3345 words (cover page, table of contents, headings, appendix, diagrams, charts, tables, group reflection, references and references list are not included)

BUSM2301
Organizational

Group 7

Analysis

Tuesday 15:00

GROUP
REPORT
SEM C 2020


TABLE OF CONTENTS
Introduction_________________________________________________________4
Problem statement__________________________________________________5
Current performance and situation of CSR in mining firm_______________________5
The belief of firm_______________________________________________________________5
Company structure problem____________________________________________________5
Flow problem:__________________________________________________________________6
Literature review____________________________________________________8
Concept of CSR________________________________________________________________8
CSR in mining and its drivers___________________________________________________8
Methodology___________________________________________________________________9
Solution development and proposal_________________________________14
Discussion and conclusion__________________________________________16
Appendix___________________________________________________________19
References List_____________________________________________________22
Group Reflection and CONTRIBUTION_______________________________27

Assignment information:
Assignment name: Assignment 2 - Group Report

RMIT UNIVERSITY VIETNAM
SAIGON SOUTH CAMPUS
SCHOOL OF BUSINESS AND MANAGEMENT

Word count: 3345 words (Cover page, Table of Contents, Headings, Appendix,
Diagrams, Charts, Tables, Group Reflection, References and References List are
not included)

Submission date: 03/01/2020


INTRODUCTION
Increasing pressures from shareholders and community are heavily placed on the mining
company as it attempts to excellently perform Corporate Social Responsibility (CSR), leading to the
need for better organizational structures, especially CSR. This paper displays the new structure to
address this problem as well as analyzing the strengths and weaknesses of the proposal on how CSR
affects the mining company and the society from the subjectivist perspective. Better control over
various functions is also an urgent need of the mining company since their acquisition of numerous
companies leads to a lack of connection between operations and sites. It is required to develop
common approaches to the management of the sites, the company's purposes and objectives, and its
appropriate reactions to environmental and community pressures.


PROBLEM STATEMENT
Current performance and situation of CSR in mining firm
Because the government forces them to guarantee corporate responsibility to the community,

applying CSR becomes meaningless when they do not really consider environmental responsibility.
Therefore, the approach that the mining company is taking to voluntary sustainability has no consensus
of purpose (Cho et al., 2015). It caused controversy among stakeholders as the company focused
primarily on making profits and enhancing company’s brand identity.
Therefore, the established CSR system must be based on real observations from society.
According to Larsen (2010), CSR cannot be built in a conventional way, it must have social interaction
of attitudes, beliefs and purposes. In the current situation, the company cannot avoid the punishment of
the government and criticism from the society. This has a great impact on the operation of the mining
company, they have to trade a large amount of money and time to recover (Powell 2015).
On the other hand, according to Holme & Watts (1999), marketing can contribute to a
sustainable social enterprise. The company faces a huge communication problem, creating many
barriers. Specifically, the company will have a bad reputation forever, it is difficult to recover to its
original state. They need to prove more to gain trust from the community as well as their concern about
the environment. (Sushmita 2013) Through this, the treatment system needs more time to identify and
respond. Furthermore, companies should not always focus on maximizing profits, forgetting about
social interaction and their views on the proper use of the CSR system (Kolstad, 2007). The situation is
caused by three root problems.

The belief of firm
The mining company accepts the nature that profit cannot go along with CSR (Jasmine &
Sameer, 2015). Because it is difficult to generate benefits and is costly, therefore, CSR is unnecessary.
Moreover, they are facing pressure about the company to behave in socially responsible ways. Hence,
they noticed the use of CSR as a method to deal with pressure from the government, company
shareholders and society. These can also be seen as defensive CSR (Sushmita 2013).

Company structure problem
In general, the company does not have a general approach to how to manage the different
organizational functions, namely that they operate separately resulting in a looser corporate structure
(Cho et al, 2015) (Muhamad 2008). In addition, the reason for the inability to promote economies of
scale comes from the problem of trust that the company is facing (ibid). Since they were not really

interested in adopting CSR, the firm decided to let the CSR department operate on its own, leaving it
inconsistent in purpose (Spitzer 2010).

Figure 1. Company structure – divisional strcuture

Flow problem:
First and foremost, company obtain and review those of the negative mainstream that need to
be settle and as to protect the company images. The next step is to take a hold of social media and
restrict the media from publishing negative news since bad reputation spreads harm to the company's
brand identity. The company then script a plan that will be proposed as we approach the shareholders
for approval of the budget required. As if matters violate the law, the company must approach the
government for granted permission, if not strategy will proceed to execution for matter to be settle and
recover the company images.


