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Essay / Research Paper Abstract
A 6 page paper that focuses on three multinational corporations who have operations in Brazil. The essay reports and discusses CSR activities of Archer Daniels Midland Company, Diageo plc, and Chiquita in Brazil. The writer comments on how the corporate culture supports these activities. Bibliography lists 11 sources.
Page Count:
6 pages (~225 words per page)
File: MM12_PGmsncsr.RTF
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Unformatted sample text from the term paper:
(2005) cited research from Brazilian historians and secret police documents that revealed that in the 1960s and 1970s, some multinational auto corporations, including Volkswagen, Chrysler and others, supported Brazils dictatorship
government by giving them lists of workers who were suspected of being union activists. The purpose was to keep workers in line, to keep wages low and to keep workers
and citizens suppressed (Van Auken, 2005). This is an example of how multinational corporations may choose to do what they need to do to operate their businesses at the lowest
possible cost. It is also an example of how multinationals ignore corporate social responsibility and established a corporate culture that is built on fear. That was a long time ago
and this researcher could not find any sources reporting similar actions today. The number of multinational corporations in Brazil has been on an upswing for years. Ray (2003) reported that
in Summer 2003, Archer Daniels Midland Company (ADM) began construction of "five grain origination and storage silos in Brazil." Four are located in Matto Grosso and one is in Matto
Grosso do Sul (Ray, 2003). The company already had 80 silos located in Brazil, Bolivia and Paraguay (Ray, 2003). Soybean production is high in both states (Ray, 2003). ADMs headquarters
are located in Decatur, Illinois; it is "one of the largest agricultural processors in the world" (ADM, 2007). Like many multinationals, Archer Daniels Midland Company (ADM) promotes the same
code of conduct, the same expectations in corporate citizenship in all its locations. For instance, ADM translates their Code of Conduct into Spanish for its operations in Brazil (The Business
Roundtable, 2001). They hold training sessions on the Code in every location (The Business Roundtable, 2001). To keep communication channels open between management and employees, ADM has regular meets, telephone
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