MANAGEMENT PRACTICES AND ORGANIZTIONAL BEHAVIOR

Table of Contents
Introduction ..........................................................5
Wht I! Cor"ort# Soci$ R#!"on!i%i$it&' ...............(
M#nin) nd D#*nition...........................................+
N##d ,or Cor"ort# Soci$ R#!"on!i%i$it&..............-.
I/"ortnc# o, CSR ...............................................--
CSR in Tod&0! Wor$d ...........................................-1
I/"$#/#ntin) CSR ...............................................-2
Ar)u/#nt! o, CSR.................................................-5
Cor"ort# Soci$ r#!"on!i%i$it& in Indi ................-3
M#!ur# ,or ""$&in) Cor"ort# Soci$
R#!"on!i%i$it& .......................................................1.
Conc$u!ion ...........................................................14
R#,#r#nc#! ...........................................................12
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ACKNOWLEDGEMENT

I would like to confer my heartiet thank to my coordinator of
Mana!ement "ractice and Or!ani#ational $eha%ior Mi "riyanka
Chhi&&er for !i%in! me the o''ortunity to e('el and work in the field of
Mana!ement and Or!ani#ational "ractice) and e'ecially it 'ractical
a''lication* While 're'arin! my term 'a'er I !ot to ha%e an in de'th
knowled!e of 'ractical a''lication of the theoretical conce't and
definitely the thin! which I ha%e learned will undou&tedly hel' me in
future) to analy#e many 'rocee !oin! on in our economy*
I would alo like to thank all thoe 'eo'le who directly or indirectly
hel'ed me in accom'lihin! thi 'ro+ect.
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Literature Review
Competitiveness of corporate sector is a very broad multi-dimensional concept that
embraces numerous aspects such as price, quality, productivity, efficiency and
macro-economic environment as well as the ethical behavior and the social
responsiveness of a company. There are numerous studies on Corporate Social
Responsibility in India, published by industry associations, consultancy
organiations, research bodies and peer-reviewed !ournals. In India too the
businessman has been under incessant attac" both by the government and the
public. #any reports of the Indian government, such as the $. C. #ahalanobis
Committee Report on the %istribution of Income and &evels of &iving '()*+,- ..
C. %asgupta Report on #onopolies '()*/,, $rof. 0aari1s Report on the Industrial
&icensing Sysem '()**,, and the %utta Committee Report on Industrial &icensing
$olicy '()*), are very critical of the unethical role of the Indian 2usinessman
today. In this section, various studies on the Corporate Social Responsibility are
reviewed, under different heads pertaining to ethical behavior, namely, importance
and need for CSR, implementation of CSR, arguments related to CSR and other
aspects.
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Introduction
3s the pace of industrialiation quic"ened
employers became more and more concerned with the loss of productivity
efficiency due to avoidable sic"ness or accidents or stoppage of wor" due to bad
personal relationships. This gave rise to the idea of a welfare state, which was
further strengthened by the growth of democracy and of respect to human dignity
during the last (/4 years. The frame wor" of a welfare state and with it the concept
of social responsibility have thus come to stay in many countries of the world.
The changing image of business in the recent years has lent further support to the
idea of social responsibility. Some public opinion polls in the ()*41s and ()541s in
6nited States have left businessman disenchanted. These polls have revealed that
the businessman is viewed as an individual who does not cares for others, who
ignored social problems, who preys upon the population, who e7ploits labor, and
who is a selfish money grabber. 8n the other hand, until these opinions were
unveiled, the businessman in 3merica believed that others viewed him as he
viewed himself, as a practical, down-to-earth, hardwor"ing, broadminded,
progressive, interesting and a competitive free enterpriser. 0e believed that the
society loo"ed up at him as a self sacrificing community leader, pillar of society,
generous to a fault, great supporter of education, patron of the arts, in short, the salt
of the earth. Indeed, the businessman in the pre-poll days thought of himself as a
happy mi7 of $lato, 9andhi, and Churchill.
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3lthough the sub!ect :Corporate Social
Responsibility; in its present form and
content has gained popular attention only
in recent years, its origin can be traced
bac" to the evolution of the concept of a
welfare state.
MANAGEMENT PRACTICES AND ORGANIZTIONAL BEHAVIOR
Wht I! Cor"ort# Soci$
R#!"on!i%i$it&'
Corporate social responsibility 'CSR, is a form of
business self-regulation to incorporate social and environmental concerns. It
represents a business model that adheres to laws, ethical standards, and
international norms.
