Responsible Management Strategy of Apple

Order Description

Case Study Analysis

The second mode of assessment is a Case Study analysis in which students explore an example of ‘responsible management’ in their professional field or specialist discipline, and include examples of evidence which have informed the analysis.

The Case Study Analysis format:

(i) A ‘Responsible Management audit’ of a leading organisation in the student’s professional field (Apple) or specialist discipline. Students must document and evaluate how far the governance, management and operation (e.g. resource use, behaviour and outputs) of the organisation they have selected complies with the Principles of the UN Global Compact by analysing a corporation’s annual ‘Communication on Progress’ report. This comprises four dimensions:
? Human Rights – Business should support and respect the protection of international human rights; and make sure they are not complicit in human rights abuses;
? Labour Rights – Business should uphold the freedom of association and the effective recognition of the right to collective bargaining; the elimination of all forms of forced and compulsory labour; the effective abolition of child labour; and the elimination of discrimination in respect of employment and occupation;
? Environment – Business should support a precautionary approach to environmental challenges; undertake initiatives to promote greater environmental responsibility; and encourage the development and diffusion of environmentally friendly technologies;
? Anti-corruption – Business should work against all forms of corruption, including extortion and bribery.

https://www.unglobalcompact.org/AboutTheGC/TheTenPrinciples/index.html

To accompany the Case Study report students must also compile and attach a small appendix of evidence sources which they have gathered to inform and substantiate their analysis. These ‘evidence portfolios’ must include no more than five artefacts (i.e. extracts from reports, articles, commentaries or other coverage) and a short commentary which describes and explains the significance of the items selected and inter-relationships between them. The maximum length of this commentary is 500 words (in addition to the 2,000 words in the main analysis). Items included in the evidence appendix should be attached as hyperlinks, scanned extracts from documents or conventional academic references rather than full texts, to enable the Case Study to be submitted electronically (see sect 5.3 below)

Word limit: 2,000 words for the main text of the Case Study analysis (plus a maximum of 500 words for the commentary accompanying the evidence appendix).

Students must state the word count in their submitted assignment.

The Case Study analysis comprises 50% of the overall module grade.

Sources:
Doherty, B. et al (2009) Management for Social Enterprise. London: Sage.
Drayton, W. (2009). ‘Interview: Social entrepreneurs don’t want to help. They want to change the world’. Focus, 12(2). Available at – https://www.ekopolitik.org/en/news.aspx?id=3694&pid=1820
Owen, R. (1816). A New View of Society – Or, Essays on the Principle of the Formation of the Human Character, and the Application of the Principle to Practice. Available online – https://www.marxists.org/reference/subject/economics/owen/#new-view
And also – https://avalon.law.yale.edu/subject_menus/owenm.asp
Nicholls, A. (2008) Social Entrepreneurship: New Models of Sustainable Social Change. Oxford: Oxford University Press.
Praszkier, R. and Nowak, A. (2012) Social Entrepreneurship Theory and Practice. Cambridge: Cambridge University Press.
Price, M. (2009) Social Enterprise: What it is and Why it Matters (2nd edition) Dinas Powys: Fflan Ltd
Ridley-Duff, R. and Bull, M (2011) Understanding Social Enterprise: Theory and Practice. London: Sage.
Yunus, M. (2009) Building Social Business. New York: PublicAffairs.

Journals

Business & Politics
Business & Society
Corporate Social Responsibility & Environmental Management
Ethical Corporation
Journal of Business Ethics
Journal of Corporate Citizenship
Journal of Management Development
Journal of Management for Global Sustainability
Organization: The Critical Journal of Organization, Theory and Society
SI Magazine – https://www.simagazine.co.uk/