Figure 2. Company flowchart, CSR department working process

In short, the process starts too late when a communication problem occurs resulting in reduced
efficiency. In particular, the company has to spend too much time and money to face the problem,
while the social problems persist. Furthermore, the slow operation makes the flow too rigid. Because
there is no strong bonding, the flow becomes cumbersome and it takes a lot of money for the flow to
connect with each other (Cho et al 2015). Even there is a few connections between departments inside
CSR agency, as a characteristic of Organized Hypocrisy and Organizational Faỗades, it is not enough
to show the CSR effect on the company and local area. Hence, company would face an increase in cost
due to CSR process without gaining any profit (Piercy 2009).


LITERATURE REVIEW

This study analyzes whether there is a systematic relationship between CSR performance and the
economic performance of mining company

Concept of CSR
According to Carroll (1998), Corporate Social Responsibility (CSR) is the method that is
implemented for the social and environmental liability of the community in a company and business.
Later in 2006, Perrini stated the responsibility in CSR is for economic growth, social stability, and
sustainability of the environment is recognized and a fourth factor is added: philanthropy. However,
despite many undeniable benefits, some critics have been placed. Friedman (1962) asserted that CSR
has financial gains only and aims to increase revenues for organizations. There is also concern that
CSR is not appropriate for social functions (Carroll and Shabana, 2010). Through this idea, CSR has
been acknowledged into 4 strategic stances that most organizational applied: Obstructionist, Defensive,
Accommodative, and Proactive (Carroll 1979)

CSR in mining and its drivers
Mining used to be just an operation to exploit a natural resources area until it dried out. The
business will then be relocated to the next location to follow this process. In the early 1980s, the
mining companies incorporated environmental practices into their activities under heavy demands
(drivers) from the local community (Jenkins and Yakovleva 2006). Researchers have identified drivers
in three categories, notably: an approach focused on value, an approach influenced by performance,
and a stakeholder approach. A value-driven based on self-motivated and relies on external influences.
An approach to performance depends on the competitive advantages of a business for direct income. It
also includes the image and credibility of a corporation. The stakeholder approach depends
fundamentally on the parties involved; with the success of the business, this approach is required to
fulfill stakeholder demands (Larsen 2010)


Methodology

Figure 3. Information systems development paradigm (source: Hirschheim and Klein 1989)

The traditional understanding of CSR is appropriate and can be used as an ethical framework
for business. However, its characteristic sustainability is still controversial, especially when involved
in a social perspective (Carroll and Shabana, 2010). The traditional understanding has described CSR
is created based on the consensus of the society, the demand for the responsibility of business. CSR is
understood as its 4 factors of responsibility (economic, social, environment, philanthropy) in business
are interacted in order to reach out to optimize business performance but keep sustainability. The
previous knowledge about CSR has adopted the Functionalism paradigm (Hirschheim and Klein
1989). There is no denying that a corporation should perform its economic obligation. The primary aim
of an organization is to create and manage sustainable business income through the production and
distribution of the goods and services needed by society (Cho 2018). However, this approach is very
controversial among stakeholders because it is mainly about the profit of the company, there is no
social consideration in this part. The incongruence between what company talk, decision, and action
toward voluntary sustainability have been highlighted in Cho et al. (2015). Another paper of Cho
(2009) has claimed that organizations only do this to concrete their position and for private interest. At
this point, the mining company has separated the CSR department out from the company structure,
make it become ineffective, instead of integrated it into company structure as in flowchart above.
Therefore, if viewing CSR in this view, as an objectivist viewer, CSR is established based on the need
of company, the need of either sustainability or economically, to adapt with the demand of the society.
According to Caroll (1979), organizations applied this as a defensive strategy, rejecting broad ethical
responsibility by passively complying with legal requirements and remaining legally valid, they acted
to protect their self-interest. This has led to an unsustainability corporate structure, there are no
networking between the departments, each department having their separate function. Due to this fact,


when a CSR issues happened – which is demand various co-operate between department, the company
decision and action will become ineffective.