3s part of the business model, businesses have to ta"e into account the impact of
their activities on the environment, employees, communities, sta"eholders, and
other members of the public. In short, CSR represents the deliberate inclusion of
the public1s interest in a business1 decision ma"ing to ensure a triple bottom line
that considers the planet, people, and profits.
In general, CSR involves some "ind of standardied reporting that allows the
business to collect information on how it is ma"ing progress on various fronts.
2usinesses that engage in CSR typically focus on some or all of the following<
=nvironment< This requires a loo" at the environmental impacts of products
and services, as well as what the business does outside the company to
improve the environment.
=mployees< It1s important to ensure that all employees are cared for
adequately. 2usinesses usually focus on wor"place conditions, benefits,
living wages, and training.
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Communities< =ngaging the surrounding communities is an important part
of not !ust creating good human capital that can serve the business, but also
securing a reputation that can further establish the business.
Regulations< Respecting regulations to the fullest and often e7ceeding them
is part of being socially responsible.
Crisis $reparedness< 2eing ready to address business crises and ensure
safety for employees and surrounding communities is critical. 0aving plans
ready and tried are important in ensuring minimal losses during times of
crises.
M#nin) nd D#*nition
CSR is about how companies manage the business processes to produce an
overall positive impact on society.
Ta"e the following illustration<
Companies need to answer to two aspects of their operations.
(. The quality of their management - both in terms of people and processes 'the
inner circle,.
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>. The nature and quantity of their impact on society in the various areas.
8utside sta"eholders are ta"ing an increasing interest in the activity of the
company. #ost loo" to the outer circle - what the company has actually done, good
or bad, in terms of its products and services, in terms of its impact on the
environment and on local communities, or in how it treats and develops its
wor"force. 8ut of the various sta"eholders, it is financial analysts who are
predominantly focused - as well as past financial performance - on quality of
management as an indicator of li"ely future performance.
Other definitions
The ?orld 2usiness Council for Sustainable %evelopment in its publication
@#a"ing 9ood 2usiness Sense@ by &ord 0olme and Richard ?atts, used the
following definition. "Corporate Social Responsibility is the continuing
commitment by business to behave ethically and contribute to economic
development while improving the quality of life of the workforce and their
families as well as of the local community and society at large"
The same report gave some evidence of the different perceptions of what this
should mean from a number of different societies across the world. %efinitions as
different as "CSR is about capacity building for sustainable livelihoods. It
respects cultural differences and finds the business opportunities in building the
skills of employees, the community and the government" from 9hana, through to
"CSR is about business giving back to society" from the $hillipines.
8n the other hand, the =uropean Commission hedges its bets with two definitions
wrapped into one< " concept whereby companies decide voluntarily to
contribute to a better society and a cleaner environment. concept whereby
companies integrate social and environmental concerns in their business
operations and in their interaction with their stakeholders on a voluntary basis".
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N##d ,or Cor"ort# Soci$
R#!"on!i%i$it&
(. 3 societal approach to business is the contemporary business philosophy,
which demands business organiations to be responsive to the social
problems.
>. 3s a result of globaliation of business, global companies and #ACs
operate in a big way in their host countries. In order to establish a good
corporate image, they include social responsibility as a corporate ob!ective.
Indigenous companies are forced to follow suit for maintaining their
corporate identity.
B. In the terms and conditions of collaborations agreements, very often, social
welfare terms are included which necessitates the collaborating company to
ta"e up social responsibility of business.
+. 8n the basis of legal provisions, companies have to concentrate on social
problems. Cor e7ample an industrial organiation in India must obtain a
certification from $ollution Control 2oard.
/. Corporate donations of social welfare pro!ects of approved A981s are
e7empted from income ta7 in India.
*. 3n organiations commitment to social responsibility creates a good
corporate image, and there by a better business environment.
5. Social responsibility of business enables the organiation to improve its
product positioning and thereby improve its mar"et share.
D. Eery often situations demand due to natural calamities, accidents and so on.
Cor e7ample, gas lea" at the 6nion Carbide plant in 2hopal, wherein the
company had to monetarily compensate through medical treatment.
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There are many situations where social
responsibility of a business becomes
necessary. Cew of these situations which
show the need for Corporate Social
Responsibility are discussed below.
