Civil Society: Definition

Civil society is composed of the voluntary,
community, and social organizations or
institutions that contribute to the functioning
of society but are not related to or supported
by government.
Chapter 13
Copyright © 2008 McGraw-Hill Ryerson Ltd.
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Non-Governmental Organizations
(NGOs): Definition

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Any group that holds shared values or
attitudes about an issue confronting society
and advocates for changes relating to the
issue.
Usually, but not always, non-profit.
Chapter 13
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NGO Societal Issues Most Relevant to
Business
Animal rights
 Technology
 Economic
 Social
development
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Workers’/human
rights
 Environment
 Religious
activism
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Copyright © 2008 McGraw-Hill Ryerson Ltd.
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The Case for NGOs
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Identifying opportunities and risks
Influence on public opinion
Innovation possibilities
Reputation and trust by the public
Expertise on specific issues
Employee engagement
Chapter 13
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NGO Tactics
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Pressure on governments to
change policies
Damaging publicity
Disrupt annual meetings
Develop shareholder social
policy resolutions
Damaging physical property
Picket managers’ homes
Sponsor demonstrations or
picket corporate locations
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Organize boycotts
Launch letter-writing
campaigns
Initiate legal proceedings
Develop anti-business
websites
Support anti-business
documentaries
Provide support for
alternative sources of
goods and services (e.g.,
fair-trade products)
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NGO Tactics in Practice
 NoLogo
 Naomi
Chapter 13
Klein
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Strategies for Relationships
with NGOs
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Proactively engage NGO
Do not underestimate NGO’s influence
Reversing a decision from a project shouldn’t
be viewed as a defeat
Sometimes selective concessions are
sufficient
Sometimes better to deal with “realist” NGO,
not radical ones
A preemptive strategy may be feasible
Chapter 13
Copyright © 2008 McGraw-Hill Ryerson Ltd.
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Partnership Relationships
with NGOs
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Four key ingredients to a successful
partnership:
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Corporate and NGO leaders must show
leadership
The corporation must be open to change
Must be a commitment to being committed
Partners must have a shared goal
Source: Canadian Business for Social Responsibility, 2005
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Copyright © 2008 McGraw-Hill Ryerson Ltd.
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The Media Stakeholder

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Dealing with the media is part of managers’
responsibilities
Legitimacy of business is dependent upon
public’s knowledge of events and issues
Information spread through newspapers,
periodicals, radio, television, and social
media (i.e., online technologies)
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The Interaction Between
Business and the Media
Business complaints:
 Reporters not
sufficiently
knowledgeable
 Only interested in “bad”
news
 Inherent bias
 Do not respect “off-therecord” comments
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Media complaints:
 Businesspeople
dishonest
 Use excuse that they
are only accountable to
shareholders
 Overreact to reporting
process
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Ownership and the Media

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Business enterprises now own and operate major
media outlets.
Issues:
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Newspaper monopolies
Interlocking ownership between print and broadcasting
media
Licensing process favours some corporations over others
Newspaper chains more focused on profits than
professional journalism
Chapter 13
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Changes in Media Attitudes Toward
Business
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Now increased coverage of business and
CSR in the media
Now more favourable approach to business
coverage
Business more prepared to work with the
media
The media as a stakeholder influences
business, but business can also influence the
media
Chapter 13
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Policy Development Institutions
(Think Tanks)
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An organization that researches and analyzes
various important social, economic, and political
issues confronting society
Funded by government, corporations, trade unions,
wealthy individuals, universities
Examples: C.D. Howe Institute, Conference Board
of Canada, Fraser Institute
Chapter 13
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Religious Institutions
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Influence of religion on business:
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The impact on managerial decision making
The existence of businesses supplying religious
goods and services
Spirituality in the workplace
Corporate response to religious activism
Chapter 13
Copyright © 2008 McGraw-Hill Ryerson Ltd.
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Educational Institutions

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Business now involved in the educational
system from kindergarten to university
Two distinct approaches:
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Mutually beneficial partnership; or
Educational institutions should be unencumbered
from corporate influence
Chapter 13
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