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Make a Brief detail of the case. Is the company concerned about the Triple Bottom Line? Identify instances in the case. Is CSR a part of long term planning of the company? Why Col. Prakash Tewari selected for the CSR initiative?
How far will these CSR activities help the TPC with the long term sustainability? What do you think, what is the level of maturity of the activities performed by the company?
In light of the expansion plans and the vision and mission statement of TPC, sound processes are one of the prerequisites.
Organizations that do not have a specified process and clear deliverables: Adhoc stage. Role of the strategic manager (Tewari) : Adhoc Stage People and processes are not well-defined and integrated in a coherent manner. While he mentioned taking care of people who lived in project areas, he also mentioned economic value addition. In the triple bottom line approach (Speech), the economic value comes first followed by environmental causes and some social activities. Visible even from the organizational structure (Exhibit 1). In the context of CSR, long way to go in order to integrate CSR with the aim of long-term sustainability.
CSR was an integrated part of the HR department in TPC until now. CSR activities were spread out across the functional departments. Participation in CSR was voluntary and was treated as one of the key result areas (KRAs) for every employee. What are the arguments in favour of having a separate CSR department or having CSR activities integrated with other functional areas?
With massive expansions in the company, the existing organizational structure is experiencing change. How should the CSR department position itself in order to synchronize its activities with the companys mainstream functions?
While positioning the CSR department, the strategy in the short-run should be to have a full-fledged department rather than excessively outsourcing to PBOs/NGOs. This will help the company to build a strong team, especially for the rehabilitation and resettlement, which is the most important need for the company.
The second option would be virtual organization. In virtual organization, a core organization (which is generally small in size) outsources major business functions and concentrates only on what it does (i.e. its core business). For example, companies can outsource activities to advertising and public relations agencies or independent research and development consulting firms. In the context of CSR, what Tewari is considering is in line with establishing a separate trust or tie-up with NGOs. Such arrangements similar to the virtual organization can be encouraged in the long-run when the company attains a certain level of maturity as mentioned in Gartners model.