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CSR: The Social Context of Management

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Language:  English
Corporate Social Responsibility has the word “social” at its heart. What does that mean? Social relates to society. That is obvious. So why is CSR an issue?
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Corporate Social Responsibility has the word “social” at its heart. What does that mean? Social relates to society. That is obvious. So why is CSR an issue? Increasingly information is presented to us by business and politicians in a way that pretends we have the facts to choose but in reality we are being psychologically manipulated without us realising how badly our judgement is being affected. If we think too hard, we can become more confused. Using critical thinking from the field of sociology, we can see through such confusion. Sociology is the study of society and “social” relates to society. By seeing CSR as the social context of management, managers can help make the behaviour of their organisation less anti-social. This would make their life at work more fulfilling as well as helping wider society.

About the author

Peter Challis is the director of his own company, Time 4 Social Change. After a career in accountancy, he moved into strategic systems management first as a senior civil servant and then into local government. His masters’ degree in strategic management included a research paper on shared services in the public sector and he worked as an adviser to the Cabinet Office on the subject. After taking voluntary redundancy, he worked as a volunteer on one of the government’s Big Society vanguard projects. He then helped several charities respond to austerity and Big Society and was a director of some of them. By becoming a reader in Northampton University library and then in Bodleian library at Oxford University, Peter taught himself the sociology of business. From his experience as a strategic manager, his knowledge of sociology and its application to management, Peter began writing for Bookboon. In his spare time, Peter writes science fiction novels and helps look after his disabled daughter.

  • About the author
  • Introduction
  1. The influence of ideology on managers
    1. Introduction
    2. Sociology for the Strategic Manager
    3. Business in Society
    4. Behavioural economics and nudge theory
  2. How to identify ideology: The need for criticism
    1. Critical social psychology
    2. The socially responsible manager
    3. Critical theory
    4. Critical reflection
  3. How ideology deceives
    1. The influence of New Capitalism and Neo-liberalism on strategic managers
    2. Management and ideology
  4. Beyond the World of Perception
    1. The Real World
    2. The Perceived World
    3. The Quality World
    4. The Enacted World
    5. The Dream World
  5. Management Identity
    1. Identity and Business
    2. Social identities of entrepreneurs
    3. Social identities of managers
  6. Influences towards socially responsible business
    1. Current CSR influences on the world of corporate management
    2. The Benefit Corporation
    3. B Corporations
    4. The Millennials
  7. The Social Contract and the Strategic Manager
    1. Introduction
    2. Strategic Management and the Social Contract
    3. Social Contract Theory
  8. CSR as an integrated social system
    1. Systems Theory
    2. CSR as a system that integrates business within society
    3. Civil society
    4. Voter and consumer power
    5. Information: The key to voter and consumer power
    6. The main parts of a CSR System
    7. Conclusion
  9. Further Reading

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Peter Challis

Peter Challis is a former strategic manager in the civil service and a local authority. He is a qualified accountant and has an MA in Strategic Management from the University of Chichester gained alongside his role in promoting local authority shared services. On leaving salaried employment, Peter worked on the Coalition’s plans for Big Society including a government vanguard project. This led to a personal research project and the formation of his own social enterprise, Time 4 Social Change, to promote citizen and consumer awareness of government Big Society plans and actions. Much of this book is based on that research.

Laura Challis is Peter’s eldest daughter. As an “A” level student, Laura overcame learning difficulties to win an award for the best improved student in her year. She first went to the University of Salford to study to become a social worker. Despite a successful first year, increasing disability ended her prospects for such employment. Some years later, after much experience as a client of the NHS and DWP, Laura returned to university and graduated with a BA in Social and Community Development from the University of Northampton. Her dissertation was on Big Society. The sociological research for this book was through the university’s research facilities.