Breadtalk Csr

Introduction

In 2008, BreadTalk carried out a Corporate Social Responsibility (CSR) programme by contributing all proceeds raised from the sale of ‘Peace Panda’ to aid the Sichuan earthquake disaster ( BreadTalk Group Limited 2012). This report would discuss on CSR and its influences on the organisation behaviour of BreadTalk. Additionally, it would include why managers should understand cultural differences and the steps needed to generate greater cross-cultural awareness.

Question 1

Corporate social responsibility (CSR) defines how organisations incorporate social, environmental and economic concerns into their values, culture and practices through a transparent and ethical manner to produce and distribute wealth as well as to improve the society (Hohnen and Potts 2007). CSR is a self regulating mechanism that allows organisations to comply with law, ethical standards and global norms (Forbes 2010). It sets firms to be responsible for the impact of their activities on the environment, employees, communities and other stakeholders (Crowther and Aras 2008).

Studies have shown that CSR activities could enhance the organisation identity and organisational commitment of its employees (Madison, Ward and Royalty 2012). Employees are able to see the organisation’s efforts in contributing to the community and that its values reflect their values. It gives employees the opportunities to maximise their potentials in assisting others in the society (Ali, et al. 2010). This increases employees’ self esteems and enable them to develop a strong sense of belonging towards the organisation. Employees are also motivated to share the organisation’s contributions with outsiders.

Furthermore, CSR activities help BreadTalk to establish a positive image and good faith in the society. This boosts the morale and productivity of its members and increases their job satisfaction (Porter and Kramer 2002). Employees would feel satisfied when they extend their help to the community...