This paper will deny the objectivist view and take a stance as a subjectivist to reduce the
increasing tension of shareholder activism and community pressure being placed on the company. For

this point, it is necessary to create a concept model and restructure the company's CSR department.
Our conceptual model still stays in the integrationist view as before - the reason for the existence of
CSR in mining companies. On the other hand, the change in the objectivist dimension is necessary. To
be brief, based on Hirschheim and Klein's (1989) paradigm’s model, the social relativist perspective
must be adopted – view from a subjectivist perception. After adopting this paradigm, the understanding
of CSR will be changed: There's no specific reality, there are only different interpretations. Company
CSR is not associated with an observable economic fact, but with a transition in traditions-social
norms, conventions, societal beliefs, and ideals. Our solution – epistemological assumption, demand
interaction with stakeholders to redesign a CSR system that is suitable for each mining site. The reason
is that there is no empirical criterion separating good and bad systems. All depends on what the parties
understand is relevant – this is the ontological assumption of this paper (Hirschheim and Klein 1989).
In practical terms, it is impossible for companies to fully apply a proactive strategy - absolute
consideration of their social obligation and active participation in society . However, companies can
take an accommodative stance - accept some ethical responsibility toward their stakeholders. Through
some configuration, companies can effectively remove operational problems and suppress
stakeholders' dissatisfaction (Carroll 1979). The mining company should work out with stakeholders,
accept their perspective to find out their preferred views. By then, the CSR system that meets the
stakeholders’ view can be considered legitimate.
From communication, the best CSR system is
developed and constantly updated and legitimized
through adjustment. CSR systems cannot be
formulated in a normal way, not without social
interaction (Larsen 2010).

Regarding problem of company’s core
beliefs about the nature that CSR systems could
Figure 4. The stakeholder map (Source: Freeman,
1984, p.55)

cost more its advantage, building up, a model that

qualify the positive relationship between CSR and

CFP is utterly possible, in fact. The solution for CSR in mining industry would be a model that could


balance both profitability and stakeholders’ perspective. The table in appendix 1 presents the data for
the four dimensions of the CSR. Overall, all dimensions are strongly connected to the CFP. These
findings confirm the hypotheses for CSR dimensions. Hence, there is an important positive
relationship between the CSR and the CFP. The findings agree with the argument put forward by Yoon
et al (2006) which indicates that these practices build a brand image for a business that can establish
positive public relations with stakeholders, such as consumer satisfaction and investor interest,
resulting in increased profitability and market valuation. This study suggests that, on average, investors
also make money from their investment in business shares. (Muhammad et al 2008) (appendix 1)
Even so, Muhammad also claimed that for generating a productive partnership between CSR
and CFP, the company need to be engaged fully in CSR environment in which all the stakeholders and
the company’s operation benefit each other after the stakeholder and company perspectives are
captured and desired. In contrast, different stakeholder communities have diverse requirements that
businesses cannot fulfill all these standards at the same time (Harrison & Freeman, 1999) due to
conflicts of interest (Rainey, 2006). Thus, businesses frequently pick and pay more attention to some of
them, which strongly related to the business (ibid). This decision would be conducted carefully through
the measurement methods and metrics below (Ruf et al 2001). At a result, when a whole company as
well as the local area share a common viewpoint of this positive relationship, CSR system would be
able to illustrate positive effect on a big social
network included company itself and the
community, as the characteristic of social
relativism (Hirschheim and Klein 1989).
In addition, there is a monitoring road
to be balance between profits and social
benefit for a mining business. Which is the
key for the question is whether profitable

businesses are wealthy enough to splash out
on CSR as a luxury branding game, or
whether CSR and activities itself offer

Figure 5. The relationship among CSR, mediating process
and the profitability

revenues. With the current issues that the
mining company is facing, the transformation in belief and cultural inside the company is not enough,
a method to balance the profitability and CSR is necessary. The measurement should be conducted
along the project according to 4 stage (Peloza 2009):


Figure 6. Stages of Financial Impact from CSR (Source: Peloza, 2009, p.1523)



In the CSP (Corporate Social Performance) metrics, which is a means to make CSR

practical and implementing it into business (Van & Gössling, 2008), the key CSR initiatives or
policies regarding to environmental and social perspectives, such as recycling, and philanthropy are
displayed in this stage, based on the demands of local stakeholders as well as the monitoring of
variance between the firm’s damage and its advantages.


