Organisational Behaviour Csr

There are a few dimensions that corporate social responsibility (CSR) can be applied to. They are mainly targeted towards environmental, social, economic, voluntariness and stakeholder elements. (Dahlsrud 2006)

CSR is to 'treat the stakeholders of the firm ethically or in a responsible manner' (Hopkins, 2003). This depicts CSR as a double-edged sword, using it as an ethical stance as well as an organization strategy. By means of ethical stance, it allows the company to perform CSR without expecting any form of rewards or benefits to the company. On the other hand, CSR can be advantageous for the firm in enhancing its profitability because by fulfilling the needs of the various stakeholders, the firm will put itself in a position to receive greater incentives.

Organisational behaviour is a study of employees' behaviours and how will it affect the overall performance of the business.

In 2003, Breadtalk contributed in the National Kidney Foundation charity show. In addition, they started a project that nurtures young local talents in music compositions in order to promote the arts scene within Singapore (Breadtalk 2003).In 2008, Breadtalk created the peace panda buns in order to raise donations for the victims affected by the Sichuan earthquake. All proceeds were donated to the affected.

Being active in CSR programs helps improve the company's branding. In addition, as employees, they will feel a sense of belonging and portray strong commitment towards their work which will in turn generate profits for the business. The implementation of CSR not only gives back to the society, but also allows employees to feel proud that they can contribute to the society as well. Thus, creating greater work satisfaction.

Although situated locally, different cultures do exist in the company during course of work. Understanding the cultural differences between countries are important to the managers at Breadtalk because of a diversity of employees they hire. Understanding workers' cultural behaviours will help the managers in effectively carrying out their job and keeping the employees motivated at all times. By having the knowledge of their clients' cultures and their way of doing business, it also ensure deals to be clinched smoothly and successfully.

(Hofstede n.d.)

The figure above shows the scores of the five dimensions of national cultures by geert-hofstede. The five dimensions are power distance, individualism, masculinity, uncertainty avoidance and long term orientation. In the aspect of power distance, it is high for Singapore. It means that command and respect are given to the higher authority at work. Not only at work, but within families, there is respect for the elderly or older siblings. Individualism is not highly practised in the