Which author considered CSR as a competitive advantage? CSR as a factor in company development

Prokhorova N.G., Ph.D., Associate Professor, MESI

Aspects of the competitiveness of small businesses based on sociocultural principles are considered.
Key words: business, responsibility, competition.

What is meant by social responsibility of business?

The phrase “social responsibility” itself is quite interesting. Russian legislation (unlike other types of liability) does not regulate this term. For example, legal responsibility is understood as state coercion to fulfill the requirements of the law, due to which it is expressed in the sanctions of legal norms. Civil (civil) liability is one of the types of legal liability. It consists in applying to the offender the measures of influence established by law or contract, entailing for him economically unprofitable consequences of a property nature: compensation for losses, payment of a penalty (fine, penalty), compensation for harm.

In contrast, social responsibility does not imply strict norms. This is a voluntary obligation of businessmen to pursue business policies in accordance with the needs of society and the willingness of business entities to share with the state full responsibility for the socio-economic condition of Russia.

Very often, “social responsibility of business” refers to charity. Are these concepts identical? Definitely not. Charity refers to the provision of material assistance to those in need. It can also be aimed at encouraging and developing any socially significant forms of activity (for example, environmental protection, protection of cultural monuments). In our opinion, this is one of the criteria included in assessing the social responsibility of a business.

There are no uniform criteria for assessing the social responsibility of business entities in Russia yet; they can be different depending on a number of factors: the size of the company, the type of activity, geographic segments, etc.

Obviously, the higher the level of development of society, the stricter these criteria.

On October 17, 2006, as part of an open meeting of the USAID Committee on Corporate Responsibility, a presentation of the memorandum of the Association of Managers “On the principles of corporate social responsibility” (CSR) took place. One of the main advantages of the document was a clear definition of corporate social responsibility as a philosophy of behavior and a concept for how the business community, companies and individual business representatives organize their activities for the purpose of sustainable development and conservation of resources for future generations. This document was created with the aim of forming a professional position of the community of top managers on the current state of CSR. It defines as the main principles of CSR such as: production of quality products and services for consumers, strict compliance with legal requirements, taking into account public expectations and generally accepted ethical standards in business practice. Priority areas of CSR are investments in personnel development, creation of safe working conditions and health protection, promotion of charity, environmental protection and resource conservation.

In our opinion, the social responsibility of business should begin with a responsible attitude towards the organization’s personnel (creation of new jobs; promotion of modern standards and production technologies; affirmation of the principles of social partnership, fairness, transparency in labor relations; increasing wages; increasing labor productivity; developing one’s own personnel improvement of labor protection conditions, etc.). It is consistent with the opinion of the Chairman of the State Duma of the Russian Federation on Labor and Social Policy Committee Andrei Isaev, who stated that “Decent Work should be the next priority national projects in Russia.” We will not be able to solve the problem of doubling the gross product and ensure the dynamic development of our society until the working man is placed at the core of the state and society.”

Of course, business cannot (and should not) replace the state in resolving certain issues, but partnership with the state and society is simply necessary, since business operates in a certain social and political-cultural environment and cannot deny and/or ignore the interests of society , the stability of which is a condition for the effective functioning of a business. For example, the social charter of Russian business notes that “achieving high long-term economic and social results is possible only on the basis of a reasonable balance of interests of shareholders, the state, employees, suppliers and consumers, public institutions and other parties affected by our activities.” Because of this, improving the social environment should be part of the long-term interests of business entities. In addition, since laws cannot cover all situations, businesses must adopt responsible behavior to maintain a society based on the rule of law, and moral standards must govern their behavior. “The success of the country’s economic development largely depends on the effective influence of public structures on business, but these are not unilateral government actions. Only the search for forms of interaction will allow us to overcome their opposition and ensure a more complete use of resources.”

Note that under the influence they are forced to become informationally transparent, but this, in our opinion, gives the business significant advantages. Specific economic benefits here could be as follows:
sales growth and improved market position;
increase in labor productivity;
growth in the value of the company due to an increase in the assessment of its reputation;
facilitating access to investments;
stability and sustainability of the company's development in the long term;
weakening of control by government agencies, etc.
Of course, each business entity decides for itself what to spend money on and how much can be given away without compromising its own development. One thing is clear: balanced and effective social responsibility of companies reduces business risks, strengthens competitiveness, increases staff efficiency and consumer loyalty, improves the reputation of company entrepreneurs and the business community as a whole.

