Tata Institute of Social Science

8/3/2019 Tata Institute of Social Science

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PROJECT REPORT ON

Corporate social responsibility

In Partial Fulfillment of Requirement for the Post Degree of

Master in Management Studies

Submitted By:

MR. WASEEM KHAN

Roll no: 112

Div: IIMMS I

Year 2011-2012

Mahatma Gandhi Missions

Institute Of Management Studies & Research

Sector 18, Kamothe, Navi Mumbai, 410


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Project Certificate

This is to certify that the project entitled Corporate Social Responsibility

at MGMs Institute of Management Studies & Research by Mr. Khan Waseem Sadique

in Partial fulfillment ofMMS degree Sem I examinationhad not been Submitted for any

othercourse undergone by the candidate.

It is further certified that he has completed all required phases of the project.

_________________Prof. Shilpa Sethi

(Project Guide)

_________________(Dr.Ritu Bhattacharya)

(Principal)

Internal Examiner college seal


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INTRODUCTION

I Mr., Khan Waseem Sadique did project on Corporate Social

Responsibility on well known institute, TATA INSTITUTE OF SOCIAL SCIENCE.

Corporate Social Responsibility (CSR), also called corporate conscience, corporate

citizenship, social performance, orsustainable responsible business/ Responsible

Business is a form ofcorporateself-regulation integrated into abusiness model.

CSR policy functions as a built-in, self-regulating mechanism whereby businesses

monitors and ensures its active compliance with the spirit of the law, ethical standards,

and international norms

.

The goal of CSR is to embrace responsibility for the company's actions and encourage a

positive impact through its activities on the environment, consumers, employees,

communities, stakeholders and all other members of thepublic sphere.
http://en.wikipedia.org/wiki/Corporatehttp://en.wikipedia.org/wiki/Self-policinghttp://en.wikipedia.org/wiki/Business_modelhttp://en.wikipedia.org/wiki/Norm_(sociology)http://en.wikipedia.org/wiki/Stakeholder_(corporate)http://en.wikipedia.org/wiki/Public_spherehttp://en.wikipedia.org/wiki/Self-policinghttp://en.wikipedia.org/wiki/Business_modelhttp://en.wikipedia.org/wiki/Norm_(sociology)http://en.wikipedia.org/wiki/Stakeholder_(corporate)http://en.wikipedia.org/wiki/Public_spherehttp://en.wikipedia.org/wiki/Corporate


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ACKNOWLEDGEMENTACKNOWLEDGEMENT

It gives me pleasure to bring out this project on:

Corporate social responsibilityCorporate social responsibility

First of all we thank our Project Guide PROF.SHILPA SETHI

who gave me intelligent and valuable suggestion and encourage me to

work on this project.

It is indeed a matter of great pleasure and privilege to work on this

project titled CORPORATE SOCIAL RESPONSIBILITY. It was not

until I took up this project that we realize that how much we had to rely

upon the selfless efforts and goodwill of others. There were many who

helped us during the development of the project.

.

Mr. Khan Waseem Sadique


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INDEX

1 Title page 1

2 Certificate page 2

3 Introduction 3

4 Acknowledgement 4

5 Index 5

6 Introduction to C S R? 6

7 Definition of C S R 7

8 Potential Business Benefits 8

9 Corporate social responsibility towards society 11

10 Criticism against CSR 15

11 Tata Institute of Social science 17

12 TISS Milestone 22

13 Research 34

14 Conclusion 43

15 Reference And Bibliography 44


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CORPORATE SOCIAL RESPONSIBILITY

Corporate social responsibility (CSR, also called corporate conscience, corporate

citizenship, social performance, or sustainable responsible business/ Responsible

Business)[1] is a form of corporate self-regulation integrated into a business model. CSR

policy functions as a built-in, self-regulating mechanism whereby businesses monitors and

ensures its active compliance with the spirit of the law, ethical standards, and

international norms. The goal of CSR is to embrace responsibility for the company's

actions and encourage a positive impact through its activities on the environment,

consumers, employees, communities, stakeholders and all other members of thepublic

sphere.

