Apple's Corporate Social Responsibility Policies

Initiative 

The main reason why businesses exist is to make profits and remain financially viable. However, organizations must also assess the impact they have on society. Corporate citizenship involves engaging in practices that support society. Also, it calls on organizations to understand that businesses do not exist in isolation. Instead, they depend on the surrounding communities to perform and achieve their objectives. Therefore, corporate social responsibility (CSR) focuses on giving back to society directly through philanthropy or indirectly by engaging in sustainable business practices (Agudelo, Jóhannsdóttir, & Davídsdóttir, 2019). CSR has evolved from a mere business consideration to a source of competitive advantage. According to D'amato et al. (2009), customers want to be associated with sustainable businesses. They are more inclined to companies that respect the environment and engage in community initiatives such as philanthropy and volunteer activities. Therefore, CSR is about ethically and morally pursuing stakeholders' interests. Besides competitive advantage, companies with an elaborate CSR strategy have a positive brand image and reputation. The organizations act in society's best interest by using sustainable energy sources, treating wastes, and supporting social initiatives. Some organizations also establish their CSR based on their ability to promote green practices. 

Apple is one of the largest technology companies in the world. The American-based company specializes in the manufacture of personal computers, computer software, and computer peripherals. The company has its headquarters in Cupertino, California. Steve Jobs founded the company in 1976 (All Answers Ltd, 2018). Despite being one of the world's most reputable companies, Apple continues to face corporate citizenship issues. Regarding its corporate citizenship, Apple has faced three fundamental issues revolving around user privacy, product quality, sustainability, and impact on the environment. For many years, consumers have associated Apple with quality products due to their consistency in meeting customer demands. However, in the recent past, Apple has received criticism for its inability to detect mistakes before publicly launching its products (All Answers Ltd, 2018). In 2011, the company also came under immense scrutiny due to its privacy policies. Investigations showed that Apple collected personal information from devices without user consent or creating a system of disabling the provision (All Answers Ltd, 2018). Notably, the company was more concerned with gathering information regarding the user's location. Apple has also received a backlash for its environmental policies. The constant call to upgrade to the newest technology has significant ecological implications as most products are abandoned (All Answers Ltd, 2018). Although the company uses recyclable materials, the manufacturing process accounts for immense greenhouse gas production. 

Despite the shortcomings, Apple has an efficient CSR policy that touches on a host of areas. Among the areas of concern include supporting local communities, empowering workers, human rights, and safety measures for employees. The company also advocates for equality and has set standards for energy consumption (Dudovskiy, 2019). Regardless of these measures, Apple must develop a comprehensive CSR strategy that solves the three identified areas. A new CSR model will have an impact on the large scale organizational change by achieving several aspects. First, Apple will revolutionize its brand image and reputation. Through corporate citizenship, companies are well-poised to appeal to the customers and increase their competitive advantage (D’amato et al., 2018). As a business strategy, CSR touches on various fundamental areas, including stakeholders, employees, customers, government, and shareholders. Some CSR guidelines are embedded in law. For instance, businesses are required to check their carbon footprint to avoid polluting the atmosphere. Also, violating labor laws such as the employment of underage persons will likely attract legal ramifications. Apple Inc. will benefit from the comprehensive CSR policies by holistically meeting stakeholders' needs in its internal and external business environment. Establishing a culture of sustainability is crucial for the longevity and prosperity of society. 

Organizational Change Approach 

Organizations are always in a continuous process to develop and become better. Sigma Six (SS) is among the most commonly used change model, especially in the manufacturing sector. SS is based on improving and streamlining processes for maximum value. As described by the authors, "Six Sigma is a project-driven management approach to improve the organization's products, services, and processes by continually reducing defects in the organization" (Dhiraj & Deepak, 2014 pp. 1). The SS methodology has holistic implications in an organization and can improve a host of aspects, including productivity, financial performance, business systems, and customer experience. The SS model has its origin in the manufacturing sector, with Motorola receiving credit as the pioneer company. According to Motorola, SS drew its strength from leveraging financial performance and increasing customer satisfaction (Rajamanoharan & Collier, 2006). Therefore, the change strategy focuses on the primary business process and the desire to achieve performance change. The operationalizing model of SS is referred to as the Design for Six Sigma (DFSS). The organization can use the approach to acquire the much-needed change. 

