Understanding Ethical Dilemma with Real and Hypothetical Examples

ACCT19083 Final Assignment
Term 3, 2017
Student ID:..................................... Student name..............................................................
Marker’s overall comments: The markers may include any final
comments here.

Overall Mark (Total) out of 40: 0
Part A Question 1:
What is a socially responsible business? Explain with examples.
Answer: Socially responsible business is that business that manages all its activities and makes profit which also benefits the society.
In aims at developing a business in such a way where society is maximum benefitted. It creates a positive relationship with the society
where it operates its activities. It is a profit venture that aims at maximizing the profit shares for its shareholders by making valuable
contributions. Those business which are highly involved in socially responsible business works on the financial aspect as well as for
the well-being of the society. Socially responsible business gets involved in voluntary initiatives and also works on improving the
several areas of the society from many aspects. In such business, they involve themselves in in the voluntary initiatives and tries to
improve the several areas of the society from many aspects (Awaysheh & Klassen, 2010).
SBR is very similar to corporate social responsibility because they both have the common goal to serve the society and make positive
contribution by reducing the number of hazardous effects. The example of the social responsible business is the partnership between
Motorola and Environmental Protection Agency. Motorola being a US MNC has voluntarily participated in EPA Waste wise projects.
Another example is the famous brand Body Shop which deals in the cosmetics and beauty products has collaborated with several non-
profit organizations to serve the society (Crane, Matten, & Spence, 2013).

References:
Awaysheh, A., & Klassen, R. D. (2010). The impact of supply chain structure on the use of supplier socially responsible practices.
International Journal of Operations & Production Management, 30(12), 1246-1268.
Crane, A., Matten, D., & Spence, L. (2013). Corporate social responsibility in a global context.
Marker’s Comments: The marker will provide feedback here. Mark (5):
0

Exceeds Expectations
(High Distinction) 85-
100%
Exceeds Expectations
(Distinction) 75 - 84%
Meets Expectations
(Credit) 65 – 74%
Meets Expectations
(Pass) 50 – 64%
Below Expectations
(Fail) below 50%
Demonstrates a balanced
and very high level of
detailed knowledge of
core concepts by
providing a very high
level of analysis. Utilises
current, appropriate and
credible sources.
Demonstrates a balanced
and high level of
knowledge of core
concepts by providing a
high level of analysis.
Utilises mostly current,
appropriate and credible
sources.
Demonstrates a good
level of knowledge of
some of the core concepts
by providing some level
of analysis. Utilises some
current, appropriate and
credible sources.
Demonstrates limited
knowledge of core
concepts by providing a
limited level of analysis.
Utilises few current,
appropriate and credible
sources.
Demonstrates little, if
any, knowledge of the
core concepts with
extremely limited, if any,
analysis. Utilises little, if
any, current, appropriate
and credible sources.
Quality of writing at a
very high standard.
Paragraphs are coherently
connected to each other.
Correct grammar,
spelling and punctuation.
Quality of writing is of a
high standard. Paragraphs
are mostly well
structured. Few grammar,
spelling and punctuation
mistakes.
Quality of writing is of a
good standard. Few
grammar, spelling and
punctuation mistakes.
Some problems with
sentence structure and
presentation Frequent
grammar, punctuation
and spelling mistakes.
Use of inappropriate
language.
Quality of writing is at a
very poor standard so
barely understandable.
Many spelling mistakes.
Little or no evidence of
proof reading.
The assessment presents
a detailed and focused
The assessment presents
a fairly detailed and
The assessment presents
a somewhat detailed and
The assessment provides
limited detail with no
The assessment fails to
provide any clear

Exceeds Expectations
(High Distinction) 85-
100%
Exceeds Expectations
(Distinction) 75 - 84%
Meets Expectations
(Credit) 65 – 74%
Meets Expectations
(Pass) 50 – 64%
Below Expectations
(Fail) below 50%
summary of the ideas
presented; drawing clear
and well thought-out
conclusions.
focused summary of the
ideas presented; drawing
fairly clear and well
thought-out conclusions.
focused summary of the
ideas presented;
providing some evidence
of conclusions.
clear summary of the
ideas presented; drawing
limited conclusions.
evidence of the ideas
presented; drawing no
clear conclusions.

Part A Question 2:
Explain whether or not Grameen Bank is a socially responsible business enterprise.
Answer: Grameen bank is a perfect example of socially responsible business. In 2006, the founder of Grameen Bank, Muhammad
Yunus was awarded the Nobel Peace Prize for the voluntary work done by him. Yunus lended money to the poor who cannot afford to
set up business and yunus helped them to get out of the poverty. Yunus served the needy and also aimed at solving the problems that is
related to society. The main vision of this bank is that it serves the socially responsible business and works at par with excellence.
Grameen bank conducted several programmes to help poor like Micro edit programme which created hope for the poor. This
programme encouraged and motivated the borrowers’ social development in order to achieve some desired goals in education or health
or other many areas where they think they can best perform. Grameen bank is also highly involved in providing the skills training and
development programs and many more awareness activities where they motivate people to take part in society activities and other
income generating activities as well. Nowadays, they are also involved in decision making functions where women are given an
opportunity to implement their ideas (Yunus, Moingeon & Lehmann, 2010).
References:
Yunus, M., Moingeon, B., & Lehmann-Ortega, L. (2010). Building social business models: lessons from the Grameen experience.
Long range planning, 43(2-3), 308-325.