Online Sources

Adbuster: Canadian based anti-capitalist organisation and magazine – https://www.adbusters.org/
Behind the Brands: Oxfam analysis of the social and environmental policies of the world’s largest food and beverage companies – https://www.behindthebrands.org/
Blueprint for Better Business: an initiative to reform the purposes and operations of businesses – https://www.blueprintforbusiness.org/
Business Call to Action: UN-supported initiative to develop inclusive business models contributing to development – https://www.businesscalltoaction.org/
Catalyst: non-profit organization with a mission to expand opportunities for women and business – https://www.catalyst.org/
Close the Gap: Scottish campaigning organisation addressing gender pay inequalities -https://www.closethegap.org.uk/component/option,com_docman/Itemid,64/gid,23/task,cat_view/
Confederation of British Industry: Great Business Debate on the social impact of business – https://www.greatbusinessdebate.co.uk/
Corporation2020: international campaigning and educational network – https://www.corporation2020.org/
Corporate Watch: independent research group which investigates the social and environmental impacts of corporations – https://www.corporatewatch.org/
Critical Management – https://www.criticalmanagement.org/
CSRwire: digital news source on CSR and sustainability issues – https://www.csrwire.com/
Directory of UN Resources on Gender and Women’s Issues – https://www.un.org/womenwatch/directory/statistics_and_indicators_60.htm
Ethisphere Institute – https://ethisphere.com/
Equalities and Human Rights Commission (UK) – https://www.equalityhumanrights.com/
Ellen MacArthur Foundation: promoting the circular economy – https://www.ellenmacarthurfoundation.org/
Fair Labor Association (USA) – https://www.fairlabor.org/
Fair Tax Mark – https://www.fairtaxmark.net/
Fawcett Society: UK campaigning organisation addressing gender inequalities – https://www.fawcettsociety.org.uk/
Global Alliance for Banking on Values – https://www.gabv.org/
Global Reporting Initiative: a sustainability reporting framework for business and corporation – https://www.globalreporting.org/Pages/default.aspx
Growing Inclusive Markets: initiative aimed to develop more inclusive business models – https://www.growinginclusivemarkets.org/
Henry Stewart Talks: Marketing and Management collection – https://hstalks.com/main/index_category.php?c=250
Business Ethics and Corporate Social Responsibility – https://hstalks.com/main/browse_talks.php?r=535&j=768&c=250
Humanistic Management Network – https://humanetwork.org/?lang=en
Institute of Business Ethics – https://www.ibe.org.uk/home/1
International Day for the Elimination of Racial Discrimination: https://www.un.org/en/events/racialdiscriminationday/background.shtml
Institute for Global Right and Human Rights – https://www.globallabourrights.org/
International Women’s Day: https://www.internationalwomensday.com/
Rebuild21: annual social innovation summit in Copenhagen – https://rebuild21.org/
Social Accountability International: NGO campaigning for international employment rights – https://www.sa-intl.org/
Social Issues in Management: a Division of the Academy of Management which explores the social, ethical and environmental impacts of organisations -https://sim.aomonline.org/aboutsim.html
Social Progress Index – https://www.socialprogressimperative.org/data/spi
Transparency International: international campaigning organisational addressing corruption – https://www.transparency.org/
War on Want: human rights and anti-poverty campaigning organisation https://www.waronwant.org/campaigns/love-fashion-hate-sweatshops
World Day of Social Justice: https://www.un.org/en/events/socialjusticeday/index.shtml
Women’s Empowerment Principles: https://weprinciples.org/Site/Overview/
Women 1st: organisation supporting women who aspire to senior leadership roles in hospitality, passenger transport, travel and tourism – https://www.women1st.co.uk/
Why Poverty?: international documentaries on poverty – https://www.whypoverty.net/

Responsible Management Guides and Industry Ethical Practice
Initiatives
Blueprint for Better Business – https://www.blueprintforbusiness.org/Home
B Corp – https://www.bcorporation.net/become-a-b-corp/how-to-become-a-b-corp
Dow Jones Sustainability Index – https://www.sustainability-indices.com/
Electronic Industry Citizenship Initiative – https://www.eicc.info/initiatives.shtml
Ethical Trading Initiative – https://www.ethicaltrade.org/eti-base-code
Extractive Industries Transparency Initiative – https://eiti.org/
International Council of Chemical Associations Responsible Care initiative – https://www.icca-chem.org/en/Home/Responsible-care/
International Council on Mining and Metals, Global Mining Initiative – https://www.icmm.com/our-work/work-programs
FTSE4Good – https://www.ftse.co.uk/About_Us/FTSE_Corporate_Responsibility/FTSE4Good.jsp
Global Sustainable Tourism Council – https://www.gstcouncil.org/
Rainforest Alliance Eco-Index – https://www.eco-index.org/about/index.cfm