The DFSS utilizes a host of tools, measurements, and training approaches to enable organizations to design processes that appeal to the customer. The model involves five significant steps that include define, measure, analyze, design, and verify (Dhiraj & Deepak, 2014). During the definition stage, the company primarily focuses on the initiation of the project. The requirements and expectations of the customers are identified. The stakeholders must also specify the project boundaries and the processes involved. In the measurement step, outcomes are empirically captured to reflect the needs of the customers. The organization must have a firm and reliable data collection plan for comparison to identify underlying issues and possible shortfalls (Dhiraj & Deepak, 2014). The analysis step is arguably the most critical stage in the DFSS. The organization has an opportunity to assess the cases of the defects and the possible sources of variation. After determining the sources of variation, the stakeholders capitalize on the prospects for future improvement. The following step involves the development of a detailed design that solves the identified issues and problems. The improvement model sometimes replaces the design process. Other than establishing an entirely new project, the organization should emphasize improving methods and crafting creative alternatives (Rajamanoharan & Collier, 2006). Finally, a verification step follows to identify whether the business meets the needs of the customer. 

Goals and Objectives 

The main objective is to utilize the SS model to resolve the CSR challenges facing Apple Inc. From the analysis, Apple faces three problem areas: privacy issues, product quality, and environmental and sustainability measures (All Answers Ltd, 2018). Therefore, the objectives will touch on the three areas of concern. First, the SS model will create a change model in the organization that guarantees user privacy when using Apple devices. Secondly, the SS strategy will identify the organization's loopholes that might contribute to quality issues in Apple products. Thirdly, the organization will identify poor practices within the organization that might directly or indirectly impact the environment. Overall, the main aim of applying the SS model for Apple is to create an efficient and all-encompassing CSR model that touches on all stakeholders' concerns. Through this, the process hopes to increase Apple's competitive advantage by leveraging its reputation and brand image. 

Measurement of Goals 

The current competitive business landscape compels organizations to continually measure their performance. Measuring goals and outcomes provides an outlook of its current situation and where it expects to be in the future. The company can only measure goals and objectives by developing key performance indices (KPI) (Haddadi & Yaghoobi, 2014). Performance measurement remains a critical aspect in assessing an organization's adherence to its mission and vision. The management can measure the goals by collecting customer feedback. Through structured questionnaires, the responses given by customers can paint a picture of whether the company follows in its proposed CSR plans. Performance metrics such as profits, revenue, and growth indices will also measure how the company works on its goals. CSR directly contributes to the performance of an organization. Therefore, the business is expected to improve its performance upon rectifying the three identified areas. For example, the number of increased sales will tell Apple that individuals are more compelled to quality the products they provide. 

Implementation 

The implementation process will follow the DFSS model previously identified. Firstly, the organization will begin by defining the problem. Based on its portfolio as a tech company, stakeholders expect Apple Inc. to strengthen its privacy, bolster quality, and demonstrate a sense of environmental sustainability. Apple will exclusively deal with the three areas by establishing project boundaries and using the identified goals to guide its vision. The second step involves measurement. Through the company's information technology system, stakeholders will emphasize data collection. The collected data will assist in painting a picture of the problem involved. For instance, in the quality of products, Apple Inc. should gather complaints and cases of rejected products. The same should happen to environmental impact where the organization collects statistical figures such as carbon footprint data for analysis. The availability of the empirical evidence takes the company to the third stage of analysis. The collected data or information should be used against the organizational processes. For instance, the management should analyze the carbon footprint against the manufacturing processes employed by the company. As illustrated by Dhiraj and Deepak (2014), the analysis process allows the business to identify opportunities for the future. 

Based on the analysis outcomes, Apple will decide whether to design or improve. The decision primarily depends on the severity of the problem. If the statistics show that the company performs substantially poor in the three areas, stakeholders should consider redesigning a new structure by revamping the existing policies and practices. However, if the deviation from the ideal condition is not high, the focus should be on improvement. The team members tasked with the analysis must thoroughly assess the analytics and ensure proper decision-making at the end. Verification will be the last process, as described in the DFSS. The verification will ensure that the involved parties establish a fully-fledged model that replaces the defective one. Throughout this process, the stakeholders should not underestimate the importance of the training process. Dhiraj & Deepak engage in this discussion by saying, "Training is a key success factor in implementing Six Sigma projects successfully and should be part of an integrated approach" (Dhiraj & Deepak, 2014 pp.3). The training process should cover a wide array of aspects, including qualitative and quantitative measures and leadership. Failure to build capacity via training could result in poor performance. 