In order to enhance the social responsibility of business, in 2003, an appeal was adopted by the participants of the meeting of the Chamber of Commerce and Industry of the Russian Federation to the Russian business community to better understand their high responsibility to our society for highly efficient production and economic activities that create jobs, competitive products, tax revenues and the possibility of implementing social programs.

Russian business has already accumulated some positive experience in CSR business. In particular, in 2006, for the first time, as part of the annual global Corporate Responsibility Rating, which is compiled by the Institute for Social and Ethical Reporting (AccountAbility, UK) and the British consulting group Csrnetwork, a rating of Russian companies was presented (country ratings were published for the first time). Russian business received a special rating. The domestic rating is headed by MMC Norilsk Nickel. The top ten included: LUKOIL, RAO UES of Russia, Severstal, Novolipetsk Iron and Steel Works, Tatneft, EuroChem, RUSAL, Russian Railways and TNK-BP Holding.

The study of the 50 largest Russian companies was carried out by the Account Ability Institute together with its Russian partner – the International Design Bureau “Business Culture” with the support of the international audit company PricewaterhouseCoopers. The study showed that, although the average score of the Russian CSR Rating is still significantly behind the global one, domestic leaders showed results close to the results of the world's best companies. This suggests that Russian companies are becoming increasingly visible in international markets, appearing on lists of the world's largest companies, participating in major international projects, and considering plans for alliances with leading global players.

Unfortunately, the activities of many (even the most advanced) Russian companies can be assessed by the criterion of social responsibility rather than social responsibility. There are many reasons for this, including:
insufficiently balanced government partnership policy in relation to business;
lack of real incentives on the part of the state for transparency and social responsibility of business;
a narrow understanding of the challenges facing the business;
poor public awareness of the goals and results of the activities of most organizations;
critical attitude to the quality of information about the activities of business entities;
widespread informal shadow economic relations;
weakness of civil society and social partnership, etc.
Let us note that in economically developed countries the social responsibility of business is a vital and generally recognized factor of competition.

Obviously, studying foreign experience in this area will be very useful, but when used, it must be correlated with Russian realities. The history of social responsibility of business in Russia should actively develop.

Literature:
1. http://www.regnum.ru/news
2. Resolution of the Federation Council of the Federal Assembly of the Russian Federation of February 8, 2006 N 36-SF
\"On the report of the Federation Council of the Federal Assembly of the Russian Federation in 2005 \"On the state of legislation in the Russian Federation\"
3. Resolution of the Board of the Chamber of Commerce and Industry of the Russian Federation dated December 23, 2003 N 71-7 “On the social responsibility of business in modern Russia
4. http://www.dkipb.com

Authors:Panfilkina E.E., Nadtoka T.B.
Source: Strategy for sustainable development in anti-crisis management of economic systems/Collection of materials of the III International scientific and practical conference April 19, 2017 – DonNTU: Donetsk, 2017, Section 3, p. 137-143.

annotation

Panfilkina E.E., Nadtoka T.B. Corporate social responsibility as a factor in an integrated approach to increasing the competitiveness of an enterprise.

Corporate social responsibility (CSR) is considered as a factor in an integrated approach to increasing competitiveness. The main elements of the management approach and their relationship are identified. Ways to increase competitiveness are shown. Various approaches to assessing CSR are presented.

General statement of the problem

In modern conditions, competition is becoming increasingly tougher, so enterprise managers are forced to constantly look for new enterprise management tools and various levers for increasing competitiveness.

Main results of the study

As is known, the competitiveness of an enterprise characterizes the ability of the enterprise to effectively sell its products along with competitors.

There are quite a lot of factors that determine the competitiveness of an enterprise, so most scientists suggest using an integrated approach both in assessing it and in developing a strategy for increasing it. So, according to Kalashnikova L.M. , the competitiveness of an enterprise is a complex concept determined by the breadth and depth of the assortment, product quality, system and quality of management, stable financial condition, ability to innovate, efficient use of resources, work with personnel, level of the product distribution system, service, and the image of the company. This circumstance allows us to highlight an integrated approach among various scientific approaches to managing the competitiveness of enterprises.

Using an integrated approach, it is necessary to take into account the following aspects of management and their relationships: political, economic, technical, psychological, demographic, social, organizational, environmental. The problem cannot be completely solved if one of the essential aspects of management is omitted. However, this requirement is not always, and sometimes not at all, observed in practice. Without taking into account various aspects, the enterprise becomes uncompetitive, which slows down the entire process of its development.

