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Many entrepreneurs are still conducting business today according to the principle "the purpose of business is business". The focus here is primarily placed on the corporation’s profits while human relations within the enterprise are almost completely ignored. Humanity and business are, after all, seen as two mutually exclusive concepts. However, results of studies undertaken by well-known research institutes, such as Gallup, indicate this management style to be inefficient for businesses in the long run as the resulting low emotional bond of employees with their companies generates high costs for organizations.
For this reason, the present paper examines the extent to which humanity and business are really two mutually exclusive ideas and provides an answer to the research question of whether taking a human approach in a business is a crucial factor for its success. In addition, the possible effects resulting through the integration of humanity in business are analyzed.
To provide an answer to the research question, the currently most recent working challenges in organizations as well as their corresponding demands were first worked out. Subsequently, the human being - with a specific focus on human emotions and emotional needs – was closer examined due to its significance in the company. Finally, the possible effects achieved by taking a human approach in a business were presented on the basis of two already human-oriented corporations. All researches were predominantly based on primary sources as well as on the results of a self-conducted qualitative interview.
The results of all investigations clearly suggest that taking a human approach in an organization is a decisive factor for its success. In addition, it was established that human interactions even help enterprises in achieving astonishingly quick and long-lasting financial successes.
It is therefore plain that it is necessary for companies pursuing the goal to be successful in the long-term to break free from the common principle of "the purpose of business is business" and instead be more open to new forms of management, such as "Humanity and Business".
This research paper aims to provide an overview of companies listed in the German DAX, MDAX and SDAX indices that have been involved in prosecution procedures directly contradicting their Corporate Social Responsibility strategies and how they present themselves as a Corporate Citizen. The terms Corporate Citizenship and Corporate Social Responsibility will be further defined and the reasons companies implement them elaborated. The results will be structured according to the stock index they belong to and whether they had any active prosecution procedures by government organizations against them during the last ten years that would go against their Corporate Citizenship strategy. The end result will be judged in terms of how a company can propagate certain values while being investigated for actions that directly contradict them and whether it could be considered hypocritical for companies to be involved in them while claiming to be a “good” Corporate Citizen.
In 2013 China's President Xi Jinping announced a new project. In his vision, the Belt and Road Initiative (BRI) creates and opens trade routes between China and western countries, mostly the Middle East, Central Asia, Afrika, and Europe, via maritime and land routes. These trade corridors should establish and improve trade relationships often by high investments in the infrastructure.
The motivation behind the initiative is manifold. On the one hand, China wants to become more independent from the Western industrialized countries by building a new economic system. On the other hand, it wants to consolidate and expand its geopolitical influence.
China's state-owned banks have been the largest investors in the Belt and Road Initiative so far, but China has also been able to attract major EU countries such as Germany, France, the UK, and others to jointly establish the Asian Infrastructure Investment Bank (AIIB) and invest in BRI projects through it.
Although German companies are hoping to participate in the Belt and Road because they expect significant economic benefits, the German government is refraining from concluding an agreement with China for the time being. The EU is somewhat skeptical about the initiative, but no sanctions or interventions have been taken from its side so far. Yet, the EU is split, and countries such as Greece or Italy have already signed an agreement with China and thus received financial support for their infrastructure.
This bachelor thesis explains the Belt and Road Initiative in detail, tries to highlight the motives behind it and illustrates the impact the Belt and Road Initiative has on Germany and the EU and which implications this has for the German economy.
Many companies are facing a talent shortage and are not able to fill vacancies with qualified candidates. With the supply and demand of skilled labour being out of equilibrium, companies have realised the necessity to recruit external talent more strategically. One way to transition the mindset to a “talent-focused” approach is to consider students entering the labour market as a source of talent.
The present research aims to define the organisational prerequisites companies require to successfully engage with universities as part of their talent acquisition strategy. While the literature review gives insights into the theories and common practices, the empirical work is dedicated to capturing how companies internally orchestrate their university recruitment. Based on interviews, hypotheses on the ownership of university recruitment, management of talent pools, selection of partner universities, the way talents are attracted, and the motivation of company ambassadors were tested.
The analysis of the interviews yielded that companies can succeed in university recruitment when they can clearly articulate the type of vacancies that should be filled with graduates. Using TRM software to manage Talent Pools can help companies to channel their recruiting activities. However, only one interviewed company used software for talent management. Furthermore, the research has shown that companies tend to rely on partner universities in close proximity to their office first, before aligning the selection of the target universities to the overall business strategy. Also, companies are most successful in attracting candidates when they involve the business line in university events such as career fairs or lectures. That goes along with the finding that the employees are generally intrinsically motivated to support HR in such activities, and no further incentives are needed.