Structuring the Company 

The organizational structure has a direct influence on the performance of an organization. According to Awa (2016), the organizational structure demonstrates the reporting relationships within a company. Organizational structures differ from one organization to the other, depending on the underlying characteristics. Several organizational structures exist, but the most effective for Apple's case would be the functional organizational structure. The functional structure is known for its simplicity and cost-effectiveness. In a functional structure, functions in an organization are grouped based on the similarity of roles. The roles are clearly identified, including the authoritative and promotional pathways. Employees are strictly confined within their roles hence limiting instances of overlapping (Awa, 2016). The organization can divide work in various ways using resources, expertise, activities, and skills as the main variables. The case presents three issues that belong to different departments, including quality assurance, information technology, and sustainability. No single intervention or policy can be used to achieve a unified solution for the identified issues. Apple must, therefore, divide these roles to different departments depending on the skills and experience. The company would have achieved a functional structure by doing so. Such a move enables each department to focus on its area of expertise, thereby increasing effectiveness, efficiency, and quality. 

Employee Buy-In 

Employee buy-in occurs when the employees demonstrate their commitment to the company's missions, objectives, and goals. Through buy-in, an organization leverages a sense of engagement and willingness to engage in its future. The management of an organization must remain keen to promote employee buy-in during change management. As described in the text, "The more buy-in employees demonstrate in support of the change, the more likely the change will be successful and sustained over time" (French-Bravo & Crow 2015 pp.1). The authors continue by explaining that buy-in involves an individual's personal or professional commitment to engage in a task, process, or initiative. Without buy-in, the employees are likely to demonstrate a sense of discontent and lack of interest in the change process. Therefore, organizations must continuously work to acquire human resources' full attention during a change management process. Employee buy-in mainly deals with the psychological faculties of the worker. According to French-Bravo and Crow (2015), the three psychological conditions associated with buy-in include psychological meaningfulness, psychological safety, and psychological availability. In psychological meaningfulness, an employee remains aware that their personal investment will yield a return. Psychological safety refers to the ability to give everything without the fear of negative consequences to one's status or self-image. French-Bravo and Crow (2015) defines psychological availability as the appreciation that one has the resources required to perform a particular role. 

Apple will need to engage in several strategies and practices to ensure that they achieve employee buy-in. First, the company's management must have trust in the abilities of the workforce. As described by French-Bravo and Crow (2015), employees are more invested in a project if they have the managers' faith. Trust influences loyalty and enables the employees to fully commit to the mission and vision of the company. Apple will also need to lay out its vision and ensure that it aligns with the employees' specific goals and objectives. Personalizing tasks also forms a fundamental part of the buy-in process for the organization. Each department or employee should receive a task that plays into their strengths. The management's overall objective should be to maximize the skills and experiences of the workforce. Apple should also allow for increased creativity and innovation. The ideas of employees and staff members should apply to the process. 

Role of Leadership and Management 

Organizational leaders have a vital role to play in change implementation. They provide the resources and guide the employees towards achieving the set objectives. Leaders inspire change by communicating the vision and providing the employees with a roadmap. Resistance remains a common phenomenon that occurs during the change process. Naturally, employees favor the status quo due to the uncertainties associated with future changes (Mansaray, 2019). In this regard, the management should move quickly to alleviate any fears and doubts in the employees' minds. In Apple's case, the company will avail of the resources required to achieve the objectives required. For instance, to increase product quality, the management must improve supply chain dynamics. Environmental sustainability requires the organization to use recyclable materials and clean energy. The management will also organize a training session to acquaint the employees with the required background knowledge on the proposed changes. For instance, employees must learn the importance of environmental sustainability and the need to reduce the company's carbon footprint. The organization can also build capacity using additional means such as benchmarking and continuous education. 

