Centennial College: Dell's Ethics, Stakeholders, and Social Impact

This report analyzes Dell's ethical practices and stakeholder management strategies, examining how the company's business purpose contributes to society. It identifies the spheres of corporate power most and least affected by Dell, assessing the company's performance on both dimensions of the social contract. The analysis highlights Dell's commitment to innovation, technology, and environmental responsibility, including efforts to reduce greenhouse gas emissions and promote employee work-from-home options. It also discusses Dell's strengths in social listening, customer engagement, and community involvement, emphasizing how the company cultivates brand advocacy and proactively addresses consumer concerns. The report concludes that Dell performs well on the social contract by creating value for its clients, partners, and employees as it drives social and environmental good to the society.

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Dell’s Ethics and stakeholder management
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DELL’S ETHICS AND STAKEHOLDER MANAGEMENT 2
Dell’s Ethics and Stakeholder Management
As stipulated in the vision statement, Dell company sole purpose is to collectively
welcome the learning and sporting situations of the Dell EMC executive challenge to maximize
the performance of the team and enhance the outcomes of people who are less fortunate in the
society (Ofori, D. 2010). The company intends to come up with solutions that are meaningful to
challenges experienced by partner charities which will raise the operations efficiency while
growing the benefits that can be offered to the disadvantaged society members. For the 2016
challenge, the company stated that the “#resilience project and learning” will offer insights on
the way the practice and procedure will result in benefiting both the organization and people on
work base and personal level.
In day to day operations, dell is combining innovation and technology to develop a
positive environmental and social impact. The company commits itself to exercising its expertise
and technology to do the best for people and the world at large, rendering what was impossible
yesterday possible today (Xu, K., & Li, W. 2013). All dell team members share the
determination as being and a reputable company, it is the ideal thing to do but it is also good for
the business. Dell is creating value for its clients, partners, and employees as it drives social and
environmental good to the society.
The organization is aware that its culture is important as regards how business is run, they
to access the market and the approach to lead each other. It is a description of what the company
is concerned off and a thing that it plans to invest in and the regulations that guide the entire
entity as a team (Altuna, N., et. al., 2015). The company’s culture has long been defined by its
strong and stern value and to realizing the real day to day business practices. The culture that has

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been established is what has anchored the achievements made so far and the future success of
dell.
Numerous factors were making customers delay in buying new computers during the
early 2000s. The 2001s September eleven terrorist attacks deterred consumer confidence which
was already declining. By the last months of 2002 increasing unemployment and likely way with
Iraq overly exacerbated the average outlook of consumers. These conditions also lead to a short-
term slowdown in technology’s expenditure as organizations paused for better times (Champlin,
D., 2018). In regard to a number of different analysts, the year 2000 wave led to purchases of
new equipment from Dell and also the availability of quality used gadgets from bankrupt
companies resulted in a negative impact to the corporate market.
Dell has been environmental safety conscious as it is committed to ensuring that green
gas emission is reduced hence reduction in the rate of global warming which will have a positive
impact on the climate change. They do so by making it possible for its employees to work at
home, thus reduction of fuel burning when commuting from home to work and vice versa. The
company has least impacted the political sector as its operations are free from political and
purely associated with economy and technology developments.
Dell is exemplary performing on both dimensions of the social contract. Discussed below
are reasons why the company is more social than any other entity globally. It is a passionate and
social listener company. It uses sentiment analysis point on issues with their products and brand
to proactively address consumer support issues (Courtney, J., 2011). They follow consumer
trends for possible R&D benefits. It also examines technology social stream to always get
information on competitor activities and impact.

DELL’S ETHICS AND STAKEHOLDER MANAGEMENT 4
The company makes customers its brand advocate. Strengthening customer relationship
is among the key priorities so that they become dell’s advocates. Through use of social-media
platforms, the company thanks its customers publicly for purchasing Dell products. It then goes
ahead to identify technology influencers and nurtures them to make them feel like they are part
of Dell. The advantage of developing brand advocacy is that clients advertise the company via
word of mouth and they volunteer in helping fellow customers.
Dell executives are social as well since they believe executive sponsorship is important.
Apart from executive supporting Dell fashion team, they also exercise executive participation.
The community of deal is active and engaged. Not many companies can make such a claim.
When threats to tarnish Dell’s name arises, its community has several come to passionately
defend the company over such doggy issues.

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References
Altuna, N., Contri, A. M., Dell'Era, C., Frattini, F., & Maccarrone, P. (2015). Managing social
innovation in for-profit organizations: the case of Intesa Sanpaolo. European Journal of
Innovation Management, 18(2), 258-280.
Ofori, D. (2010). Executive and management attitudes on social responsibility and ethics in
Ghana: some initial exploratory insights. Global partnership management journal, 1(1/2),
14.
Xu, K., & Li, W. (2013). An ethical stakeholder approach to crisis communication: A case study
of Foxconn’s 2010 employee suicide crisis. Journal of Business Ethics, 117(2), 371-386.
Courtney, J. F. (2011). Decision making and knowledge management in inquiring organizations:
toward a new decision-making paradigm for DSS. Decision support systems, 31(1), 17-
38.
Champlin, D. (2018). Toward an ethics of corporate restructuring. International Journal of
Social Economics, 25(9), 1353-1366.