The most typical main ways to increase the competitiveness of enterprises include: a) the search for new forms of manufactured goods; b) application of innovations; c) use only high-quality raw materials and materials; d) sales of goods to those market segments where there are the highest requirements for quality and service; e) production of products that meet not only state, but also international quality standards; f) systematic training and retraining of personnel; g) increasing the motivation of employees and improving working conditions for them; h) investing in scientific developments to improve product quality; i) analysis of the activities of competitors to determine their strengths and weaknesses; j) conducting market research to determine customer needs; k) conducting an effective advertising campaign.

Using these development paths, the enterprise will be able to increase its competitiveness and strengthen its financial stability.

The development of an integrated approach to managing the competitiveness of an enterprise is currently the use of the principles of corporate social responsibility (CSR) in its activities in general, including in marketing. CSR is a mechanism for implementing the Concept of Sustainable Development, and also becomes one of the factors in the competitiveness of an enterprise and, accordingly, its increase.

The impact of CSR on improving competitiveness is a very pressing issue, but a complex one. The problem lies in the difficulty of quantitatively measuring CSR and taking it into account in the economic results of the enterprise and, accordingly, in assessing the competitiveness of the enterprise.

There is no single definition of corporate social responsibility. In general, we can say that corporate social responsibility is a set of measures to solve socio-economic and legal problems by investing in programs that can benefit all participants involved in this process.

By socializing goals, global business sets new conditions for domestic enterprises: applying the concept of CSR in the course of their activities, they must focus, first of all, on universal human values, and only secondarily on the market needs for high-quality goods and services.

Recently, demands have increased and priorities on the part of consumers have shifted. Even such factors as price, quality and functionality can no longer distinguish a manufacturer from its competitors. Consumers want a relationship with a company that cares not only about their own benefits, but also about the environment and human rights.

An increasing number of domestic companies are coming to understand that their business activities directly impact society, and future development and business success are closely linked to the core values ​​of society.

Most representatives of business and the world community adhere to the point of view in which the implementation of the principles of corporate social responsibility (CSR) has a positive impact on competitiveness, especially in the long term. However, they are unable to provide more precise, quantitative estimates characterizing this effect.

American experts also have conflicting opinions regarding the impact of social responsibility on competitiveness. Some authors note its positive effect on business activity (see standards SA 8000, ISO 26000), others – the opposite. Still others believe that social activities need to be engaged not only for the benefit of their enterprise and the achievement of personal goals, but also for its own sake.

The benefits of implementing CSR strategies are as follows:

· increase in profits;

· reduction of operating expenses;

· increasing growth rates;

· increasing brand value and reputation;

· sales growth;

· increasing consumer loyalty;

· reduction of claims from regulatory authorities and others.

Companies that do not apply CSR strategies lose competitive advantages and do not control the impact of their production on society and the environment.

Although companies using CSR principles comply with the model of sustainable development, the variety of directions, types, and ways of demonstrating CSR in relation to different stakeholders exacerbates the problem of objective assessment of CSR performance. Assessing the effectiveness of CSR as a multi-tasking phenomenon is a multifaceted problem.

Due to the lack of generally accepted methods for assessing CSR, we will consider several different approaches to solving this problem.

Table 1.1

Conceptual approaches, basic features and main indicators of the CSR assessment methodology (according to Ya.A. Shevchuk)

Methodology for assessing CSR according to K.A. Rudenko is to determine the criteria by which the gradation of levels of social responsibility of a business is carried out, compiled according to a hierarchical principle (Table 1.2).

Table 1.2

Criteria and levels of corporate social responsibility of a company (according to K.A. Rudenko)

The advantage of the methodology for comprehensive assessment of the sustainability of corporate education according to O.E. Nikolaeva, which also takes into account the influence of CSR, lies in the possibility of assessing private indicators of sustainability, which makes it possible to analyze the areas of the company’s activities that are its weak links.

Table 1.3

Methodology for a comprehensive assessment of the sustainability of corporate education (according to O.E. Nikolaeva)

Tavria scientific observer www.tavr.science

Shakhnazaryan B.A., Telnykh V.S.

4th year students in the direction of training “Management” of the Humanitarian Pedagogical Academy of the Crimean Federal University. IN AND. Vernadsky, Yalta

Scientific supervisor: Odarenko T.E.

Candidate of Economics, Associate Professor, Department of Management and Tourism Business, Humanitarian Pedagogical Academy, Crimean Federal University. IN AND. Vernadsky, Yalta

CORPORATE SOCIAL RESPONSIBILITY AS A FACTOR OF COMPETITIVE ADVANTAGE OF AN ENTERPRISE

The article examines the impact of the concept of corporate social responsibility of business on increasing the competitiveness of an enterprise.