Mediating metric is essential for determining the relationship between corporate social

responsibility and profitability, since they are the mediating variables that indicate the causality
between value for stakeholder and value for shareholder. (Appendix 2)


Intermediate outcome metrics, which mainly compare the cost-based approach result and

revenue-based approach result by figure such as how far that CSR help in reduced energy expense or
Changes in risk portfolio management, are much less frequently used than end state metrics. In this
stage, cash flow and net profit are also monitoring to offer a clear comparison. (Appendix 3)




End-State metrics, including an accounting-based (ROA, ROS, ROE) approach, a market-

based (share price) approach and a perceptual approach (management survey), are perhaps the most
standard techniques for researchers to assess CSP and CFP (Peloza, 2009). (Appendix 4)


SOLUTION DEVELOPMENT AND
PROPOSAL
Regarding the problem above, the lack of integration, unity and stability of the organization.
Amburgey et. Al (1990) stated that corporate restructuring could be risky, but once it is overcome and
works, it improves the wellness of the company. In other words, operations did not operate smoothly
throughout agencies; and It is therefore essential that the paper aims to restructure the organization of
this mining business as a more suitable working network.
According to above analysis, opening the close functionality working process of CSR by
spreading the CSR conduct to other related departments, is necessary. In this case, to develop belief
and cultural of the company, the CSR system should combine Business Communication and Branding,
and Human Resource departments, while to monitoring a whole process as well as balance the CSR
process itself with the profitability, there is an essential collaboration between CSR departments and
Administration, included Finance, Commercials and Process. Within administration, the mentioned
four metrics would be applied as the backbone of the process, while other additional departments such

as Human Resource would be used as the subfunction framework.


Figure 7. Company CSR flowchart, CSR across the company

We propose a solution in which for any project launch must follow through the orders. First and
foremost, apply and execute CSR into business is essential, company practices the task by engage
stakeholders for their viewpoint, propose new strategy to shareholder for budget approval or as if their
legal matters we must plan approaches to government to settle matters by the law, company also settle
incidents in an ethical way not just for the good of the corporation but also for the benefit of the local
stakeholders. Firm damages to the ecosystems must always on monitor, because environmental
surroundings are the priorities demand of local stakeholders, as if the waste is recyclable then the waste
should be put in laboratory for research of ways to utilize the resources, however if not recyclable
should be planned for elimination for if keep existing will create pollution but more importantly there
must be planning to avoid the waste from ever be produce. In fact, mine waste storage is mentioned in
several research papers such as Geoffrey Blight (2011) or Daniel et al (2019). They realized that mine
waste deposits are really storages of low-grade mineral, which may be an existing or potential
economic value for other minerals in what is presently waste, or as a construction material, according
to Geoffrey Blight (2011). Hence, it is possible to establish a new product line and gain profit when
mine waste storage method and waste study is applied into CSR process. By these steps, CSP metrics


is conducted that is followed by mediating metric, which help in define the relationship between profit
and social responsibilities base on the understanding and knowledge from previous stage. After the
basic relationship is established, CSR activities is considered and monitored. Maintain corporate
sustainability by strengthen the internal workforce, by conduct CSR activities internally, providing
high standard working environment for employees helps boost both employees both physical and
mental health. Finally, a Sustainability report measuring company performance effectivity and of
which damages or benefit exceed the others that the company decide whether to go back to CSR
strategy planning. This would improve organizational culture and the unity in the mining company

since employees work within the departments as a network would build connections and bonds, it
helps increase productivity and efficiency.


DISCUSSION AND CONCLUSION
Compare, to the previous flowchart in problem statement part, this flowchart offers a better
solution since it presents more connection in mining firm. If the previous flowchart is system
combined different separate machine that work independently, the new solution generates a new
network where connection is highlighted, yet still in an order. This Swimlane operate more relationship
and tools to deal with a company CSR problem, which is better than a divisional structure
(mechanistic). However, each department would show a unique role. Thus, when a department fail to
commit their task, it could be replaced while a whole process would keep smoothly operate.
In addition to being a promotional tactic, CSR can also be used as a market share growth
strategy (Ruf et al 2001). Mintzberg (2000) suggests that CSR encourages a business to enter new
markets or gain competitive advantage (Appendix 5). Conversely, CSR may also be used to overcome
the detrimental impact of a corporate product or previous publicity issues. In this scenario, CSR would
be used to fix the company's bad reputation. Barnett (2012) claims that effective management of a
company's CSR program will motivate stakeholders "to ignore the past misconduct of firms”. It helps
in avoiding social punishment and achieve appreciation from stakeholders such as consumers,
consumers, vendors, manufacturers, workers, societies and governments.
In varies area, there is a huge gap in education system leads to unrealistic knowledge between
what individuals are being taught and organization requirement. These skill shortages create barrier
holding back the growth of businesses and society. The practices of corporate social responsibility
(CSR) propose as a possible solution to improve the circumstances. By applying CSR to fit the
academic needs of both existing and prospective employees, organizations can resolve the skill
shortages and help strengthen employee loyalty and work ethic. Moreover, the reputation of the
company in labour market is also improved, which makes the company become more attractive to new
skillful employees (Camilleri 2017).
As a result, to brings real profitability for a company in long-term, a model of CSR should be
implemented in variety aspects and perspectives, as mentioned, depended on which industry of the

