Download Corporate Truth: The Limits To Transparency by Adrian Henriques PDF

By Adrian Henriques

Within the company jungle inhabited through Enrons and WorldComs, a scarcity of transparency is the foundation of all scandal, but supplying transparency turns out immensely tricky with the usually competing pursuits of shareholders, company forums, executive regulators, and different stakeholders. Written through famous company social accountability practitioner Adrian Henriques and drawing on an enormous wealth of real-life examples from the industrial international, this vigorous company publication is going looking for the precise limits of transparency. From advertisement confidentiality to the ethics of selling to lobbying and company corruption, the writer addresses the placement, importance, and bounds of transparency in glossy company existence and works in the course of the dilemmas that the expanding demands transparency current. From the secrets and techniques of the board room to the struggles of NGOs, transparency is a continual challenge–how a lot is sufficient? How a lot can we want? How will we do it? This booklet, preferrred to company leaders and executives, specialists and company scholars alike addresses those questions and extra.

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Extra info for Corporate Truth: The Limits To Transparency

Sample text

Some people have challenged what the ‘C’ in CSR stands for, or whether it should be there at all. Is CSR only about corporate behaviour? Or should it also embrace NGOs and government? Those in companies, when they are feeling overwhelmed by the demands for responsibility, ask why the NGOs 27 ES_CT_8-3 20/3/07 10:47 Page 28 C O R P O R AT E T R U T H which call for corporate responsibility should not also demonstrate their own. So might corporate social responsibility not be renamed ‘organizational social responsibility’?

In the final analysis, someone must care about any given environmental issue, as otherwise it could not have been identified. ACCOUNTABILITY AND RESPONSIBILITY ‘Accountability’ and ‘responsibility’ are names for ways to manage power relationships. In the running of an organization, if someone has power over a budget, for example, then they will (usually) be asked what they have done with it and how the money is being spent. They will be held accountable as they have power over company money. They will be asked to account for their activities.

Suppliers are often a very diverse group of stakeholders. One way of thinking about them is to consider general suppliers, product suppliers and the suppliers to suppliers, or the supply chain. The majority of active companies will have general suppliers; they may deliver stationery, cleaning services, power or transport. Unless the company manufactures stationery or one of the products or services which are considered general supplies, these suppliers will not be core suppliers, in other words those who deliver the raw material for the main products which the company sells.

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