The term "corporate social responsibility" came into common use in the late 1960s and

early 1970s after many multinational corporations formed the term stakeholder, meaning

those on whom an organization's activities have an impact. It was used to describe

corporate owners beyond shareholders as a result of an influential book by R. Edward

Freeman, Strategic management: a stakeholder approach in 1984.[2] Proponents argue that

corporations make more long term profits by operating with a perspective, while critics

argue that CSR distracts from the economic role of businesses. Others argue CSR is

merely window-dressing, or an attempt to pre-empt the role of governments as a watchdog

over powerful multinational corporations.

CSR is titled to aid an organization's mission as well as a guide to what the company

stands for and will uphold to its consumers. Developmentbusiness ethics is one of the

forms ofapplied ethics that examines ethical principles and moral or ethical problems that

can arise in a business environment.ISO 26000 is the recognized international standard for
http://en.wikipedia.org/wiki/Corporate_social_responsibility#cite_note-0http://en.wikipedia.org/wiki/Self-policinghttp://en.wikipedia.org/wiki/Business_modelhttp://en.wikipedia.org/wiki/Norm_(sociology)http://en.wikipedia.org/wiki/Stakeholder_(corporate)http://en.wikipedia.org/wiki/Public_spherehttp://en.wikipedia.org/wiki/Public_spherehttp://en.wikipedia.org/wiki/Stakeholder_(corporate)http://en.wikipedia.org/wiki/R._Edward_Freemanhttp://en.wikipedia.org/wiki/R._Edward_Freemanhttp://en.wikipedia.org/wiki/Corporate_social_responsibility#cite_note-1http://en.wikipedia.org/wiki/Display_windowhttp://en.wikipedia.org/wiki/Multinational_corporationshttp://en.wikipedia.org/wiki/Business_ethicshttp://en.wikipedia.org/wiki/Applied_ethicshttp://en.wikipedia.org/wiki/ISO_26000http://en.wikipedia.org/wiki/Corporate_social_responsibility#cite_note-0http://en.wikipedia.org/wiki/Self-policinghttp://en.wikipedia.org/wiki/Business_modelhttp://en.wikipedia.org/wiki/Norm_(sociology)http://en.wikipedia.org/wiki/Stakeholder_(corporate)http://en.wikipedia.org/wiki/Public_spherehttp://en.wikipedia.org/wiki/Public_spherehttp://en.wikipedia.org/wiki/Stakeholder_(corporate)http://en.wikipedia.org/wiki/R._Edward_Freemanhttp://en.wikipedia.org/wiki/R._Edward_Freemanhttp://en.wikipedia.org/wiki/Corporate_social_responsibility#cite_note-1http://en.wikipedia.org/wiki/Display_windowhttp://en.wikipedia.org/wiki/Multinational_corporationshttp://en.wikipedia.org/wiki/Business_ethicshttp://en.wikipedia.org/wiki/Applied_ethicshttp://en.wikipedia.org/wiki/ISO_26000


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CSR. Public sector organizations (the United Nations for example) adhere to the triple

bottom line (TBL). It is widely accepted that CSR adheres to similar principles but with

no formal act of legislation. The UN has developed the Principles for Responsible

Investment as guidelines for investing entities.

Corporate social responsibility is basically a concept whereby companies decide

voluntarily to contribute to a better society and a cleaner environment. Corporate social

responsibility is represented by the contributions undertaken by companies to society

through its business activities and its social investment. This is also to connect the

Concept of sustainable development to the companys level.

Over the last years an increasing number of companies worldwide started promoting their

Corporate Social Responsibility strategies because the customers, the public and the

investors expect them to act sustainable as well as responsible. In most cases CSR is a

result of a variety of social, environmental and economic pressures.

