Corporate Social Responsibility (CSR) - When Tragedy Strikes Your Supply Chain Case Study - Management Assignment Help

Assignment Task:

Question 1 

Refer to the case study Subramanian, R. 2016, ‘When tragedy strikes your supply chain’, Harvard Business Review, January–February, in the Content Section (attached in the end of this paper)

Dedication to corporate social responsibility (CSR) initiatives can improve competitive advantage. Explain how focussing on CSR could succeed at Tots & Teens.    

(See the attached case study in end of this paper, try to use graphs and image as appendix to support your answer)

Question 2 

Discuss the following statement:

“Leaders and managers have a significant role to play in promoting appropriate organizational culture, managing change, employee engagement and encouraging innovation.”                     

Use examples to clarify your answer. The examples may be real or hypothetical, from your work experience, examples from this unit and/or examples you have sourced.

Question 3 (see the attached case study at end of this paper)

The case study ‘Case for Critical Analysis: Lincoln Electric’ in your prescribed textbook (p. 820) considers how an organization achieves maximum productivity and quality from its employees, even during difficult times. With the issues raised in the case study in mind, answer the following two (2) equally weighted questions.

a) Strategy formulation, implementation and control systems are interrelated. Discuss how this has successfully worked at Lincoln. 

b) Lincoln managers have not developed a strategic control plan for their planned global expansion, choosing to rely on their domestic system. Identify and discuss the implications of this decision.                                       

Try use graph and images in appendix to support your answer .

Question (1 )case study :

Case Study: When Tragedy Strikes Your Supply Chain   

(Question 1)

aura Cronenberg, the CEO of Tots & Teens, sipped her black tea in the lounge of Shahjalal International Airport and took some time to collect herself before her flight departed. The past few days had been a whirlwind, and she was still trying to make sense of how her work life had transitioned so abruptly from celebration to crisis.

On Monday she’d been feting T&T’s employees in acknowledgment of the company’s fiscal-year performance. The New Jersey-based children’s clothing retailer had increased its profits by 5%, and Laura had gathered everyone at headquarters for a champagne toast. But then T&T’s chief operating officer, Jim Zappa, had pulled her aside to tell her the shocking news: A garment factory in Bangladesh that produced and packaged merchandise for T&T and other retailers had collapsed in the middle of a workday. She and Jim booked flights right away, landed in Dhaka the following morning, and took a car to the disaster site.

It was a horrible scene. Bulldozers were clearing large debris, rescue workers were searching for survivors, and a group of mothers sobbed and held up pictures of their missing sons and daughters. The area looked like the aftermath of an earthquake. According to news reports, the building had been constructed quickly and cheaply with substandard materials on a filled-in pond. More than 2,000 workers had perished, and many more were injured.

Surveying the wreckage, Laura felt queasy. The human loss was devastating, and as a mother herself, she didn’t want to imagine what the parents of the dead and injured workers were going through. But she had to stay strong; she had a job to do. The company would have to find a way to support the victims and their families and to tighten up oversight of its supply chain. Even more pressing, it needed to find a replacement facility. The fall line, which typically accounted for 80% of T&T’s revenue, was scheduled to go into production in two weeks. Laura had to quickly decide if another Bangladesh contractor could do the work or if she should shift to a factory they were already using in China.

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