Coorporate Social Responsibility

CSR

Muh. Elfriandri H - 19014002

Jose Manuel S - 19014184
Grace Rosaline - 19014089
Novia Amalia R - 19014066
Fadhil M H - 19014051
Jesica Hutagaol - 19014003
 WHAT IS 1. Sexual Harassment
- From U.S. Equal Employment Opportunity
THE Commission’s (EEOC) report nearly 300 female
PROBLEM plant employees.
THAT MMMA - 2 years prior to the EEOC charges, 26 women
had filed a private suit alleging that they had
IS FACING? been sexually harassed at the plant.
(CONT.) 2. Exaggerated Masculinity
- Women as the object of the men to cruel and demeaning
behaviour.
- Not only that, the men also taunted other men.
This abuse between men had often led to physical violence
over a six year period.

3. Labelling Sluts and Bitches

- Threatened to fire female employees if they not obey the
male’s demand.
- A few men ridiculed and subjected to harassment by male
colleagues that had tried to stand up for women
wikipedia.org
- Demeaning and demoralizing plant culture.
2. HOW WOULD MMMA LEADERS
HAVE AVOIDED THE CURRENT
SITUATION?

-By implementing strong sexual harassment

policies such as zero tolerance.

-Acted diligently and discreetly to filed

complaints.

-Provide protection to victims from any further

retaliation.

-Given the current situation at the end of the

case, what alternatives do MMMA leaders have for
improving the situation?
(CONT.)

-No alternative but to be committed to Martin’s

course of action

-Not doing so shall leave the company highly

vulnerable to law suits and significant reduction on
sales

-As part of the settlement with EEOC, they agreed

to work and be monitored by an independent panel
to promote a safe working environment - “zero
tolerance” policy
 3.WHO IS LYNN
MARTIN? HOW
DOES SHE
INVOLVED AND
INFLUENCED THIS
SITUATION?

Lynn Martin is a professor of public

management in the Management and Strategy
Department at Northwestern’s Kellogg School
of Management. She also former U.S.
Secretary of Labor.

She involved this sexual harassment case that

occurred at MMMA’s plant, shortly after being
hired by Mitsubishi.
(CONT.)

She influence the situation by made a

difference to the lawsuit. Able to comply
with executives’ request and come with a
clear action plan to guarantee that, if
committed, MMMA could overcome the
current crisis and allow MMMA become a
model workplace
 We learn from our environment and life
experience and develop different acceptable
values, beliefs and assumptions. At the national
level we consider what characterizes that
particular country have.

In this case, we have Japanese managers at

MMMA, although they are coming from a
national culture that values a collective system
as a way of survival and society tend to “prefer
warm and cooperative relations and harmony,”
and value stability v. incentives, business is
4. WHAT ARE THE greatly dominated by males.

ROLES OF
CULTURE-
NATIONAL,
FUNCTION, AND
ORGANIZATIONAL
OF MMMA?
 On the other hand, we also have American
managers at MMMA responding to a cultural
dimension of assertiveness, where individuals
are driven by incentives, value competition and
sympathize with the strong

So, These two culture (Japanese and American)

are at the functional level on the day-to-day
generated a hostile environment for women at
the plant

The lack of policy and incentives to promote

performance, contributed to a strong but
unhealthy corporate culture, where the behavior
of male employees were based on poor values
and believes, and hurting the female employee
at MMMA.

(CONT.)
THANK YOU