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Are the company beliefs and values openly articulated in mission statements, and do these include ethical concerns? ■Does the culture temper drive for entrepreneurship and success with a 1 tolerance for occasional failure? \ ■ Do employees feel free to bring \ problems to executives without fear of \ adverse consequences? \ ■ \s the organisation unduty concerned \ \n\\.Y\ rr\eeWr\Q short-term earnings \ XavQets, and are fear and extreme \ ^QassocVaXed \IMV\.Y\ mvss\nQ ■Is the leadership considered charismatic and possessing extraordinary powers? ■Does the leadership show an absence of reflection and unrealistically assess opportunities and constraints in the business environment? ■Are leaders committed to developing the highest standards of corporate governance, managerial judgement 1 and independence of mind in their 1 followers? ■Do the company’s recent actions and performance show evidence of unfocused and misaligned priorities? ■Do the board, senior executives and top management teams collectively have an understanding of the best 1 practices in corporate governance andinternal reporting and how these maybe aligned?mHave the responsibilities of senior executives and governance committees been properly aligned to J■Are the roles of chairman and CEO combined? If so, how are any conflicts of interest managed? ■Is there an appropriate degree of1 diversity, andare outsiderson the board? 1■Does the organisational structure provide an effective system of checks 1 and balances for governance and strategic decision making?■ Does the company have an effective and standardised system of internal controls and financial reporting?• Does the company regubrty assess changes in the business and regulations environments that have an effect on internal control systems?Is the organisation attempting toimprove strategic risk management? j
By Prof Tackura Mudyano: MCom HRM (UNISA), BCom Honours Business Management (UNISA), BCom Human Resource Management (UNISA) _ 2017_ Associate Lecturer: Strategic Management, HR management, Department of Human Resource management (UNISA)-Contact number: 078 717 3916 Email:[email protected]Page 118 Corporate citizenship: Implications for the HR function Corporate citizenship policies, practices, and mechanisms aim to influence the attitudes, behaviour, and performance of an organisation's internal and external stakeholders. Corporate citizenship initiatives also aim to make corporations more effective and more satisfying places to work in, and contribute to what is sometimes known as 'human flourishing'. Therefore, corporate citizenship shares much in common with HRM and implications for the HR function. Corporate Citizenship at Boston College assessment tool –helps enterprises manage corporate citizenship practices. Based on a series of questions/dimensions: Community - non-commercial activities that address social and environmental challenges from the very local to the global Products and services - commercial activities that find market solutions to social and