company from the initial stage of each process.
There are many limitations in any industry with only using two of the four paradigms as the
view is not holistic and dynamic.
The functionalist model is between order and objectivism. In the optimal functionalist structure,
the strategy is to enhance the capital of the shareholders, not every stakeholder (Hirschheim and Klein,
1989), the key issue of this paradigm is that it views the environment as quantitative, which means that


when the structure is in operation, it can be evaluated and measured in order to reach the highest
standard of productivity and efficiency, which means that the mining firm can become purely a
technical process. This perspective provides little voice to those under control, and decisions are being
made top down, which can create an unequal perception of the company and its functions. Focusing on
the social relativism aspect of the mining industry approach, this viewpoint is much more fluid than the
functionalist paradigm, however positive and poor they might not be, and management decides what
they consider to be valid.
Thus, a holistic view of all four paradigms will have the best result for the business due to a
multiple viewpoint approach, which would not restrict them to only two modes of thought and possibly
open their doors to creative avenues. Moving forward the client should consider including the neohumanist perspective, this perspective would allow the top management to understand and gain insider
knowledge on the business, this knowledge will increase their ability to make informed decisions
regarding processes, culture and unity, while the employees would have more space to show out their
creativity and ability. As a result, the company performance is improved as a result. Radical
structuralism can also be seen as another example, not so much for implementation, but rather as
studying and seeing that this structure under which workers are manipulated would not be in
accordance with corporate priorities. This would especially help in highlight the hidden problem of the
structure in company or even social with criticism viewpoint. Within, radical the issue of diversity
perspectives could be seen clearly, which is a limitation of this solution. Without radical paradigm,
diversity viewpoint is theory more than application because the incomplete of the information and
understanding collection process of social relativism.
It is important that all these four paradigms are taken into account when attempting to manage
an enterprise. It is not about perspectives themselves, but rather how they overlap and incorporate in

order to give companies the best possible result in all fields of practice, since something that's a
challenge is better looked at holistically than only from a few aspects, as it allows for suggestions,
recommendations or reviews.
In contrast, there are several limitations that could not be solved even if four paradigms are
applied. Firstly, in the study about four metrics of Peloza, the specific method to conduct is not
mentioned. This is just an initial research paper and would require further study to draw out a method
for these metrics. Secondly, CSR system would be a long-term investment for company to gain profit,
yet this paper is not able to mention about the function to monitoring the timeframe. Thirdly, applying
this matrix structure immediately would cause a mess for the mining company. Because this would
cost more spending for Human Resource department to maintain the quality of communication due to
the complex of the flowcharts, compare to the previous, as well as need more time for employees to


change their working environment. The recommendation for this is that the company should accept the
initial decrease in profit, for short-term, and apply the flowchart step by step to fulfill the stakeholders’
perspectives day by day, for long-term. It can be seen that the paper would be an open discussion that
need further study to complete the flowchart as well as the process to apply it into the mining company.
To conclude, the report still proposes suitable Swimlane for illustrating flowchart with
purposeful solution, help corporate mechanical ways of operating in which way to functional into be
more social relative operating method as well as draw out a viewpoint of relationship between CSR
and company development, which is the base model for business in mining industry.


APPENDIX
Appendix 1:

Appendix 2:

Appendix 3:

Appendix 4:

Appendix 5: Competitive advantages in the market and Marketing advantages.
Moreover, since there is increasing number of consumers now trust CSR-attributed goods (Siegel and
Vitaliano, 2007), when a brand certifies its product as 'green,' it will gain a marketing advantage and
more consumers would be more likely to purchase their goods. This is because consumers believe that
the value of the 'eco certification' commodity is greater than others according to Porter and Kramer
(2006). More than building a successful image, firms can be attracted to participate on CSR to gain
free media attention and long-term public relations exposure (Vaaland, Heide & Kell 2009), in the


situation where product advertisement is becoming extremely expensive to catch the customers'
attraction. Kotler and Lee also agree that this would help for cost saving directly (2010).


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