Operations Management and Csr
Operations Management:
Why are operations the most vulnerable sector of any company when considering CSR?
I. Introduction As globalization continues, the earth 's natural processes transform local problems into international issues along with the development of international commercial activities. Few communities are being left untouched by major environmental issues and social problems. As one of the most active and influential elements of the human society, the business world has been required, for several decades, to shoulder more responsibility by their consumers and society in general. The concept of corporate social responsibility (CSR) draws more and more attention from all sectors of society, and is considered as an issue that we cannot afford to ignore. As we take into account the increasingly serious environmental problems and social issues such as inequitable growth, corporate social responsibility can no longer be used as a slogan or a tool of self-glorification, but rather as a pressing task for all companies, who contribute to these problems. In a day and age when technology allows us to be informed in real time, strategies such as "green-washing" may only accelerate the deterioration of a company 's image. Consequently, the CSR should be treated as an issue that can be solved only by creating synergies between several functions within a company. From establishing product concepts or services to manufacturing, from delivering goods to recycling waste, every single step of the process may have an enormous impact on whether a company decides to become socially responsible. For this reason operations management is at the core of the CSR discussion, given that it involves the design and control of the production process. Though the principles of operations management and that of CSR have factors in common, such as reducing waste and energy saving, the traditional vision of cutting cost as more as possible conflict with the spirit of
Why are operations the most vulnerable sector of any company when considering CSR?
I. Introduction As globalization continues, the earth 's natural processes transform local problems into international issues along with the development of international commercial activities. Few communities are being left untouched by major environmental issues and social problems. As one of the most active and influential elements of the human society, the business world has been required, for several decades, to shoulder more responsibility by their consumers and society in general. The concept of corporate social responsibility (CSR) draws more and more attention from all sectors of society, and is considered as an issue that we cannot afford to ignore. As we take into account the increasingly serious environmental problems and social issues such as inequitable growth, corporate social responsibility can no longer be used as a slogan or a tool of self-glorification, but rather as a pressing task for all companies, who contribute to these problems. In a day and age when technology allows us to be informed in real time, strategies such as "green-washing" may only accelerate the deterioration of a company 's image. Consequently, the CSR should be treated as an issue that can be solved only by creating synergies between several functions within a company. From establishing product concepts or services to manufacturing, from delivering goods to recycling waste, every single step of the process may have an enormous impact on whether a company decides to become socially responsible. For this reason operations management is at the core of the CSR discussion, given that it involves the design and control of the production process. Though the principles of operations management and that of CSR have factors in common, such as reducing waste and energy saving, the traditional vision of cutting cost as more as possible conflict with the spirit of
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