The style of leadership also has a crucial process in the management of change. Different forms of leadership styles exist, including transformational, transactional, democratic, dictatorship, and laisse-fair. Transformational leaders are known for their ability to inspire and get the best out of their employees. The leaders' primary objective is to inspire a shared vision and rally every stakeholder behind it (Mansaray, 2019). Apple's management should seek to achieve change by identifying the goals and assisting the employees in attaining them. Laissez-Faire leadership also helps in achieving change. As Mansaray (2019) described, the leadership style focuses on the empowerment and providing the leaders with the much-needed autonomy to perform their roles. For instance, Apple can utilize Laissez-faire in the quest to improve the quality of the products. The emphasis will focus on incorporating ideas and providing the employees with the creative freedom to bolster their performance. However, environmental sustainability efforts require Apple to engage in transformational leadership where every person works towards a shared vision. 

Implications for Organizational Culture 

Each company in the world has a unique organizational culture that differs from the others. Culture is defined as the underlying set of values, beliefs, and perspectives that determine behavior (Ahmed & Shafiq, 2014). Organizational culture influences not only behaviors but also performance. CSR forms a critical part of an organization's moral compass. A corporate culture that hinges on morality and ethical consideration meets the needs of all the stakeholders. By accomplishing the identified goals, the organization will have placed quality, privacy, and environmental sustainability as part of the culture. The organizational culture is an abstract aspect that begins with a change in mentality. Apple will need to create a philosophical stance on the three identified areas and ensure that every member works towards them. For instance, environmental sustainability is only achievable if the workforce appreciates the value of protecting the Earth from global warming and climate change. 

Once the organization places the CSR policies, several aspects must be accomplished to strengthen the organizational culture. First, the management will emphasize continuous training and capacity building to enhance the stakeholders' understanding of privacy, quality, and environmental sustainability. Identifying the KPIs and frequent performance measurements provide the organization with the impact of the change and the influence on the organizational culture. Apple will develop a corporate ethical philosophy that captures the areas of change. The management will continuously communicate the new organizational philosophy to the employees and stakeholders in the organization. Apple should establish a brand image that communicates the new corporate culture, workforce, and general customer community. Lastly, Apple can consider informing the stakeholders about the legal ramifications of the proposed changes. For instance, infringement of privacy on mobile devices is an illegal practice. Such information will bolster positive organizational culture. 

References 

Agudelo, M. A. L., Jóhannsdóttir, L., & Davídsdóttir, B. (2019). A literature review of the history and evolution of corporate social responsibility.  International Journal of Corporate Social Responsibility ,  4 (1), 1. 

Ahmed, M., & Shafiq, S. (2014). The impact of organizational culture on organizational performance: a case study on the telecom sector. Global Journal of Management and Business Research . 

All Answers Ltd. (November 2018). Is Apple a Socially Responsible Company?. Retrieved from https://businessteacher.org/reports/is-apple-a-socially-responsible-company.php?vref=1 

Awa, K. I. (2016). Functional structure and operational issues: An examination of core challenges and remedies.  IOSR Journal of Business and Management ,  18 (1), 1-4. 

D’amato, A., Henderson, S., & Florence, S. (2009). Corporate social responsibility and sustainable business.  A Guide to Leadership Tasks and Functions ,  102 . 

Dhiraj, K., & Deepak, K. (2014). A review of the Six Sigma approach: methodology, obstacles, and benefits. Global Journal of Engineering, Design & Technology ,  3 (4), 1-5. 

Dudovskiy, J. (2019). Apple Corporate Social Responsibility (CSR). Business Research Methodology https://research-methodology.net/apple-corporate-social-responsibility-csr/ 

French-Bravo, M., & Crow, G. (2015). Shared governance: The role of buy-in in bringing about change.  Online Journal of Issues in Nursing ,  20 (2). 

Haddadi, F., & Yaghoobi, T. (2014). Key indicators for organizational performance measurement.  Management Science Letters ,  4 (9), 2021-2030. 

Mansaray, H. E. (2019). The Role of Leadership Style in Organizational Change Management: A Literature Review.  Journal of Human Resource Management ,  7 (1), 18-31. 

Rajamanoharan, I. D., & Collier, P. (2006). Six Sigma implementation, organizational change, and the impact on performance measurement systems. International Journal of Six Sigma and Competitive Advantage ,  2 (1), 48-68.