The Functions of Management in the Implementation

of CSR programs and Practices Used

By engaging in corporate social responsibility (CSR) activities, companies can not only generate
favorable stakeholder attitudes and better support behaviors (e.g. purchase, seeking employment,
investing in the company), but also, over the long run, build corporate image, strengthen stakeholder–
company relationships, and enhance stakeholders' advocacy behaviors. (Bhattacharya & Sen, 2010, p.8)
Implementation of CSR is important for companies to sustain, and to achieve its goals.
Management, plays an important role in this implementation of CSR programs, as it is being defined as the process
of planning, organizing, leading and controlling the activities of an organization effectively and efficiently to
achieve company’s goal.
The primary function of management is planning, this is significant, since this is where the goals and objectives of
the company is being set, this is where the formulation of plans happen. It is important for a company

setting the direction and goals of an organization, establishing a system that will define the activities of the
organization, and formulating a plan to ensure that the system works toward achieving the goals of an organization.
Planning is significant because it is initial task that defines all the other management functions.
Planning is by nature an intellectual exercise because decision making is a very crucial part in planning meticulous
deliberation is required. Goals must be clearly established, and these should adhere to the vision and mission of the
company. Strategies should be presented in detail to clearly determine the course the company will take in achieving
its goals.
Planning is also a continuous process. Strategies may be revised and changed depending on the circumstances, and
these changes have an impact on the operations of the company.

Du, S., Bhattacharya, C. B., & Sen, S. (2010). Maximizing business returns to corporate social
responsibility (CSR): The role of CSR communication. International journal of management
reviews, 12(1), 8-19.