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MNN3701 ASSESSMENT 1 SEMESTER 1 2025 SECTION 1: THE SOCIAL CASE FOR CORPORATE CITIZENSHIP 1.1 Explain the social case for embarking on a corporate citizenship programme in an organisation. HINT: Unpack the definition of sustainable development a

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MNN3701 ASSESSMENT 1 SEMESTER 1 2025 SECTION 1: THE SOCIAL CASE FOR CORPORATE CITIZENSHIP 1.1 Explain the social case for embarking on a corporate citizenship programme in an organisation. HINT: Unpack the definition of sustainable development adopted in your corporate citizenship module (MNN3701). (5 marks) 1.2 The CEO has a limited understanding of corporate citizenship in that she thinks that it simply means adopting the conventional triple bottom line (TBL) concept. Present the limitations of the TBL thinking and propose adopting the “Real” Hierarchy of Dependence approach within your organisation. Support your proposal by illustrating the interconnectedness of the triple context elements and by using relevant examples. (10 marks) [SECTION 1 TOTAL: 15 marks] SECTION 2: THE BUSINESS CASE FOR CORPORATE CITIZENSHIP 2.1 List and briefly explain the three main drivers (rationale) for organisations to embark on a corporate citizenship programme. Strengthen your answer by providing examples of each rationale as they apply to an organisation. (9 marks) 2.2 The United Nations Global Compact (UNGC) is a global framework that organisations can sign-up to, as a guide to facilitate corporate citizenship. Describe the UNGC and motivate why being a signatory could be beneficial to an organisation. (6 marks) [SECTION 2 TOTAL: 15 marks] SECTION 3: A LEADERSHIP PROFILE FOR CORPORATE CITIZENSHIP 3.1 Considering the various approaches to leadership that exist, formulate the ideal leadership profile essential for successfully driving a corporate citizenship programme in an organisation. (10 marks) [SECTION 3 TOTAL: 10 marks] SECTION 4: REFERENCES 4.1 Present a reference list. (5 marks)

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THE BMZ ACADEMY




THE BMZ ACADEMY




@061 262 1185/068 053 8213




BMZ ACADEMY 061 262 1185/068 053 8213

, THE BMZ ACADEMY


CORPORATE CITIZENSHIP PROGRAMME DOCUMENT


Table of Contents
SECTION 1: THE SOCIAL CASE FOR CORPORATE CITIZENSHIP ....................................... 3
1.1 The Social Case for Corporate Citizenship ...................................................................... 3
1.2 Limitations of the Triple Bottom Line (TBL) and the Hierarchy of Dependence
Approach .......................................................................................................................................... 4
SECTION 2: THE BUSINESS CASE FOR CORPORATE CITIZENSHIP ................................. 6
Three Main Drivers for Corporate Citizenship........................................................................ 6
2.2 The United Nations Global Compact (UNGC) .................................................................. 7
SECTION 3: A LEADERSHIP PROFILE FOR CORPORATE CITIZENSHIP ........................... 9
3.1 Ideal Leadership Profile ......................................................................................................... 9
SECTION 4: REFERENCES ............................................................................................................ 13
PLEASE READ THE NEXT PAGE!!!!!!!!!!!!!!!! .................................................................... 14
IMPORTANT NOTES TO CONSIDER ........................................................................................... 15




BMZ ACADEMY 061 262 1185/068 053 8213

, THE BMZ ACADEMY

SECTION 1: THE SOCIAL CASE FOR CORPORATE CITIZENSHIP

1.1 The Social Case for Corporate Citizenship

The social case for embarking on a corporate citizenship programme rests on the
understanding of sustainable development and the role corporations play within
society. According to xxx corporate citizenship refers to an organization’s responsibility
toward society, going beyond profit-making to contribute positively to sustainable
development (Visser, 2005). According to Matten and Crane (2005) responsibility to
contribute positively to society while conducting its business operations. Sustainable
development, as defined by the Brundtland Commission, is "development that meets
the needs of the present without compromising the ability of future generations to meet
their own needs." This means balancing economic growth, social well-being, and
environmental protection. Corporate citizenship aligns with the definition of corporate
citizenship as ‘the role of the corporation in administering citizenship rights for
individuals. This perspective highlights that corporations, as increasingly powerful
social institutions, have a role in delivering fundamental rights to citizens. According
to xxx sustainable development, at a macro level, concerns environmental, social, and
economic issues and the tension and alignment between them, setting out what
citizenship rights might entail and the challenges in their administration. It defines the
opportunity space for the practice of corporate citizenship.

The social case emerges from the recognition that human society faces enormous
sustainability challenges related to the delivery of fundamental rights. These
challenges become more prominent globally, making it obvious that corporations must
be part of the solutions. By actively engaging in corporate citizenship, organisations
can contribute to addressing unmet citizenship rights through our business
activities. This involves considering impact on the economic, social, and natural
environments in which we operate and taking responsibility towards them. Ultimately,
corporate citizenship is a mechanism to drive the sustainable development agenda
by recognising the increasing power and responsibility of corporations and their impact
on society and the environment.

A corporate citizenship programme enhances social development by addressing key
societal issues such as poverty, inequality, and environmental degradation. It fosters


BMZ ACADEMY 061 262 1185/068 053 8213

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