Managing People and Organisation

Running head: MANAGING PEOPLE AND ORGANISATION
MANAGING PEOPLE AND ORGANISATION
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1MANAGING PEOPLE AND ORGANISATION
Introduction
Virtually, all organizations have managers with roles assigned as marketing manager,
director of public relations, vice president for human resources and plant manager. However,
none of the organizations have a position called organizational behaviour manager. It is due to
the fact that organizational behaviour is not an organizational function or area (Siebert and
Martin 2016). Thus, by realizing organizational behaviour ideas, managers can proficiently
understand as well as appreciate the behaviour of individuals around them. For instance, majority
of managers in an organization are directly accountable for work-associated behaviours along
with their immediate subordinates (Cascio 2015). The course “Managing People and
Organization’ has helped me to understand the relationship between management action, human
resources management and labour relations in business strategy. The course has primarily shed
light on research on the crucial role employees tend to play as the major source of competitive
advantage in addition to lectures, teachings of my lecturers namely, Ellen McBarron, Maree
Valle and Sharnai James-McGovern.
Discussion
Business Ethics and CSR
Conceptual Understanding
The notions of ethical behaviour and corporate social responsibility (CSR) have recently
emerged to the forefront in developed as well as developing nations due to the development of
sense of corporate misconduct (Choi and Rainey 2014). Such concepts tend to bring significant
advantages to the organization. The concept claiming that business enterprises comprise certain

2MANAGING PEOPLE AND ORGANISATION
accountabilities to the society beyond that of making profits for shareholders has been significant
for long. CSR activities have surpassed the intention of acquiring funds for shareholders. In
recent times, CSR in business is essentially concerned with safeguarding the benefits of all
stakeholders, such as employees, consumers, managers, distributors, suppliers in addition to the
communities in which businesses executes its operations.
Application
CSR primarily operates on the standards and principles that businesses have obligation to
accomplish their accountability to an extensive range of stakeholders than its shareholders. CSR
should not be applied on policy by any organization, but must be implemented into its
governance structure as well as strategy. Kolk (2016) has noted that CSR activities in business
across the world have augmented significantly in current years as organizations identify their
significance not only on commercial basis but also on the basis of employee assessment,
attracting workers and reducing organizational expense.
Self Reflection
Different Thoughts
On gathering insights from the lectures of my professors in this module, I have learnt that
recently the concept of CSR has generated considerable debate. I have learnt that on one hand, it
has been claimed that sole purpose of business is attaining revenues while the other view claims
that managers are assigned to the role of unelected officials, when they participate in CSR
activities. Thus, I believe substantial advocacy has been significantly provided to the idea of
corporate social responsibility (Mason and Simmons 2014). Furthermore, lectures offered by my
professors in this entire module and drawing insights from various online resources, I have been