MANAGEMENT PRACTICES AND ORGANIZTIONAL BEHAVIOR
I/"ortnc# o, CSR
CSR is an important business strategy because, wherever possible, consumers want
to buy products from companies they trust- suppliers want to form business
partnerships with companies they can rely on- employees want to wor" for
companies they respect- and A98s, increasingly, want to wor" together with
companies see"ing feasible solutions and innovations in areas of common concern.
Satisfying each of these sta"eholder groups allows companies to ma7imie their
commitment to another important sta"eholder groupFtheir investors, who benefit
most when the needs of these other sta"eholder groups are being met<
I honestly believe that the winning companies of this century will be
those who prove with their actions that they can be profitable and
increase social valueFcompanies that both do well and do
goodG.Increasingly, shareowners, customers, partners and
employees are going to vote with their feetFrewarding those
companies that fuel social change through business. This is simply
the new reality of businessFone that we should and must embrace.
Carly Ciorina
Chairman and Chief =7ecutive 8fficer
0ewlett $ac"ard Company
The businesses most li"ely to succeed in the globaliing world will be those best
able to combine the often conflicting interests of its multiple sta"eholders, and
incorporate a wider spectrum of opinions and values within the decision-ma"ing
process and ob!ectives of the organiation. &ifestyle brand firms, in particular,
need to live the ideals they convey to their consumers<
CSR is increasingly crucial to maintaining success in businessFby providing a
corporate strategy around which the company can rally, but also by giving meaning
and direction to day to day operations.
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CSR in Tod&0! Wor$d
CSR as a strategy is becoming increasingly important for businesses today because
of three identifiable trends<
H Changing social expectations
Consumers and society in general e7pect more from the companies whose products
they buy. This sense has increased in the light of recent corporate scandals, which
reduced public trust of corporations, and reduced public confidence in the ability of
regulatory bodies and organiations to control corporate e7cess.
H Increasing affluence
This is true within developed nations, but also in comparison to developing
nations. 3ffluent consumers can afford to pic" and choose the products they buy. 3
society in need of wor" and inward investment is less li"ely to enforce strict
regulations and penalie organiations that might ta"e their business and money
elsewhere.
H Globaliation
The growing influence of the media sees any Imista"es1 by companies brought
immediately to the attention of the public. In addition, the Internet fuels
communication among li"e-minded groups and consumersFempowering them to
spread their message, while giving them the means to co-ordinate collective action
'i.e. a product boycott,.
These three trends combine with the growing importance of brands and brand
value to corporate success 'particularly lifestyle brands, to produce a shift in the
relationship between corporation and consumer, in particular, and between
corporation and all sta"eholder groups, in general.
The result of this mi7 is that consumers today are better informed and feel more
empowered to put their beliefs into action. Crom the corporate point of view, the
mar"et parameters within which companies must operate are increasingly being
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shaped by bottom-up, grassroots campaigns. A98s and consumer activists are
feeding, and often driving, this changing relationship between consumer and
company.
CSR is particularly important within a globaliing world because of the way
brands are builtFon perceptions, ideals and concepts that usually appeal to higher
values. CSR is a means of matching corporate operations with sta"eholder values
and demands, at a time when these values and demands are constantly evolving.
CSR can therefore best be described as a total approach to business. CSR creeps
into all aspects of operations. &i"e quality, it is something that you "now when you
see it. It is something that businesses today should be genuinely and
wholeheartedly committed to. The dangers of ignoring CSR are too dangerous
when it is remembered how important brands are to overall company value- how
difficult it is to build brand strength- yet how easy it can be to lose brand
dominance.
CSR is, therefore, also something that a company should try and get right in
implementation.
I/"$#/#ntin) CSR
CSR is about common sense policies that represent a means of integrating a
complete Isocial perspective1 into all aspects of operations. The goal is to
ma7imie true value and benefit for an organiation, while protecting the huge
investments corporations ma"e today in their brands.
CSR as"s companies to ensure their business operations are clean and equitable,
and contribute positively to the society in which they are based. 8therwise, they
leave themselves open to too much danger from a potential consumer bac"lash.
CSR is good business sense, and a total approach to doing business, in a
globaliing world where companies are increasingly relying on brand strength
'particularly global lifestyle brands, to add value and product differentiation, and
where A98-driven consumer activism is increasing.
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#any believe the issue of how corporations integrate CSR into everyday
operations and long-term strategic planning will define the business mar"etplace in
the near future. It will become a "ey point of brand differentiation, both in terms of
corporate entities and the products that carry their brands.