Key words: corporate social responsibility (CSR), competitiveness, advantages, enterprise, strategy, CSR principles, planning, performance.

This issue was studied by such scientists as Belyaeva I.Yu., Dynkin A.A. and others. Foreign scientists also made a great contribution - Bakan J., Buffett W., Gellerman S., etc.

In order to achieve the greatest competitive advantages in conditions of limited resources, problems with the implementation of flexible regulation, as well as timely impact on changes in the external environment, the enterprise needs to determine the main direction of its development, which, in turn, determines the formation of the company's strategic planning.

The construction of an overall strategy is determined by numerous factors, including:

1.economic instability in the social sphere;

2. high level of competitiveness, both in the domestic and international markets;

3.efficient and rational use of resources;

4. business activity;

5. financial stability of the enterprise.

The company's strategy is focused on obtaining maximum financial results in the long term.

In a highly competitive environment with saturated markets, where, in addition to economic and managerial efficiency, it becomes important for a company to realize its own interests along with the interests of society and the state, for an enterprise, following the concept of corporate social responsibility of business is the most correct way to maintain its competitive advantage.

Corporate social responsibility of business is a model of long-term actions of a company, which is aimed at ensuring and guaranteeing the stable development of the enterprise and the state in the social, economic and environmental spheres.

At different times, many meanings of social responsibility have been proposed, however, in 2010, after the release of the International Standard ISO 26000 “Guidelines for Social Responsibility”, most experts agreed that the definition given in this standard is the most complete and accurate: “social responsibility is the responsibility of an organization for the impact of its decisions and

Tauride scientific observer shshshLaug.zaepse

impact on society and the environment through transparent and ethical behavior that:

1. promotes sustainable development, including the health and well-being of society;

2. takes into account the expectations of stakeholders;

3. complies with applicable legislation and is consistent with international

standards of behavior;

4. implemented throughout the organization."

The social responsibility of business is multi-level.

Internal social responsibility includes:

1. safe working conditions;

2. stable wages and maintaining their socially significant level;

3. health insurance for employees;

4. development of employees through advanced training courses;

5. providing assistance to personnel in critical situations.

External social responsibility includes:

Sponsorship and charity;

Promoting environmental protection;

Communication with local authorities;

Responsibility to consumers.

The practical importance of active participation in investing financial resources in various areas of the company is manifested in a number of advantages: strengthening reputation, increasing attractiveness as an investment, increasing social stability in general, and increasing profitability.

Over the past decade, a large amount of research has been conducted in an effort to answer the question: does an enterprise benefit from social activities?

Scientists at Harvard Business School conducted a large-scale study, which revealed that enterprises that use social programs in their activities outperform enterprises that do not use these programs in all significant indicators.

According to the return on assets ratio, $1 invested in social activities in 1993 brought $7 by 2010. While $1 invested in a company without a social program brought only $4.

Consequently, CSR is a factor that has a great influence on the implementation of the strategy for the sustainable operation and development of an enterprise.

The Russian CSR model is in its infancy. Also, the state does not adequately stimulate the social sphere and the economy. The development of a model of social responsibility of business requires coordinated assistance from the state.

To solve the problem of integrating CSR principles and compliance with international standards, it is necessary to find a solution. And one of the most important problems can be considered the opacity of business. In order to solve this problem, it is necessary to introduce a model of sustainable development of social and environmental responsibility and strategic planning, as well as build effective relationships with authorities at various levels and society as a whole. Thus, at the beginning, CSR in the Russian Federation will be one of the competitive advantages, which will make it possible to win a large market share, and then it will become the norm, non-compliance with which can bring losses greater than the costs of following it.

1) CSR should be considered as the system itself, which not only allows you to effectively solve social problems, but also provides additional

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competitive advantages;

2) relationships with external stakeholders can ensure sustainable development for the company;

3) it is necessary to promote social practices, which in turn will create a positive image for the company;

4) the company needs to position itself as a serious player with long-term prospects;

5) with the help of various companies, international exchange of experience in CSR practices should be supported;

6) maintain a balance between the desire for profitability and the moral requirements of society;

7) implement innovative projects that will be aimed at global problems in the Russian Federation and in the world as a whole;

8) together with other companies and experts, based on international experience, introduce a methodology for assessing CSR generally accepted at the state level.

Corporate social responsibility is one of the necessary factors for the sustainable development of companies focused on long-term operation. Reducing risk, saving on costs, attracting additional investment, improving the company's image and improving relationships with stakeholders contribute to further development.

