دانلود رایگان مقاله مدل اثربخشی پایدار: حرکت شرکت فراتر از پارادایم انسان دوستی

There is increasing agreement that we are at a moment in history when business as usual is inadequate. Corporations have to change the roles that they play in the world today to effectively address complex pressing global issues. Corporations are being asked to perform well financially, socially and environmentally. To play this ‘‘sustainable effectiveness’’ role, corporations need to adopt new approaches to how they organize and manage themselves. Historically, corporations have argued that they can meet their social responsibilities through philanthropy and by providing jobs, both of which ‘‘require’’ corporations to be profitable. This argument is one articulated by the noted economist Milton Friedman–—that corporations can best serve society by providing jobs and making gifts to charities and other ‘‘worthy causes.’’ From an organizational design and management point of view, it is ‘‘relatively easy’’ to create an organization that can effectively deliver philanthropic gifts. The corporation simply needs to set up a foundation that assesses alternative philanthropic opportunities and determines which ones represent the best return on the organization’s investments. For assessment criteria, organizations often look at issues such as the impact, visibility and social correctness of contribution. The rest of the corporation can do business in the way that maximizes profit. The latter does not have to worry about decisions that are made with respect to philanthropic gifts, and it does not have to change the way it does business in order to serve society and the environment. In other words, its philanthropic activities are largely independent of the company’s activities. All too often, of course, this separation means that the corporation’s activities may be contributing to the very societal and environmental problems that they should be resolving. These problems range from environmental pollution to how employees are treated by their suppliers.

CONCLUSION

In this article, we have argued that organizations wishing to successfully adapt themselves to the paradigm of sustainable effectiveness cannot do so by simple means. While the traditional approach of structuring a philanthropic function or arm to the corporation has been one means of addressing sustainability, it is falls seriously short in its efficacy if an organization truly wishes to be sustainable. As we note at the start, the ‘‘sustainable effectiveness’’ model of how organizations should operate is very different from the philanthropic one. It argues that organizations–—as a whole–—should be managed in waysthat produce positive results with respectto financial performance, environmental performance, and social performance. To achieve successfully, this ‘‘triple bottom line’’ outcome requires a different approach to organizational design and leadership. At the most foundational level, the sustainable effectiveness approach requires that all major strategic and organizational decisions and actions be assessed and acted on in terms of their impact on profits, society, and the environment. Such a complex orientation will require organizations to rethink not only how they are structured and make decisions, but also how they organize and measure performance, how they attract and retain talent, how their leaders articulate and set goals, how they train leaders at all levels, and how they organize their human resources function.