corporate Peace: the role of businesses in enhancing peace and reducing violence. She is the editor of the Journal of Business, Peace and Sustainable Development and she worked with the Institute of Economics and Peace and the UN Global Compact on the Corporate Peace Framework. In 2011, Prof Haski-Leventhal was a consultant for United Nations Volunteers and co-wrote the State of the World Volunteerism Report, launched at the General Assembly in December. She assisted the Federal and NSW Governments with their volunteering strategies and submitted a briefing paper to the PM&C on volunteering and social inclusion. Debbie teaches Organisational Behaviour, CSR and Social Entrepreneurship and in 2014 she received the Vice Chancellor Excellence in Teaching Award.
Leadership: The unit covers responsible and sustainable leadership and the knowledge gained will enable students to lead sustainable organisations through purpose and impact
Global mindset: the multi-stakeholder approach, which underlies the entire unit, is about understanding the needs and perspectives holistically to benefit the organisation and society at large
Citizenship: The unit aims at developing organisational citizenship, CSR and ethical behaviour
Creating sustainable value: Organisations that are socially responsible are not only more financially sustainable, but also create sustainability for the environment and the community
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