In order for enterprises to realize the benefits of social activity, favorable conditions are necessary on the part of the state, the adoption and implementation of measures to create appropriate infrastructure, the consistency of charity with the strategies of enterprises, and the coordination of the economic interests of business and society.

Literature

1. International standard ISO 26000 “Guide to social responsibility”/[Electronic resource] http://www.iso.org

2. Belyaeva, I.Yu. Corporate social responsibility: management aspect: monograph / I.Yu. Belyaeva, M.A. Eskindarov - M.: KNORUS, 2013. - 245 p.

3. Dynkin A., Sokolov A. Integrated business groups - a breakthrough to the modernization of the country. - M.: Center for Research and Statistics of Science, 2001. - 172 p.

4. Odarenko T. E. Determination of factors influencing the decline in the quality of personnel work and ways to maintain their performance // Tauride Scientific Observer. - 2015. - No. 2. - Part 1. - pp. 39-41. - Access mode: http://tavr.science/stat/2015/09/TNO-2-ch-1.pdf#page=41

The development of market relations in Russia leads to a change in the balance of economic forces in the national economy. The globalization of the economy has set in motion a process of transfer of power from producers who make goods to customers who buy and use those goods. This involves looking at things from the customer's point of view in all activities, including research, engineering, production and finance, as well as sales and marketing activities. Experience shows that companies that spend the time and money to determine what customers want, and to ensure quality, reliability of products and after-sales services, operate significantly more profitably. Companies with successful quality assurance programs have a 10% cost advantage over their competitors. Fewer defects mean less rework and wasted management time, lower costs and higher rates of repeat customers. Companies that are leaders in quality management also have higher growth rates than companies that place less importance on this aspect of their business. Higher quality of products (goods, works, services) is closely correlated with the company's market share, as well as with the return on investment. This also means high-quality customer relationships.

It is now widely accepted throughout the world that any large company has a responsibility to the society in which it operates. Therefore, its first responsibility and competitive advantage is to remain strong, efficient and cultural for the benefit of employees, shareholders and customers, while making a tangible contribution to the economy and well-being of the country. An integral part of corporate culture is the formation of the image of a “company-citizen”, fulfilling its assigned social responsibilities and caring about bringing the greatest possible benefit to the whole society (corporate citizenship). Corporate citizenship determines the inseparability of the general economic principles of the company’s existence and its social responsibility to the surrounding social environment.

Since 2003, when national expert agencies assess the quality of corporate governance and assign corresponding ratings to companies, CSR indicators began to be taken into account, which forced Russian corporations to comply with the relevant international requirements and standards (GRI, AA1000, SA8000, Sunshine Standards, ISO 14000). Adherence to these standards is determined by the fact that in the global market, in which Russian companies become participants, conducting socially responsible business is the norm. The CSR factor is extremely important for foreign investors, for whom this is evidence of the financial stability and competitiveness of the company.

The XIV Congress of the Russian Union of Industrialists and Entrepreneurs (Employers), held in Moscow in November 2004, approved the Social Charter of Russian business as one of the means of increasing its competitive advantages and invited all members of the Russian business community to join it. The Social Charter is:

A voluntary strategic initiative of business, based on the understanding and recognition by representatives of the business community of the active role of business in social development;

A system of principles, directions and boundaries of the potential contribution of companies and the business community as a whole to social development; a set of fundamental principles of responsible business practice that are applicable in the daily activities of any organization, regardless of the profile of activity and form of ownership;

Proposal for updating the content of social dialogue with partners of the business community: shareholders and investors, government agencies, employee associations, civil society institutions;

A new format for assessing the joint contribution of business and its partners to the country’s sustainable development, economic prosperity and social well-being.

The Social Charter of Russian business is not a normative document, does not imply coercion or obligatory nature, and does not provide for external control and evaluation of actions.

In the practice of social responsibility relations, the need for interaction between a finite set of organizations at different levels of the management hierarchy appears to be objectively determined, which causes contradictions in the processes of their implementation. A characteristic reason for the emergence of these contradictions is the incompatibility of the characteristics of organizations in terms of their economic condition, experience of interaction in relations of social responsibility, and the policy of bipolar interactions of authorities in the intersectoral space “Authority - Business - Society”. One of the directions for the strategic development of the Russian economy and achieving its competitiveness is the task of intensifying relations of corporate social responsibility. These phenomena determine the relevance and possibility of creating appropriate management mechanisms that ensure the interaction of organizations in relations of social responsibility. The tension of social relations in Russia has led to the need to apply the principles of social dialogue and social partnership of the state with non-governmental non-profit organizations and business, implemented as a new scientific and practical direction of these relations in Russia - “cross-sector socio-economic partnership”.