The Term Corporate Social Responsibility is imprecise and its application differs. CSR

can not only refer to the compliance of human right standards, labor and social security

arrangements, but also to the fight against climate change, sustainable management of

natural resources and consumer protection.

The concept of Corporate Social Responsibility was first mentioned 1953 in the

publication Social Responsibilities of the Businessman by William J. Bowen. However,

the term CSR became only popular in the 1990s, when the German Betapharm, a generic

pharmaceutical company decided to implement CSR. The generic market is characterized

by an interchangeability of products. In 1997 a halt in sales growth led the company to the
http://en.wikipedia.org/wiki/Triple_bottom_linehttp://en.wikipedia.org/wiki/Triple_bottom_linehttp://en.wikipedia.org/wiki/UNhttp://en.wikipedia.org/wiki/Principles_for_Responsible_Investmenthttp://en.wikipedia.org/wiki/Principles_for_Responsible_Investmenthttp://en.wikipedia.org/wiki/Triple_bottom_linehttp://en.wikipedia.org/wiki/Triple_bottom_linehttp://en.wikipedia.org/wiki/UNhttp://en.wikipedia.org/wiki/Principles_for_Responsible_Investmenthttp://en.wikipedia.org/wiki/Principles_for_Responsible_Investment


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realization that in the generic drugs market companies could not differentiate on price or

quality. This was the prelude for the company to adopt CSR as an expression of the

companys values and as a part of its corporate strategies. By using strategic and social

commitment for families with chronically ill children children, Betapharm took a strategic

advantage.

In July 2001, the European Commission decided to launch a consultative paper on

Corporate Social Responsibility with the title Promoting a European Framework for

Corporate Social Responsibility. This paper aimed to launch a debate on how the

European Union could promote Corporate Social Responsibility at both the European and

international level.


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Definitions of social responsibility

Corporate social responsibility (CSR) is:

An obligation, beyond that required by the law and esconomics, for a firm to

pursue long term goals that are good for society

The continuing commitment by business to behave ethically and contribute to

economic development while improving the quality of life of the workforce and

their families as well as that of the local community and society at large

About how a company manages its business process to produce an overall positive

impact on society

Corporate social responsibility means:

Conducting business in an ethical way and in the interests of the wider community

Responding positively to emerging societal priorities and expectations

A willingness to act ahead of regulatory confrontation

Balancing shareholder interests against the interests of the wider community

Being a good citizen in the community


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POTENTIAL BUSINESS BENEFITS

The scale and nature of the benefits of CSR for an organization can vary depending on the

nature of the enterprise, and are difficult to quantify, though there is a large body of

literature exhorting business to adopt measures beyond financial ones (e.g., Deming's

Fourteen Points, balanced scorecards). Orlitzky, Schmidt, and Rynes found a correlation

between social/environmental performance and financial performance. However,

businesses may not be looking at short-run financial returns when developing their CSR

strategy.

The definition of CSR used within an organization can vary from the strict "stakeholder

impacts" definition used by many CSR advocates and will often include charitable

efforts and volunteering. CSR may be based within the human resources,business

development or public relationsdepartments of an organization, or may be given a

separate unit reporting to the CEO or in some cases directly to theboard. Some companies

may implement CSR-type values without a clearly defined team or programme.

Thebusiness case for CSR within a company will likely rest on one or more of these