.ey steps on the road to integrating CSR within all aspects of operations include<
H =nsure the commitment of top management, and particularly the C=8, is
communicated throughout the organiation
H 3ppoint a CSR position at the strategic decision-ma"ing level to manage
the development of policy and its implementation
H %evelop relationships with all sta"eholder groups and interests 'particular
relevant A98s,
H Incorporate a Social or CSR 3udit within the company1s annual report
H =nsure the compensation system within the organiation reinforces the
CSR policies that have been created, rather than merely the bottom-line
H 3ny anonymous feedbac"Jwhistle-blower process, ideally overseen by an
e7ternal ombudsperson, will allow the CSR 8fficer to operate more
effectively
Corporations today are best positioned when they reflect the values of the
constantly shifting and sensitive mar"et environment in which they operate. It is
vital that they are capable of meeting the needs of an increasingly demanding and
socially-aware consumer mar"et, especially as brands move front and center of a
firm1s total value. 9lobal firms with global lifestyle brands have the most to lose if
the public perception of the brand fails to live up to the image portrayed.
Integrating a complete Isocial perspective1 into all aspects of operations will
ma7imie true value and benefit for an organiation, while protecting the huge
investments companies ma"e in corporate brands.
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Ar)u/#nt! o, CSR
3rguments offered in favor of CSR can be broadly split into two campsFmoral
and economic.
!. " moral argument for CSR
?hile recogniing that profits are necessary for any business entity to e7ist, all
groups in society should strive to add value and ma"e life better. 2usinesses rely
on the society within which they operate and could not e7ist or prosper in isolation.
They need the infrastructure that society provides, its source of employees, not to
mention its consumer base. CSR is recognition of that inter-dependence and a
means of delivering on that obligation, to the mutual benefit of businesses and the
societies within which they are based<
CSR broadly represents the relationship between a company and the wider
community within which the company operates. It is recognition on the part of the
business that Ifor profit1 entities do not e7ist in a vacuum, and that a large part of
any success they en!oy is as much due to the conte7t in which they operate as
factors internal to the company alone.
Charles 0andy ma"es a convincing and logical argument for the purpose of a
business laying beyond the goals of ma7imiing profit and satisfying shareholders
above all other sta"eholders in an organiation<
The purpose of a business is not to ma"e a profit, full stop. It is to ma"e a profit so
that the business can do something more or better. That :something; becomes the
real !ustification for the businessG.It is a moral issue. To mista"e the means for the
end is to be turned in on oneself, which Saint 3ugustine called one of the greatest
sinsG.It is salutary to as" about any organiation, :If it did not e7ist, would we
invent itK; 8nly if it could do something better or more useful than anyone else;
would have to be the answer, and profit would be the means to that larger end.
3dvocates of CSR believe that, in general, the goal of any economic system should
be to further the general social welfare. In advanced economies, the purpose of
business should e7tend beyond the ma7imiation of efficiency and profit.
Increasingly, society e7pects businesses to have an obligation to the society in
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which they are located, to the people they employ, and their customers, beyond
their traditional bottom-line and narrow shareholder concerns.
3t a minimum, businesses operating in a community benefit from the
infrastructure of that community 'tangible, practical elements such as the roads,
other transport infrastructure, the police, firefighters, etc, as well as more
intangible benefits, such as a safe or clean environment.
2ut, in most cases, businesses also draw their most important resource, its
employees, largely from the local community. 3ny business will be more
successful if it employs a well-educated wor"force that can attend good hospitals if
they become sic", and who have grown up in a positive environment. This is not to
mention consumers, also often members of the local community, without whom no
business could survive.
CSR advocates point out that no organiation e7ists in isolation. They believe that
businesses, without e7ception, have an obligation to contribute as well as draw
from the community, on which they rely so heavily.
#. "n economic argument for CSR
3n economic argument in favor of CSR can also be made. It is an argument of
economic self-interest that there are very real economic benefits to businesses
pursuing a CSR strategyFand is designed to persuade those business managers
who are not persuaded by the moral case. $roponents of this argument believe that
CSR represents an holistic approach to business.
Therefore, an effective CSR policy will infuse all aspects of operations. They
believe the actions corporations ta"e today to incorporate CSR throughout the
organiation represent a real point of differentiation and competitive mar"et
advantage on which future success can hinge<
CSR is an argument of economic self-interest for a business. In today1s brand-
driven mar"ets, CSR is a means of matching corporate operations with sta"eholder
values and demands, at a time when these parameters can change rapidly. 8ne
e7ample is a company1s customers< CSR adds value because it allows companies
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to better reflect the values of this important constituent base that the company aims
to serve.