In modern conditions, the most common way of forming social and labor relations has become social partnership. In this direction, qualitatively new levels of regulation of social and labor relations have been achieved.

Social partnership- a specific type of relationship of social responsibility, in which a certain balance is achieved in the implementation of the basic interests of the most important social groups of society, a historically conditioned compromise is ensured in the realization of the interests of the main subjects of socio-economic processes of a market society. The specificity of these relationships is manifested in the following. Firstly, social partnership is a relationship between social groups (classes) whose socio-economic interests differ significantly. Each social subject performs its social functions. Secondly, these are relations between social groups in which the goal is not to combine interests, which in itself is impossible, but to achieve an optimal balance in their implementation. Thirdly, social partnership is a mutually beneficial, mutually necessary interaction between social groups (classes), in which each party is objectively interested. All this, of course, reflects the characteristics of social partnership as a special type of social relations.

Human capital- This is the main competitive advantage today. According to research conducted by the Russian Managers Association, the creation and development of an efficient team is the main task of a modern manager. The creation of such a team is possible only when employees clearly understand and accept the mission, goals and objectives of the company, in the development of which they took a direct part. For example, in order to coordinate with trade unions the solution of problems of social development of labor collectives, RAO Norilsk Nickel pays great attention to the development of social partnership, joint decisions are made on issues of wages and social protection of workers. The collective agreement has become one of the main forms of ensuring the participation of workers in production management. The result of the social partnership policy was the resolution of all issues through negotiations and the complete exclusion from the practice of strikes and other similar methods of conducting collective labor disputes.

The need for workforce rejuvenation encourages corporations to work closely with educational institutions, both in Russia and abroad. In this case, two trends are observed. The first is the direction of individual employees for advanced training and professional retraining. The second is systematic corporate training with constant consulting support and the organization of our own training centers.

One of the most common ways of expressing the social position of companies has become corporate charity, which is implemented in the form of the company’s voluntary allocation of resources to support socially significant projects. The purpose of corporations' participation in charitable events is to create a positive public opinion, improve the company's reputation, and increase investment attractiveness.

Companies are connected with the public in different ways: local residents, residents of the region, country, and also with the global community. Businesses contribute to the lives of local residents and public life through their core mission of producing goods and services efficiently and ethically, creating direct and indirect jobs, providing fair wages and benefits, and paying taxes to the appropriate budget.

The procedure for developing, approving and implementing social programs that has developed in Russian practice has a number of features. The lack of an appropriate regulatory framework and a non-systematic approach to this work give the whole process a chaotic character: a mechanism for monitoring the implementation of approved programs has not been worked out; it is almost never possible to identify the highest priority social needs; very rarely is it possible to provide programs with the required resources. Among the means of protecting the social interests of workers and the social responsibility of the organization, the most effective are the mechanisms of collective bargaining and collective labor disputes with the participation of trade unions and other public organizations. At the same time, whatever means are used by subjects of social responsibility, they are based on the following principles:

Thoughtfulness of the position (when starting collective actions, trade unions have a specific goal that is clear to all participants, a clear plan and remain ready to return to the negotiating table and make a reasonable and justified compromise, subject to the satisfaction of the basic demands of the participants in collective actions);

Solidarity (only the unity of the majority of workers, their conscious discipline, the help of other units of the trade union movement provide a real chance to win the confrontation with employers);

Legality (by embarking on collective action, trade unions strive to prevent discrediting the trade union movement and, as a rule, do not support illegal strikes and spontaneous actions, which ultimately harm the main goals);

Publicity (trade unions seek to attract public opinion to the side of participants in collective action by widely disseminating information about the causes of the conflict and the demands of workers).

As a result of the gigantic achievements of science and technology that occurred at the end of the 20th century, the unprecedented production capacity of transnational companies (TNCs) increased, their number increased approximately 9 times and reached more than 60 thousand. TNCs and 500 thousand of their subsidiaries are located almost in all countries of the world, control up to half of the world's industrial production, 80% of the world's bank of patents and licenses for new equipment, technologies and know-how, 40% of the world's imports and 60% of the world's exports.

Thanks to their advantage in capital, advanced technology and a huge market, TNCs control 90% of the world's foreign direct investment, are able to increase employment, introduce new technologies and provide access to new markets, improve the skill level of workers and provide them with higher wages.