arguments:
http://en.wikipedia.org/wiki/W._Edwards_Deminghttp://en.wikipedia.org/wiki/Balanced_scorecardhttp://en.wikipedia.org/wiki/Philanthropyhttp://en.wikipedia.org/wiki/Philanthropyhttp://en.wikipedia.org/wiki/Volunteeringhttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Business_developmenthttp://en.wikipedia.org/wiki/Business_developmenthttp://en.wikipedia.org/wiki/Public_relationshttp://en.wikipedia.org/wiki/CEOhttp://en.wikipedia.org/wiki/Board_of_directorshttp://en.wikipedia.org/wiki/Business_casehttp://en.wikipedia.org/wiki/W._Edwards_Deminghttp://en.wikipedia.org/wiki/Balanced_scorecardhttp://en.wikipedia.org/wiki/Philanthropyhttp://en.wikipedia.org/wiki/Philanthropyhttp://en.wikipedia.org/wiki/Volunteeringhttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Business_developmenthttp://en.wikipedia.org/wiki/Business_developmenthttp://en.wikipedia.org/wiki/Public_relationshttp://en.wikipedia.org/wiki/CEOhttp://en.wikipedia.org/wiki/Board_of_directorshttp://en.wikipedia.org/wiki/Business_case


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Human resources

A CSR program can be an aid to recruitment and retention, particularly within the

competitivegraduate student market. Potential recruits often ask about a firm's CSR policy

during an interview, and having a comprehensive policy can give an advantage. CSR can

also help improve the perception of a company among its staff, particularly when staff can

become involved through giving, fundraising activities or community volunteering. CSR

has been found to encourage customer orientation among frontline employees.

Risk management

Managing riskis a central part of many corporate strategies. Reputations that take decades

to build up can be ruined in hours through incidents such as corruption scandals or

environmental accidents. These can also draw unwanted attention from regulators, courts,

governments and media. Building a genuine culture of 'doing the right thing' within a

corporation can offset these risks.

Brand differentiation

In crowded marketplaces, companies strive for a unique selling proposition that can

separate them from the competition in the minds of consumers. CSR can play a role in

building customer loyalty based on distinctive ethical values. Several majorbrands, such

as The Co-operative Group, The Body Shop and American Apparel are built on ethical

values. Business service organizations can benefit too from building a reputation for

integrity and best practice.
http://en.wikipedia.org/wiki/Recruitmenthttp://en.wikipedia.org/wiki/Graduate_schoolhttp://en.wikipedia.org/wiki/Riskhttp://en.wikipedia.org/wiki/Unique_selling_propositionhttp://en.wikipedia.org/wiki/Brandshttp://en.wikipedia.org/wiki/The_Co-operative_Grouphttp://en.wikipedia.org/wiki/The_Body_Shophttp://en.wikipedia.org/wiki/Recruitmenthttp://en.wikipedia.org/wiki/Graduate_schoolhttp://en.wikipedia.org/wiki/Riskhttp://en.wikipedia.org/wiki/Unique_selling_propositionhttp://en.wikipedia.org/wiki/Brandshttp://en.wikipedia.org/wiki/The_Co-operative_Grouphttp://en.wikipedia.org/wiki/The_Body_Shop


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License to operate

Corporations are keen to avoid interference in their business

through taxation orregulations. By taking substantive voluntary steps, they can persuade

governments and the wider public that they are taking issues such as health and safety,

diversity, or the environment seriously as good corporate citizens with respect to labour

standards and impacts on the environment.

IMPACT OF CORPORATE SOCIAL RESPONSIBILITY

Corporate social responsibility (CSR) isn't just about doing the right thing. It means

behaving responsibly, and also dealing with suppliers who do the same. It also offersdirect business benefits. See the page in this guide on how to benefit from corporate social

responsibility.

Building a reputation as a responsible business sets you apart. Companies often favor

suppliers who demonstrate responsible policies, as this can have a positive impact on how

they are perceived by customers.

Some customers don't just prefer to deal with responsible companies, but insist on it. The

Co-operative Group, for instance, place a strong emphasis on its corporate social

responsibility and publishes detailed 'warts and all' reports on its performance on a widerange of criteria - from animal welfare to salt levels in its pizzas. Find out about The Co-

operative Group's approach to CSR on the Co-operative Group website- Opens in a new

window.

