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    88 Gap Goes Public On Social Responsibility

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    Zarmina Naseer
    Gap realized it needed to improve its public reporting on social responsibility efforts after facing protests. It launched a stakeholder engagement strategy, cultivating close relationships with labor groups, human rights organizations, and others over long periods. This transformed Gap's brand from one associated with sweatshops to one recognized for its social responsibility work. Gap is in phase 3 of social responsibility policy conversion, with commitment from top managers and employees across the organization, including millions spent improving overseas factories and $60 million donated to non-profits. Gap's approach is based on obligations, responsibility, and responsiveness, as maintaining factories peacefully requires qualified managers, trust, imposed responsibilities, and considering customer responses.

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    88 Gap Goes Public On Social Responsibility

    Uploaded by

    Zarmina Naseer
    26 views1 page
    Gap realized it needed to improve its public reporting on social responsibility efforts after facing protests. It launched a stakeholder engagement strategy, cultivating close relationships with labor groups, human rights organizations, and others over long periods. This transformed Gap's brand from one associated with sweatshops to one recognized for its social responsibility work. Gap is in phase 3 of social responsibility policy conversion, with commitment from top managers and employees across the organization, including millions spent improving overseas factories and $60 million donated to non-profits. Gap's approach is based on obligations, responsibility, and responsiveness, as maintaining factories peacefully requires qualified managers, trust, imposed responsibilities, and considering customer responses.

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    88 GAP GOES PUBLIC ON SOCIAL RESPONSIBILITY

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    Gap realized it needed to improve its public reporting on social responsibility efforts after facing protests. It launched a stakeholder engagement strategy, cultivating close relationships with labor groups, human rights organizations, and others over long periods. This transformed Gap's brand from one associated with sweatshops to one recognized for its social responsibility work. Gap is in phase 3 of social responsibility policy conversion, with commitment from top managers and employees across the organization, including millions spent improving overseas factories and $60 million donated to non-profits. Gap's approach is based on obligations, responsibility, and responsiveness, as maintaining factories peacefully requires qualified managers, trust, imposed responsibilities, and considering customer responses.

    Copyright:

    © All Rights Reserved
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    Download as docx, pdf, or txt
    26 views1 page

    88 Gap Goes Public On Social Responsibility

    Uploaded by

    Zarmina Naseer
    Gap realized it needed to improve its public reporting on social responsibility efforts after facing protests. It launched a stakeholder engagement strategy, cultivating close relationships with labor groups, human rights organizations, and others over long periods. This transformed Gap's brand from one associated with sweatshops to one recognized for its social responsibility work. Gap is in phase 3 of social responsibility policy conversion, with commitment from top managers and employees across the organization, including millions spent improving overseas factories and $60 million donated to non-profits. Gap's approach is based on obligations, responsibility, and responsiveness, as maintaining factories peacefully requires qualified managers, trust, imposed responsibilities, and considering customer responses.

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    © All Rights Reserved
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    of 1

    Q1.

    Should Gap publicly report its social responsibility results in detail, even if every objective
    has not been completely achieved?

    ANS.Yes,GAP did not right to publically report its corporate social responsibility in detail because
    protestors were targeting the company, the GAP realized that it needed to overhaul the way it interacted
    with its critics. So the company launched a strategy of stakeholder engagement. The GAP had cultivated
    close relationship with labor groups, human rights organizations, governments and other stakeholders
    through sustained and action-oriented engagement a long, hard process that had transformed a brand
    associated with sweatshops and child labor into a company recognized for corporate social
    responsibility, to the kind of organization that people were willing to give the benefit of the doubt.

    Q2.Do you think Gap’s conversion of social responsibility policies into action is in phase 1, phase 2 or
    phase 3?Explain.

    ANS.GAP’S has embraced the phase 3 conversion .Its top manager CEO Paul Pressler, has encouraged
    social responsibility at all organizational levels and received commitment of Gap’s personnel through
    spending millions to overseas factories. In addition to this $60 million are donated to non profit
    organizations with providing some time off to the employees so that can help in other causes.

    Q3. Is Gap’s approach to social responsibility based on obligation, responsibility, or responsiveness?


    Support your answer.

    ANS.Yes GAP’S approach to social responsibility is based on obligations responsibility and responsiveness
    because keeping and managing the factory in a peaceful and successful manner is quite a hard job. For
    this one have to hire several managers that too qualified ones. The trust and honesty also plays
    important role. The CEO of the company have to hire several middleman in order to make this process
    work. For the stability of the company and its outlet several rules responsibilities have to be imposed and
    along with that the customers response will also be taken into account.

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