CORPORATE SOCIAL AND ENVIRONMENTAL RESPONSIBILITY
(objectives)
To acquire knowledge and understanding of: (i) the dimensions that characterize corporate responsibility: social, environmental, economic, stakeholder involvement, and voluntariness (beyond regulatory requirements); (ii) what policies support the development of these dimensions. An organizational perspective is adopted to address how different entities (companies and institutions) are able to enhance their approach and their policies harnessing responsibility by (re)-considering and managing: the context in which they operate, the social and physical structures they adopt, how they approach technology and culture, how they deal with power, control, and conflict.
The purpose of this perspective is to realize (to be able to apply knowledge and understanding) what theories and practices better support decision makers and the other actors involved in designing and implementing projects to support such policies. In other words, to gain a critical undestanding (i.e. to be able to make appropriate judgments) of how to innovate and govern an organization and the complex network of relations within and outside its boundaries by means of improving communication and organizational learning.
|
Code
|
119298 |
Language
|
ENG |
Type of certificate
|
Profit certificate
|
Credits
|
8
|
Scientific Disciplinary Sector Code
|
SECS-P/10
|
Contact Hours
|
48
|
Type of Activity
|
Core compulsory activities
|
Teacher
|
DEPAOLI PAOLO
(syllabus)
Basic Models: Sustainability, dimensions of an organization: Organizational environment, Social and physical structure, technology (digital transformation, industry 4.0), culture, Power, control, conflict “The” problem in organizing: a model Porter’s models: the basic one Responsibility key concepts, Bowen’s framework Responsibbbblity and International organizations: UN, EU Accountability:Global Reporting Initiative (GRI) Codes of ethics effectiveness Porter’s position papers EMS GPP Digital services and the elderlythe EU program Crisis Management Innovation: exploration People and management Two ‘Change management’ (K. Lewin’s approach) projects Design of a competence center Changing a company by developing people
(reference books)
Non vi sono testi di riferimento
|
Dates of beginning and end of teaching activities
|
From to |
Delivery mode
|
Traditional
At a distance
|
Attendance
|
not mandatory
|
Evaluation methods
|
Oral exam
|
|
|