Reducing resource use, waste and emissions doesn't just help the environment - it saves

you money too. It's not difficult to cut utility bills and waste disposal costs and you can

bring immediate cash benefits. For more information read our guide on how to save

money by reducing, reusing and recycling waste.

There are other benefits too:

A good reputation makes it easier to recruit employees.

Employees may stay longer, reducing the costs and disruption of recruitment.

Employees are better motivated and more productive.

CSR helps ensure you comply with regulatory requirements.
http://en.wikipedia.org/wiki/Taxationhttp://en.wikipedia.org/wiki/Regulationshttp://en.wikipedia.org/wiki/Health_and_safetyhttp://www.businesslink.gov.uk/bdotg/action/detail?itemId=1075408600&r.i=1075408491&r.l1=1074404796&r.l2=1074446322&r.l3=1075408468&r.t=RESOURCES&type=RESOURCEShttp://www.businesslink.gov.uk/bdotg/action/detail?itemId=1075408600&r.i=1075408491&r.l1=1074404796&r.l2=1074446322&r.l3=1075408468&r.t=RESOURCES&type=RESOURCEShttp://www.co-operative.coop/corporate/Sustainability/social-responsibilityhttp://www.co-operative.coop/corporate/Sustainability/social-responsibilityhttp://www.co-operative.coop/corporate/Sustainability/social-responsibilityhttp://www.businesslink.gov.uk/bdotg/action/layer?r.i=1075408491&r.l1=1074404796&r.l2=1074446322&r.l3=1075408468&r.t=RESOURCES&topicId=1081267120http://www.businesslink.gov.uk/bdotg/action/layer?r.i=1075408491&r.l1=1074404796&r.l2=1074446322&r.l3=1075408468&r.t=RESOURCES&topicId=1081267120http://en.wikipedia.org/wiki/Taxationhttp://en.wikipedia.org/wiki/Regulationshttp://en.wikipedia.org/wiki/Health_and_safetyhttp://www.businesslink.gov.uk/bdotg/action/detail?itemId=1075408600&r.i=1075408491&r.l1=1074404796&r.l2=1074446322&r.l3=1075408468&r.t=RESOURCES&type=RESOURCEShttp://www.businesslink.gov.uk/bdotg/action/detail?itemId=1075408600&r.i=1075408491&r.l1=1074404796&r.l2=1074446322&r.l3=1075408468&r.t=RESOURCES&type=RESOURCEShttp://www.co-operative.coop/corporate/Sustainability/social-responsibilityhttp://www.co-operative.coop/corporate/Sustainability/social-responsibilityhttp://www.co-operative.coop/corporate/Sustainability/social-responsibilityhttp://www.businesslink.gov.uk/bdotg/action/layer?r.i=1075408491&r.l1=1074404796&r.l2=1074446322&r.l3=1075408468&r.t=RESOURCES&topicId=1081267120http://www.businesslink.gov.uk/bdotg/action/layer?r.i=1075408491&r.l1=1074404796&r.l2=1074446322&r.l3=1075408468&r.t=RESOURCES&topicId=1081267120


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Activities such as involvement with the local community are ideal opportunities to

Generate positive press coverage.

Good relationships with local authorities make doing business easier. See the page in

this guide on how towork with the local community.

Understanding the wider impact of your business can help you develop new products

and services.

CORPORATE SOCIAL RESPONSIBILITY TOWARDS SOCIETY

The societal responsibility of companies

Corporate social responsibility is basically a concept whereby companies decide

voluntarily to contribute to a better society and a cleaner environment. The Indian

government has been trying to make it mandatory for companies to spend at least 2% of

net profits on CSR. Corporate social responsibility is represented by the contributions

undertaken by companies to society through its business activities and its social

investment. This is also to connect the Concept of sustainable development to the

companys level.

Over the last years an increasing number of companies worldwide started promoting

their Corporate Social Responsibility strategies because the customers, the public and

the investors expect them to act sustainable as well as responsible. In most cases CSR is

a result of a variety of social, environmental and economic pressures.