Also, sending you an example of this assignment that was submitted last year

Responsible Management Strategy for Mansour Manufacturing and Distribution Group
Introduction
Responsible business management is a vital aspect of organizational reputation at the center of business leadership and governance as it outlines an organization’s commitment to promoting ethics in organizational culture, strategy and operations. In the current age of globalization and interconnection across the world, responsible management indicates the significance investors and stakeholders attach to governance, social and environmental responsibilities of an organization (Rasche 2012). It is an important aspect of long-term sustainability, improved performance, and profitability for businesses. For successful operation and sustained growth organizations have the obligation of indoctrinating these dimensions into the center of decision-making. Considering the global financial crises, strategic directions for businesses must have the long-term implications at the center. This enables organizations to effectively manage risks by weighing social, environmental and governance implications. Furthermore, it helps in ensuring business value for shareholders through increased opportunities and market expansion. These approaches are in line with the UN Global Compact, which advocates for consideration of human rights, labor rights, environmental sustainability and anti-corruption (Williams 2004).
Organization background
The success story of Mansour Manufacturing and Distribution Group (MMD) dates back to 1975 following the successful negotiation to be the distributor for General Motors nationwide. Ever since, the company grew to conduct manufacturing and distribution services to other multinational companies such as McDonald’s, Compaq, IBM, Caterpillar, Philip Morris and Michelin. The company’s business portfolio also grew to include agribusiness, real estate, industrial development, entertainment and tourism. Recently the company got into the food retail industry with the opening of supermarkets in different locations. Considering the wide portfolio of business activities conducted by MMD, implementing a responsible managing strategy is critical in ensuring continued growth and sustainability in the global business environment. The current study proposes a responsible business strategy for Mansour Manufacturing and Distribution Group (MMD) under the guidelines of the UN Global Compact with ten principles under the broad categories of human rights, labor rights, environmental sustainability and anti-corruption (Bernhagen & Mitchell 2010).
Responsible management strategy under UN Global Compact initiatives
In implementing the responsible management strategy, the company board and directors are vital in achieving its aims (Pohl & Tolhurst 2010). Indeed, the board and directors are at the center of striking the balance between the company’s social and economic objectives as well as between communal and individual objectives. Provisions in the United Nations Global Compact, give directors and the board a perfect framework to understand their responsibilities for responsible management. The UN Global Compact provides benchmarks for operation in developed and emerging markets across the globe (Williams 2004). With regard to business management, the company directors must integrate responsible management objectives in the action plans and project reporting. With regard to everyday operations, directors develop responsible policies to manage the supply chain, operating procedures and marketing among other business practices (Williams 2004). Above all, feed back is critical in establishing an effective communication system.
Human Rights
The first and second principles under human rights states that “businesses should support and respect the protection of internationally proclaimed human rights; and make sure that they are not complicit in human rights abuses” (unglobalcompact.org). These require MMD to have full consideration and respect for all human rights issues. For one, this means treating employees well, conducting fair annual appraisal, and comprehensive moral and financial compensation based on work and employee achievements. This results in employee motivation and more productivity, which improves the overall organizational performance. The Group needs to address safety issues in the offices and factories and consider health as major human right issue. This includes having standby ambulance services in case of emergencies and providing health insurance for employees (Pohl & Tolhurst 2010).
In the group’s internal environment, there should be no form of human rights abuse or complicity of employees and there should be no force or coercion on employees (Bernhagen & Mitchell 2010). In compliance with human rights provision, transfers and relocation of employees should be on the basis of need and employee experience in implementing organizational strategies in the new locations (Williams 2004). There should be fair rewarding of relocated employees financially, proving homes and means of transport to ne stations. Furthermore, the Group non discriminatory polices should be adhered to strictly especially in the process of hiring new staff. This means selecting employees who best qualify for specific positions. To improve employee motivation and human rights for company employees, the management should conduct internal recruitment before turning to the external environment for unique and unavailable talent (Bernhagen & Mitchell 2010). In line with human rights requirements, the company should engage in responsible activities and social support programs such as provision of food stuff to the hungry, supporting education by collaboration with schools and colleges, and provision of funds to aid in disasters.
Labor Standards
Under the labor standards, “the third principle states that businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining; fourth principle requires the elimination of all forms of forced and compulsory labor; fifth principle calls for the effective abolition of child labor; and the sixth principle outlines the elimination of discrimination in respect of employment and occupation” (unglobalcompact.org). In addition to encouraging formal associations for employees, the company should also develop informal mechanisms to facilitate communication with managers and inform the decision-making process. This includes encouragement of employees to develop some form of association or fund to benefit them in service provision and provision of support in case of need. Importantly, associations must enhance democracy and employees should elect their leaders through a democratic process. Regular communication between employees and the senior management is an important way of improving productivity and performance and it is possible through periodic magazines and mechanisms for employees to air their opinions and issues to the management without victimization. Anonymity and privacy of suggestions and complaints is important as a way of encouraging more employee participation in the decision-making process.
The Group must avoid child labor at all costs and ensure hiring and retaining of employees is on a voluntary basis (Tsogas 2009). It requires the company to set a minimum age limit for the youngest employees allowed in the company to cater for interests of college and university students who can perform light tasks for learning, experience and to make some earning. Part time and full time employees must have binding contract and the organization needs to provide social and medical insurance cover for them. Hiring and firing of employees should be in accordance with labor regulations and laws including appropriate compensation (Tsogas 2009). The company should establish ways of advising employees against child labor, which includes financial rewards for those who advocate against child labor and prevent their children from taking part in child labor. In line with labor provisions, there should be policies advocating for equal opportunities for all, with the major determinants being individual qualifications and competencies required for specific positions. Gender equality and equity are fundamental aspects which the group must consider with regard to the specific nature of jobs on offer. Recruitment from within first can be a major motivator for employees who feel appreciated in their efforts for the company. Labor standards call for implementation of effective systems for hiring, evaluating, training and rewarding staff members for their performance (Tsogas 2009). Above all, the company must ensure transparency and open communication in appraising employees based on performance and work achievements.

