1. What is required to implement an organization’s commitment to social responsibility? What are the main obstacles to implementing socially responsible policies? Name specifications that can be taken toward increased social responsibility. In the implementation of corporate social responsibility (CSR), an organization ought to firstly determine initiative focus. In the absence of focus, one will witness dispersed interests which render operations management difficult and cause people to doubt the organization’s sincerity. A focused organization can effectively pay attention to key causes, with participants being given sufficient attention on the firm’s part. In CSR adoption, an organization needs to take financial aspects into account, which typically occurs on several organizational levels (Pedrini, & Ferri, 2011). Thus, in order to achieve successful CSR implementation, organizations must ascertain associated costs (for instance, expenses incurred for acquisition of program material, towards supporting personnel ready to perform additional tasks, or towards donation of funds to support some cause). Furthermore, organizations might require better-qualified specialists for supervising CSR implementation, which would imply additional organizational costs. Organizations thus require sound budget plans for ensuring CSR adoption doesn’t end in losses. To attain CSR program success, workforce involvement is important. A firm needs to urge its workforce to deploy their capabilities for furthering implementation. It can, for example, bank on its marketing department to support promotional tasks. Moreover, it may benefit from seeking workforce feedback and input with regard to causes they are interested in. Lastly, it may have to convey its efforts and anticipated advantages to stakeholders, by means of news releases, public relations avenues, social media websites, and networking events (Pedrini, & Ferri, 2011).

Certain organizational supervisors and executives display negative attitudes towards CSR adoption, which may prove to be a key barrier to CSR adoption. The heads of small-to-mid-sized firms, in particular, show disinterest in this idea and commonly believe it only applies to large firms. Another barrier is the widespread link of CSR to philanthropy and charity, further causing small firm-owners to display reluctance in implementing it. Still other barriers include insufficient financial resources and absence of information pertaining to benefits of CSR implementation. The following actions may enhance CSR: 1) Message determination: Companies can identify causes resonating with their respective corporate culture, study...

This suffices for small companies and they need not feel pressurized to divert more finances than they can. 2) Client involvement: For companies, yet to choose a cause, Facebook fans and website visitors’ views may be solicited before selecting the right cause. 3) Developing a scorecard: Ensure this scorecard includes measurable, feasible goals maintained at a visible spot on the company website and tracking company progress. Transparency is a must to appear authentic. 4) Use of social media: Rather than simply telling clients what the company is up to, asking for their input in the form of ideas, interests and experiences ensures their interest and involvement. A number of digital platforms may be relied on, including Twitter, Facebook, YouTube channels and blogs, for reaching out to audiences having varying media preferences. 5) Partnering with third-party not-for-profit entities: This makes the company’s program appear more credible besides providing greater scope for blending networks and clients. 6) Seeking publicity: This may be done through sending out press releases regarding contests, fundraisers or other events. Focusing on media outlets known to present on eco-friendly subjects will help develop positive company image. 7) Repurposing CSR reports: Charts, images and narratives may be utilized in company newsletters and yearly reports for appealing to both shareholders and other stakeholders (Pedrini, & Ferri, 2011).
2. What is departmentalization? Explain departmentalization based on work, products, geography, and customers. Provide an example of each.

Departmentalization represents the subdivision of a company into smaller entities on the basis of several aspects like work, geography, customer or product. Work or functional departmentalization is grounded in business functions or operations (e.g., a production firm may possess the following departments: sales/marketing, accounts, production, distribution, HR, etc.). Geographical departmentalization represents the segregation of a company based on geography; it is widely used by multinational corporations, with separate departments established for managing different regions’ activities (e.g., Asian division, European division, etc.). Product-based departmentalization implies division of a firm on the basis of product lines, with individual products having their own departments to control all relevant (e.g., in case of an apparel company, the departments could be based on kids wear, men’s wear, women’s wear, winter wear, etc.). Customer-based departmentalization groups…