CSR covers all aspects of a business1 day-to-day operations. =verything an
organiation does in some way interacts with one or more of its sta"eholder
groups, and companies today need to build a watertight brand with respect to all
sta"eholders. ?hether as an employer, producer, buyer, supplier, or investment, the
attractiveness and success of a company today is directly lin"ed to the strength of
its brand.
CSR affects all aspects of all operations within a corporation because of the need to
consider the needs of all constituent groups. =ach area builds on all the others to
create a composite of the corporation 'its brand, in the eyes of all sta"eholder
groups.
$. "rguments against corporate social responsibility
If the arguments for a socially responsible approach were widely accepted, nobody
would even using the label @CSR@ because everyone would be doing it. Those of
us who spend our time marshalling the case for would do well to spend a little time
hearing the case against, and considering what should be the response.
8f course, one of the challenges in considering cases @for@ and @against@ CSR is
the wide variety of definitions of CSR that people use. ?e assume here we are
tal"ing about responsibility in how the company carries out its core function - not
simply about companies giving money away to charity.
2elow are some of the "ey arguments most often used against CSR and some
responses.
2usinesses are owned by their shareholders - money spent on CSR by
managers is theft of the rightful property of the owners
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The leading companies who report on their social responsibility are bas"et
cases - the most effective business leaders donLt waste time with this stuff
8ur company is too busy surviving hard times to do this. ?e canLt afford to
ta"e our eye off the ball - we have to focus on core business
ItLs the responsibility of the politicians to deal with all this stuff. ItLs not our
role to get involved
I have no time for this. ILve got to get out and sell more to ma"e our profit
line.
Corporations donLt really care - theyLre !ust out to screw the poor and the
environment to ma"e their obscene profits
Cor"ort# Soci$ r#!"on!i%i$it& in
Indi
H #ost companies are not doing any CSR
H #any companies are only ma"ing to"en gestures towards CSR in tangential
ways such as donations to charitable trusts or A98s, sponsorship of events, etc.
H #ost companies believe that charity and philanthropy equals to CSR- very few
companies are using their core competence to benefit the community.
H #ost companies use CSR as a mar"eting tool to further spread the word about
their business. Cor instance, donation of a to"en amount to some cause on
purchase of a particular product. The fact that companies are hiring advertising
agencies for their CSR further highlights this.
H 8nly Cew Indian companies 'from this study, publish a Corporate
Sustainability Report to measure and assess the impact of their business on the
environment .
H Eery few companies openly state the processes followed by them, the damage
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caused by these processes, and the steps ta"en to minimie this damage.
H Eery few companies state how much they spend on CSR. There is no mention
of the amount spent in any of their balance sheets or annual reports. #ost
companies !ust list and describe their CSR activities and seem to be spending
minimal amounts on CSR.
H Eery few companies are engaged in CSR activities in the local communities
where they are based.
H Eery few companies have a clearly defined CSR philosophy. #ost implement
their CSR in an ad-hoc manner, unconnected with their business process.
H #ost companies spread their CSR funds thinly across many activities, thus
somewhere losing the purpose of underta"ing that activity.
H #ost companies appear reluctant to themselves fulfill their CSR unless it is
mandatory by law.
H 9enerally spea"ing, most companies seem either unaware or don1t care about
CSR. 0owever, all companies can be considered to be an upward learning
curve with respect to CSR and it is e7pected that the situation will improve.
M#!ur# ,or ""$&in) Cor"ort#
Soci$ R#!"on!i%i$it&
Sustainability reporting
It is recommended that every company should publish a separate Corporate
Sustainability Report 'as per the 9lobal Reporting Initiative '9RI, framewor",
along with their 3nnual Report. 3t the very least, every company must include a
Corporate Sustainability section in its 3nnual Report 'similar to the mandatory
section on Conservation of =nergy, Technology 3bsorption and Coreign =7change
=arnings and 8utgo,.
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CSR philosophy to be defined and articulated
=very company must clearly define its own CSR philosophy and ob!ectives, stating
which issues it intends wor"ing on or contributing to. It is recommended that a
company first ta"es up areas that directly concern its business processes, and
thereafter any other related or unrelated issues. These can also yield strategic
benefits to the company.
%inimum annual CSR expenditure
=very company must spend a minimum of 4.>M of its annual income on CSR
activities. The CSR spending of a company should not be lin"ed to the profit made
by the company because this would vary from year to year and the CSR activities
would thus not be consistently maintained.