Environmental standards
Under environmental sustainability, the “seventh principle states businesses should support a precautionary approach to environmental challenges; the eighth principle requires businesses to undertake initiatives to promote greater environmental responsibility; and the ninth principle requires businesses to encourage the development and diffusion of environmentally friendly technologies” (unglobalcompact.org). Environmental sustainability should be at the center of the business strategies and policies. Because of the importance of environmental friendliness, the Group should comply with international environmental sustainability standards. This includes production and distribution policies that enhance environmental preservation and delivery on the promise of top quality to the market. The company must take precautionary measures aimed at environmental protection, especially in regard to waste management, in spite of the financial, social and environmental cost (Idowu & Louche 2011).
Furthermore, precautionary approaches include development and implementation of a code of practice in operations with care to the environment. There should be guidelines for proper application, supervision by a managerial committee, effective communication between employees and the management, support of continuous research and development, as well as collaboration and information sharing among stakeholders in the industry (Rasche 2012). To promote environmental responsibility, the organization should redefine its mission and mission, set sustainability targets, set performance objectives, collaborate with suppliers, establish voluntary charters in the organization, improve transparency and fairness, as well as effective monitoring and evaluation. In developing effective sustainable technologies, the Group should “change the process or manufacturing technique, change input materials, changes to the product and reuse materials on site” (unglobalcompact.org).
Anti-corruption
In line with the tenth principle, the “Businesses should work against corruption in all its forms, including extortion and bribery” (unglobalcompact.org). In this regard, MMD needs to consider major aspects in the internal and external environment and work in collaboration with other actors in the industry to ensure corruption-free business operations. The company should ensure effective enforcement of its anti-corruption policies and develop more programs to handle any incident of corruption in the organization and business activities. Externally, the organization needs to “Report on the work against corruption in the annual Communication on Progress; and share experiences and best practices through the submission of examples and case stories” (unglobalcompact.org). Equally important, the company needs to work in collaboration with players in the industry and other stakeholders to tackle instances of corruption decisively (Mares? 2012).
Specific responsibilities guided by UN Global Compact
Initiatives in the UN Global Compact can contribute to responsible business management with a focus on three major organizational areas namely protection of stakeholders’ interests and rights, management of risk, and achieving long-term value for the business
Stakeholders’ interests and rights
The rights and interests of stakeholders are at the center of responsible management initiatives including the right to information. This requires the organizational management to be accountable for decisions made and ensure the organization behavior complies with ethical, social and environmental requirements. “Effective corporate governance requires due diligence in rallying the support and commitment of the broad network of business stakeholders, including shareowners, employees, customers and communities” (ifc.org). This is in the face of interconnection between the needs of employees, owners, and customers such that negative actions from the management can affect the business detrimentally. The Unite Nations Global Compact provides guidelines for effective management of stakeholders in consideration of the governance, social and environmental aspects, which in turn results in stakeholders embracing and behaving according to the initiatives (Rasche 2012).
Continuous communication on stakeholders’ concerns and organizational performance results in significant benefits for the company. For instance, the organization can achieve consensus among stakeholders on the detrimental consequences of corruption to the common interests and rights, which enhances trust and cooperation. Anticorruption programs must ensure empowerment of stakeholders to enhance responsiveness to dilemmas in the workplace (Mares? 2012). Protection of stakeholder’s interests is also in recognition of the fact that “Employees who work where their rights and needs are respected tend to be more productive, delivering higher quality work than those who are routinely mistreated” (ifc.org).
Management of risk
With new developments in risk management, it is vital for directors to apply their fiduciary and legal obligation to manage risks to the environment, governance and the social setup. In addition to the everyday corporate directives, it is important to be aware of and deal with sustainability concerns. Effective risk management in line with the UN Global compact initiatives results in a healthy financial position for the company and long term survival in the competitive environment. Failure to address social, environmental and governance concerns deals a blow to the organization’s reputation. This explains the importance of expanding internal operations to cover aspects of integrity and ethics. As an indicator of developing, implementing and evaluating global business practices, the controls in place must be rigorous and of top quality. Potential human rights concerns can be addressed with a proactive process of identification of such issues (Bernhagen & Mitchell 2010). Various indices such as the Equator principles are important in dealing with risks to the environment and society. Responsible management programs contribute to effective risk management, which is important in ensuring the company access finances and reduce costs of capital. Effective risk management gives the business a competitive advantage and helps in anti-corruption programs (Mares? 2012). It enables the company to be responsive to market expectations, meet global ethical standards, and safeguard the business’ reputation.