Thus, over the course of several decades, there has been an evolution of commodity forms and forms of relations of social responsibility (Table 7.2), presented in modern conditions as the “new economy”. In this direction, trends are emerging for the qualitative transformation of industrial society in the process of its continuous technological modernization, leading to a shift in the basis of economic development to the sector of non-material production, a transition from a resource-intensive to an “intellectual-intensive” economy. The result of this is the formation of a new society based primarily on mental labor in the production of services. Everything that until recently seemed eternal and unshakable, which was a criterion of the country’s national wealth, is losing its significance before the onslaught of a new economic formation based on the effective use of intellectual and information potential. In the leading countries of the world (Japan, USA, Germany, England), intellectual potential has already become a fundamental source of socio-economic development, the demand for high-tech products has sharply increased, and its share in GDP has increased.

The consolidation of organizations into large integrated corporate structures enables the state to manage macroeconomic processes at the level of industries, regions and the country as a whole. This is due to the following reasons:

The consolidation of management objects in the country's economy (large corporations, financial industrial groups, etc.) helps reduce inflationary price increases and increases the predictability of price dynamics;

The concentration of capital in corporations increases the efficiency of budgetary and financial regulation of a market economy;

The need for state-owned enterprises with a socially oriented production program is reduced;

Innovative activity in the economy is increasing, as it is one of the priority areas of work for corporations;

The market position of domestic manufacturers united in corporate structures is strengthening, including through the development of opportunities to diversify market risks;

The opportunities for domestic entrepreneurs to integrate with the global economy are expanding;

Conditions are being created for public control over the activities of the corporation, including in the areas of social responsibility.

An example is financial-industrial groups (FIGs) as entrepreneurial-type corporations, that is, their actions are determined by the desire to make a profit, which arises under the conditions of corporatization of capital.

Currently, all corporations can be divided into three groups that implement social responsibility:

As part of its main activities;

In the immediate environment of your business or with your stakeholders;

Within the whole society.

Corporations implement their social responsibility in the following main areas: science; education; the quality of life; healthcare; industry restructuring; regional development (Figure 7.1). Broad and active public discussions around the issue of social responsibility have recently led to the need for a more precise definition of the content, structure and process of socially responsible relations between business and the state. For many years now, Russian business has been spending more than $1 billion annually on charity.

A type of social investment is co-investment- this is an investment process of joint investment of funds spaced over time in the development of the corporation’s activities:

From the side of the company itself (when it invests not only in the development of production and generating economic profit, but also in environmental protection, in the development of the local community in the territory of its presence, in solving internal corporate socially significant problems);

From an external investor (most often with some delay in time and on the basis of an independent or with the participation of intermediaries analysis of the results of the company’s above actions).

Despite the relatively small contribution of Russian corporations to the social development of society, it is important that these costs are recognized as very profitable social investments of enterprises. Business (commercial activity) is thus presented as a form of social interaction aimed at organizing a social system that ensures the generation of a given resource flow, which is provided and launched through the formation of a set of resources (material, information, human, methodological, intellectual, technological).

Successful development of an organization in the long term is only possible if it develops its competitive advantages.

Competitive advantages are factors that determine superiority over competitors, measured by economic indicators.

Types of competitive advantages:

R&D, know-how, unique technologies, the ability to create competitive products;

Innovation, rapid change of assortment in response to changing consumer preferences;

Availability of qualified personnel loyal to the company and brand;

Well-developed, efficient business processes;

Strong brand;

Relations with suppliers;

Opportunities for lobbying the interests of a company or industry (connections with government agencies);

Ability to secure financing (liaison with financial institutions and investors).

Thus, the implementation of competitive advantages in the market largely determines the competitiveness of an organization, the nature of which is determined, first of all, by the presence of many internal and external factors that determine it.

Sources of an organization's competitive advantages are phenomena and processes in the organization's internal environment and its external environment that cause a change in the organization's level of competitiveness. Among the key factors for ensuring an organization's competitive advantage, innovation, productivity, human resources and CSR are now most often identified. .

Until recently, the dominant idea was that the main task of management is to extract maximum profit for the company's shareholders. Such a point of view today is gradually being replaced by the realization that socially responsible behavior is becoming the key to the strategically sustainable prosperity of a company.

Although the CSR policy is not directly aimed at making a profit, its consistent implementation is most often the basis for the formation of certain competitive advantages. Arguments in support of CSR today are not so much ethical as pragmatic in nature, perceiving CSR as a factor of commercial success, and sometimes as a fundamental principle of the entity’s activities, compliance with which will increase the degree of competitiveness. Thus, the famous CSR researcher M. Porter, the author of the theory of competitive advantage, believes that a business should consider social responsibility as part of a long-term strategy, the adherence to which will strengthen its competitive position, and refusal of such behavior will lead to a loss of competitive advantage.