The scale of operations of a company and its impact is connected with its sales,
and not with its profits. The larger the company, the greater is the damage it is
doing to the environment. Conversely, the greater is the companyLs ability to do
good.
&rotection and restoration of the environment
=very company must be engaged in CSR activities that minimise its harm to the
environment, and which help restore damage done to the environment because of
the company. Cor e7ample, all companies should use energy-efficient technologies
for their factories and offices, and adopt rainwater harvesting irrespective of the
production process they are engaged in.
'mployment for marginalied groups
=very company should provide inclusive employment opportunities and include
the physically-challenged and marginalied groups in their wor"force. The number
of employment opportunities offered to such groups should be stated in the 3nnual
Reports as is done by $ublic Sector 6nderta"ings.
Local community development
It is recommended that a company first underta"es pro!ects in the places where it
functions, and helps those local communities and environments that are affected by
its wor".
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(se of core competence
=very company should use its core competence to benefit its sta"eholders and
society. Cor instance, ban"s can use their e7pertise to identify and counsel debtors
who are li"ely to run into financial trouble
'xtending profile and area of businesses
3 company should attempt to stretch its business beyond its e7isting profile and
into areas where it does not normally wor" so as to reach out to under-served
groups and populations. ?hile this may sometimes mean smaller profit margins or
marginal losses for the company, it will invariably result in valuable business
learningLs as well as effective CSR for the company.
)eveloping internal CSR implementation systems
3 company may choose to develop an in-house CSR team or division that
underta"es the CSR activities for the company. This is desirable as it leads to
greater sensitiation and awareness within the company about itLs processes,
responsibilities, role, etc. and leads to the internaliation of the companyLs CSR
philosophy.
Instead of contributing to the trust of the C=8 or the promoter family, a company
should set up its own trustJfoundation as a matter of proper business ethics.
It is recommended that a company set up a committee that includes an e7ternal
%irector, an A98 and local sta"eholders for selecting, monitoring and evaluating
its CSR activities.
*ocused CSR activities for greater impact
It is recommended that a company identifies a few issues for itLs CSR activities and
wor"s on these areas for a sustained period of time so that measurable results and
improvements can be achieved, rather than underta"ing or supporting several small
initiatives across several areas thereby reducing effective impact.
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Conc$u!ion
Corporate Social Responsibility is a difficult and elusive topic for companies to
deal with. It can often be very costly and yield benefits that are hard to quantify.
$erhaps this is one reason why companies, according to the survey, have put so
much focus on the internal improvements that can be made, such as improving
corporate governance and transparency. This could also e7plain why the most
important sta"eholders, after customers, are the traditionally important employees
and shareholders.
There1s also the issue of !ust what standard of corporate social responsibility
should companies use and how far companies should go to perform their
responsibilities beyond what the laws call for. The issue of what is the
:responsibility; of a corporation is far from being settled, and there is an
unresolved argument over what corporate social responsibility means. Companies
face a plethora of options among the various standards, guidelines, benchmar"s
and other proposed measures of corporate social responsibility.
8ne point that all can agree on is that corporate social responsibility is not a neutral
topic. There is a persistent debate about whether the corporate social responsibility
:movement; represents an un!ustified intrusion into corporate affairs, and whether
companies should invest profits in their own corporate social responsibility
pro!ects or return the money to shareholders to let them invest as they see fit. 2ut
there is no denying that corporate social responsibility has become an important
issue facing the global business community and one that promises to grow in
importance in the coming years.
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R#,#r#nc#
(. Sen 9upta, Sunita Singh '>44+,. Business Social Partnership : An
International Perspective. Naipur< 3ale"h publications.
>. Nagdish '>44+,. Social Welfare in the Twenty-First Century : Issues ,
Critique an !elevance" Aew %elhi< 3"ansha.
B. Sharma, Shashi $rabha '>44+,. Basic Principles of #ucation" Aew %elhi<
"anish"a.
+. Saeen, Sandeeep'>44(,. =thics #anagement. Aew %elhi< Sarup.
/. Corporate Social Responsibility in India - 3n =mpirical Research
2y 2ernadette %silva
*. >. CSR could prove to be a valuable asset in an age of #O3s, as it helps
firms spread their brand name - #aitreyee 0andique
5. B. Corporate Social !esponsi$ility is no lon%er &ust an aition, it is a 'ey
ifferentiator"( $rasad Chandra, C#%, 23SC South 3sia
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