Introduction
All business organizations as well as not-for-profit organizations and public premises operate within a matrix comprising of various environments. These environments include physical, political, legal, cultural, technological, economic, and social surroundings. These diverse and at the same time interrelated environments and conditions are the main sources of factors that determine whether an organization succeeds in achieving its goals and objectives or it does not at the local, national, and international levels.
Therefore, the management of all organizations must consider and understand deeper aspects of each and every environment where their organization is conducting business or is seeking to establish itself. In fact, it is safe to argue that an organization’s major responsibilities are founded upon the complexities and issues arising from these environments in the sense that it must ensure that its culture and behavior is responsive to or in harmony with the demands of all of these environments. These environments are also to a large extent the foundation of an organization’s goals and objectives.
The purpose of this task is to discuss if Vodafone’s leadership has behaved in a socially responsible way to its stakeholders as well as the wider society. It aims to carry out a self-assessment process with respect to my personal leadership style by way of comparing, contrasting, and evaluating myself with Queen Elizabeth II. It also seeks to establish a personal development plan through which I can evaluate myself after a definite period of time and find out if I have chosen the appropriate leadership development strategies.
Social responsibility of Vodafone Company
For long business organizations’ major goal and mission was exclusively economic, that is, profit maximization and maintenance of their solvency. Currently, however, partly due to the interdependence of many groups in the society the social involvement of business has increased. Thus modern organizations have more social responsibilities and social involvement in society’s activities (Besser, 2002).
Generally, the social responsibility of an organization entails its treatment and social relations with people both inside itself, outside, and the wider societies who affect and are affected by its activities. In one sense, social responsibility refers to the social implications of business decisions made by an organization. It involves serious consideration by the management of an organization the impact of a company’s actions on society (Besser, 2002). In other words, it is the social responsiveness of an organization or the ability of an organization to relate its operations and policies to the social environment in ways that are mutually beneficial to the organization, all stakeholders including shareholders, employees, customers, suppliers, authorities and the wider society Besser (2002).
Vodafone is a giant international telecommunications company whose headquarters are based in London in the United Kingdom. It was founded in 1984 and it is presently the largest mobile telecommunications company in terms of revenue generation (Kapoor, 2010). Measured by the number of subscribers it is the second-largest mobile telecommunications company coming behind China Mobile with more than three hundred and forty million proportionate subscribers as of 2010 (Kapoor, 2010). It offers mobile phone services in more than thirty countries and has partner networks in more than forty countries worldwide.
It, for instance, owns approximately 45% of Verizon Wireless which is the largest mobile company in the US measured in terms of subscribers (Kapoor, 2010). In 2010 it was ranked as the third-largest company on the London Stock Exchange with a market capitalization of approximately £92 billion (Kapoor, 2010).
Certainly, Vodafone is one of the major Multinational Corporations (MNCs) that has realized the need to make wealth in a way that is socially and environmentally responsible, and thus sustainable (Gill, 2006; The Times 100, 2011). Vodafone’s dedication to social responsibility is clearly set out in its vision statement which connects closely with its mission (The Times 100, 2011).
Vodafone is a prime example of global business organizations that have appreciated the fact that the world does not comprise of strangers but it is made of their own neighbors and stakeholders including shareholders, employees, customers, and suppliers (Irish Academy of Public Relations, 2011; Gill (2006)). For example, in 2000 Vodafone Group Plc established a Group Corporate Responsibility team with a view to helping in the management of the group’s social and environmental impacts.
Socially, Vodafone highly respects the way its employees are treated, upholds the principle of equal opportunities for all, and safeguards the health and safety of its employees (The Times 100, 2011; Gill, 2006). Equally, Vodafone’s customers are treated with the utmost respect, and their integrity and dignity are diligently protected. For instance, from September 16 to 24 Vodafone’s customers were supplied with content from the Public Transportation Schedules division of Vodafone live free of charge (Vodafone, 2008).
Environmentally, Vodafone encourages the recycling of old phones by its customers who are either businesses or individuals in order to minimize environmental degradation by potentially dangerous materials such as cadmium from old phones (The Times 100, 2011). Through its recycling initiatives which have been running since 2002, Vodafone aims at curbing the effects of its products by supporting the advantages of delaying upgrading mobile phones by customers as well as recycling and reusing old phones. According to (The Times 100, 2011), it has been established that if mobile phone users postponed renewing their phones by one year they would save emissions of large amounts of Carbon Dioxide which is a major cause of the current global climate change (The Times 100, 2011).
Vodafone’s shareholders are part and parcel of corporate leadership with respect to the fulfillment of its social responsibilities. For instance, (The Times 100, 2011) asserts that the social responsiveness position is best illustrated by the way Vodafone reports to its shareholders as well as other stakeholders its performance. Its comprehensive Corporate Responsibility Report includes a summary of data concerning its annual environmental and social performance.
This culture ensures that shareholders are not left out on issues relating to Vodafone’s social responsibilities by way of ensuring that they approve their company’s participation in social activities besides its economic and legal commitments (The Times 100, 2011; Article 13, 2011). In addition, Vodafone partners with charity groups such as Superheroes Campaign, Solar Aid, and Global Cool Foundation UK which are committed to the promotion and protection of our environment from the harmful effects of human actions. The company also maintains a close relationship with its suppliers in order to ensure that they endorse its Corporate Responsibility principles and others.