Thus, CSR lies at the heart of a company's competitive advantage.

3. Most researchers agree on the main provisions of the interpretation of the role of CSR, suggesting a direct relationship between the implementation of the CSR concept and the long-term successful development of the organization. Such opinions are based on the belief that commitment to the CSR concept ultimately reduces the overall risks of the company's operation by creating a favorable business environment and ensures increased competitiveness.

4. Benefits, the formation factor of which is CSR: attracting and retaining professional personnel, attracting new consumers and increasing their loyalty, strategic cooperation with business partners, reducing operating costs, creating sustainable relationships with authorities, creating sustainable relationships with the local community, reducing non-financial and financial risks, strengthening the organization’s reputation, forming a positive opinion of investors.

5. Sustainable development of a company is not only reporting, but also a new management philosophy, when any management decision is made taking into account economic, environmental, and social effects.

25. The concept of CSR effectiveness.

Categories effect. are an objective condition for the existence of any organization. Management practice shows that by creating the prerequisites for the sustainable development of an organization, socially responsible behavior in the long term provides tangible economic benefits for the corporation and the economy as a whole. Assessments of the effectiveness of CSR cannot be identified outside the management system; this makes it necessary to form a CSR management structure.

26. Factors of CSR effectiveness.

Internal factors: labor safety, salary stability, medical education. employees, retraining, assistance to workers. In critical situations. External: sponsorship and charity, promoting environmental protection, interaction with the local community, participation in a crisis situation, responsibility for a specific product.

27. Methods for assessing the effectiveness of CSR.

Effect evaluation CSR allows you to compare effective social. floor. Various companies in industry development. Interested in this: large businesses, which need to attract investments and enter the world market. Medium and small businesses - which need sustainability. With authorities and the public. Regional authorities - to attract investment.

28. The effectiveness of good ethics.
Business ethics - rules and norms of official conduct. Business ethics includes honesty in dealings with employees, clients (customers), suppliers and competitors, and also covers issues related to the impact of a company's activities on human health, the environment and wildlife.
If a good reputation helps to conduct business successfully and brings additional benefits, then ethical behavior in some cases leads to lower profits, although not always. Knowledge and application of the rules of business ethics allows business partners to find ways for mutual understanding and more effective conduct of business.

29. marketing concept and concepts.
Marketing is an organizational function and a set of processes of creating, promoting and providing a product or service to customers and managing relationships with them for the benefit of the organization.
Marketing Concepts:
1. The concept of production improvement assumes that consumers will be favorable to goods that are widely available and affordable, and therefore management should focus its efforts on improving production and increasing the efficiency of the distribution system.
2. The concept of product improvement assumes that consumers will be interested in products that offer the highest quality, performance and features, and therefore the organization should focus its energy on continuous product improvement.
3. The concept of intensifying commercial efforts (sales) is based on the fact that consumers will not buy a company's products in sufficient quantities unless it makes sufficient sales and promotion efforts.
4. The concept of marketing is based on the fact that the key to achieving the organization's goals is to identify the needs and demands of the conditional markets and provide the desired satisfaction in more effective and more productive ways than competitors. The object of attention in the marketing concept is not the product, but the company’s clients with their needs and requirements. In this case, the company receives profits by creating and maintaining consumer satisfaction.
5. The concept of social and ethical marketing is based on the fact that the task of the company is to establish the needs, wants and interests of target markets and provide the desired satisfaction in more effective and more productive (than competitors) ways while maintaining and enhancing the well-being of the consumer and society as a whole.
30. Evolution of management concepts

Along with the development of the productive forces of society within the framework of various socio-economic formations, management has gone through centuries of evolution, first on an empirical basis, then on a scientific basis.

The elementary foundations, forms and techniques of management arose in ancient times on an empirical basis. Examples are the most ancient civilizations (Sumeria, Egypt, Rome). Scientifically based The development of management is associated with the industrial revolution of the 18th century. in England.

The main stages of the formation of the scientific concept of management:

1. Scientific management - 1885 – 1920

representatives- UGH. Taylor, G. Gantt, F. and L. Gilbreth, G. Emerson, G. Ford, A.A. Bogdanov, A.K. Gastev et al.

Basic concepts - division of labor, increasing productivity, "economic" man, scientific approaches to management.