Managerial Ethics and Social Responsibility-2

Comparison of Annual Sales Revenue and the GDP for Select Multinational Enterprises and Nations in $ Billions Text Alternative

The y-axis runs down the middle of the figure between two horizontal sets of bars that extend outward from the middle on each side in increasing numbers from bottom to top.

The x-axis has two labels. The label on the left reads sales in billions of dollars (2017). The label on the right reads gross domestic product in billions of dollars (2016).

From the bottom to the top the data comparing company sales to the gross domestic product of similar valued nations reads as follows:

Wells Fargo sales of 95 billion dollars compared to Ecuador with a GDP of 97 million dollars.

BMW with sales of 104 billion dollars compared to Ukraine with a GDP of 104 billion.

China Mobile Communications with 107 billion dollars of sales compared to Morocco with a GDP of 110 billion dollars.

Costco with 118 billion dollars in sales compared to Kuwait with a GDP of 118 billion dollars.

Amazon with sales of 135 billion dollars compared to Hungary with a GDP of 132 billion dollars.

General Motors with 166 billion dollars in sales compared to Qatar with a GDP of 166 billion dollars.

Exxon Mobile with sales of 205 billion dollars compared to Romania with a GDP of 205 billion dollars.

Apple with sales of 216 billion dollars compared to Vietnam with a GDP of 216 billion dollars.

Toyota Motor with sales of 255 billion dollars compared to Bangladesh with a GDP of 250 billion dollars.

China National Petroleum with sales of 263 billion dollars compared to Chile with a GDP of 263 billion dollars.

State Grid with sales of 315 billion dollars compared to the Philippines with a GDP of 321 billion dollars.

And at the top of the chart, Walmart with sales of 486 billion dollars compared to Belgium with a GDP of 492 billion dollars.

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Evolving Phases of Corporate Social Responsibility Text Alternative

The chart has five rows and four columns.

The top row contains headings as follows: the first column is blank. The second column reads Phases of Corporate Social Responsibility. The third column reads CSR Drivers. And the fourth column reads CSR polity instruments.

The second row reads as follows: the first column reads CSR 1 early in the 20th century but formally in the 1950s to 60s. The second column contains a few points that read Corporate Social Stewardship

Corporate philanthropy—acts of charity; Managers as public Trustee-stewards; Balancing social pressures. The second column has two points that read Executive conscience and Company image/reputation. The forth column has two points that read Philanthropic funding and Public relations.

The third row reads as follows. Column one reads CSR 2 1960s to 70s. The second column has several points as follows: Corporate Social Responsiveness,

Social impact analysis, Strategic priority for social response, Organizational redesign and training

for responsiveness; and Stakeholder mapping and

Implementation. The third column has points as follows: Social unrest or protest, Repeated corporate misbehavior; Public policy or government regulation; Stakeholder pressures think tank policy papers. The forth column has several points that reads: Stakeholder strategy; Regulatory compliance; Social audits; Public affairs function;

Governance reform; and Political lobbying.

The forth rows reads as follows: CSR 3 1980s to 90s. The second column has a few points that read: Corporate or Business Ethics; Foster an ethical corporate culture; Establish an ethical organizational climate; and Recognize common ethical principles. The third column has several points that read: Religious or ethnic beliefs;

Technology-driven value changes; Human rights pressures; Code of ethics; Ethics committee or officer or audits; Ethics training; and Stakeholder negotiations. The forth column has a two points as follows: Mission or vision or values Statements;

And CEO leadership ethics.

The forth row reads as follows: column one reads CSR 4 1990s to the present. The second column has a number of points as follows: Corporate or Global Citizenship; Stakeholder partnerships; Integrate financial, social, and environmental performance;

Identify globalization impacts; Sustainability of company and environment. The third column lists a few points as Global economic trade or investment;

High-tech communication networks; Geopolitical shifts or competition; Ecological awareness or concern; and NGO pressures. The forth column reads Intergovernmental compacts; Global audit standards; NGO dialogue; Sustainability audits or reports

.

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The Role of CSR in Business Strategy Text Alternative

A key indicates that bars in gray represent a yes response and bars in blue indicate a no response.

The y-axis contains six percentage markers labeled from left to right as: 0, 20, 40, 60, 80, and 100.

The x-axis lists three geographical groups of executives. Two horizontal bars extend out from this axis for each group. The gray bar indicates no responses and the blue bars yes responses.

From top to bottom the data reads as follows:

Asia-Pacific executives 10 percent no and 90 percent yes.

The second row reads North American executives and indicates 12 percent no and 88 percent yes.

The last row reads European executives and indicates 15 percent no and 85 percent yes.

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