There is strong evidence to the effect that today Vodafone is involved in various social welfare activities. According to a press release made by the company on fifteenth February 2008, in 2007 Vodafone carried out many projects in the area of social responsibility geared towards giving back to society. For example, in that year the company initiated a volunteer program for its employees dubbed ‘Day for non-profits’ and offered free public transportation schedules (Vodafone, 2008).
Through its Day for non-profits Program, Vodafone used more than one thousand hours working for not-for-profit organizations in the fields of environmental protection, organizing art workshops for children in foster homes, and offering expert consultations and talks to non-profit organizations (Vodafone, 2008). In short, Vodafone has therefore actively recognized the need to conduct its business operations morally, ethically, and with concern for its stakeholders and the general society.
A self-assessment process
Management of an organization (both for-profit and non-profit organizations) essentially involves providing leadership to internal stakeholders particularly employees as well as shareholders, donors, and financiers so as to facilitate the realization of the organizational goals and objectives (Pride, Hughes, and Kapoor, 2009). In managerial contexts leadership is the ability of an individual manager to influence stakeholders in a manner that favors the achievement of an organization’s goals and objectives. Leadership wise I can compare myself to Queen Elizabeth II.
Even though I am an avid supporter of people’s inalienable right to freedom and other liberal ideas and values, just like Queen Elizabeth II I respect traditions and religion. I am the type of leader who believes that even an individual employee’s freedom is central to his or her creativity, innovativeness and general performance, organizational as well as general societal traditional values which are in perfect harmony with an organization’s goals and objectives should be upheld and protected by all (Britishexpress, 2001).
I believe in an objective sense of moderation especially on the part of leaders. Even though I admire a lot of conservative leaders like Queen Elizabeth II I do not fear change. I believe in leadership styles that are not given to extremism. I like a leadership style that promotes, upholds, and protects individual’s liberty and yet at the same time has strong checks and balances in place, in order to ensure that people are accountable for their actions and decisions within an organization. I like people-driven organizations that respect the role of leadership in striving towards the realization of an organization’s goal.
In addition, I respect religion even though contrary to Queen Elizabeth’s II whom I admire a lot as a leader I do not believe in the concept of the state religion. Even if religion is gradually losing its influence upon peoples’ lives in this part of the world I Just like Queen Elizabeth II respect it highly. I believe religion has a special role to play in the well being of people through spiritual nourishment and behavioral shaping.
As an institution, it is significant in terms of reminding imperfect members of the society the need to promote values and virtues of moral uprightness for purposes of creating a just and orderly society in which individuals and groups can realize their goals. My strong grounding in a strong Christian background (I am a committed Catholic) similar to Queen Elizabeth’s II firm Christian background explains to a large extent my convictions regarding leadership.
Personal development plan
Effective leaders require competence, skills, and qualities so as to lead others efficiently towards the achievement of an organization’s goals and objectives. These features can only best be attained through nurturing and horning over a duration of time. The making of an effective leader thus becomes a journey that requires a road map with clear signposts in terms of a Personal Development Plan through which an individual can find out the far that he or she has gone in relation to their set of goals from time to time (Adair, 2005). As a leader, I would like to develop further five of my leadership strengths including trustworthiness, respect for others, strategic planner, independence, and creativity.
I have always admired leaders who are able to make decisions without undue influence from others and unnecessary factors provided their actions and decisions are within parameters of law and regulation. Therefore, I would like to develop my independence in decision making as a leader through conceptual knowledge, experience, mentoring, and other strategies. Also, I would like to develop my leadership creativity strengths because I believe creative leaders are always able to do ordinary things in extraordinary ways thereby bringing their organizations and societies great success (Adair, 2005).
Trustworthiness and respect for others is definitely the foundation of long-lasting and beneficial relationships not only in social institutions like marriage and family but also in business leadership and management (Adair, 2005). I, therefore, purpose to keep developing further my trustworthiness as a leader and respect for others on a daily basis. I am confident that through personal growth (intellectually, spiritually, and otherwise), self-awareness, self discipline, experience, and mentoring I can make trust and respect for all people irrespective of their status leadership qualities that people identify me with.
In order to develop my strategic planning skills, I will set time aside to further my knowledge in strategic management through post graduate studies and short term remedial courses for managers. Over the next two years, I would like to pursue my post graduate degree in strategic management and ensure that I take an active role in coming up with creative alternatives for challenges and problems facing our organization and our society through mentoring and skills-based programs like attending leadership workshops organized by institutions and organizations committed to leadership development in our society.
Reference List
Adair, J. E. (2005). How to grow leaders: the seven key principles of effective leadership development. London: Kogan Page Publishers.
Article 13. (2011). The Responsible Business Experts: Vodafone-integrating Transparency and Anti-Corruption throughout the Business. Web.
Besser, T. L. (2002). The conscience of capitalism: business social responsibility to communities. Westport, CT: Greenwood Publishing Group.
Britainexpress.com. (2001). Royal profiles: Her Majesty Queen Elizabeth II. Web.
Gill, R. (2006). Theory and practice of leadership. New York, NY: SAGE.
Kapoor, J. R. (2010). Service Marketing: Concepts & Practices. New Delhi: Tata McGraw-Hill Education.
Pride, W. M., Hughes, R. J., & Kapoor, J. R. (2009). Business. New York, NY: Cengage Learning.
The Irish Academy of Public Relations. (2011). The Director’s cut. Web.
The Times 100. (2011). Stakeholders in Recycling and Re-use at Vodafone. Web.
Vodafone.com. (2008). 2007 was a year of innovations in the area of social responsibility for Vodafone. Web.