The Term Corporate Social Responsibility is imprecise and its application differs. CSR

can not only refer to the compliance of human right standards, labor and social securityarrangements, but also to the fight against climate change, sustainable management of

natural resources and consumer protection.

The concept of Corporate Social Responsibility was first mentioned 1953 in the

publication Social Responsibilities of the Businessman by William J. Bowen. However,
http://www.businesslink.gov.uk/bdotg/action/detail?itemId=1075408527&r.i=1075408491&r.l1=1074404796&r.l2=1074446322&r.l3=1075408468&r.t=RESOURCES&type=RESOURCEShttp://www.businesslink.gov.uk/bdotg/action/detail?itemId=1075408527&r.i=1075408491&r.l1=1074404796&r.l2=1074446322&r.l3=1075408468&r.t=RESOURCES&type=RESOURCES


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the term CSR became only popular in the 1990s, when the German Betapharm, a generic

pharmaceutical company decided to implement CSR. The generic market is

characterized by an interchangeability of products. In 1997 a halt in sales growth led the

company to the realization that in the generic drugs market companies could not

differentiate on price or quality. This was the prelude for the company to adopt CSR as

an expression of the companys values and as a part of its corporate strategies. By using

strategic and social commitment for families with chronically ill children children,

Betapharm took a strategic advantage.

In July 2001, the European Commission decided to launch a consultative paper on

Corporate Social Responsibility with the title Promoting a European Framework for

Corporate Social Responsibility. This paper aimed to launch a debate on how the

European Union could promote Corporate Social Responsibility at both the European

and international level.

The paper further aimed to promote CSR practices, to ensure the credibility of CSR

claims as well as to provide coherence in public policy on CSR.


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BENEFITS OF CORPORATE SOCIAL RESPONSIBILITY

Corporate social responsibility (CSR) isn't just about doing the right thing. It means

behaving responsibly, and also dealing with suppliers who do the same. It also offersdirect business benefits. See the page in this guide on how to benefit from corporate social

responsibility.

Building a reputation as a responsible business sets you apart. Companies often favor

suppliers who demonstrate responsible policies, as this can have a positive impact on how

they are perceived by customers.

Some customers don't just prefer to deal with responsible companies, but insist on it. The

Co-operative Group, for instance, place a strong emphasis on its corporate social

responsibility and publishes detailed 'warts and all' reports on its performance on a widerange of criteria - from animal welfare to salt levels in its pizzas. Find out about The Co-

operative Group's approach to CSR on the Co-operative Group website - Opens in a new

window.

Reducing resource use, waste and emissions doesn't just help the environment - it saves

you money too. It's not difficult to cut utility bills and waste disposal costs and you can

bring immediate cash benefits. For more information read our guide on how to save

money by reducing, reusing and recycling waste.

Companies may be exposed to a variety of legal and reputational risks if they do not have

adequate social compliance or corporate social responsibility/sustainability programs inplace. Attorney Michael A. Levine gives examples of CSR issues embedded in the risks

companies face, and describes benefits of CSR programs. He also summarizes the recent

work of the United Nations' Special Representative for Business and Human Rights, who

has recently proposed a three-part framework for CSR.

The scale and nature of the benefits of CSR for an organization can vary depending on the

nature of the enterprise, and are difficult to quantify, though there is a large body of
http://www.businesslink.gov.uk/bdotg/action/detail?itemId=1075408600&r.i=1075408491&r.l1=1074404796&r.l2=1074446322&r.l3=1075408468&r.t=RESOURCES&type=RESOURCEShttp://www.businesslink.gov.uk/bdotg/action/detail?itemId=1075408600&r.i=1075408491&r.l1=1074404796&r.l2=1074446322&r.l3=1075408468&r.t=RESOURCES&type=RESOURCEShttp://www.co-operative.coop/corporate/Sustainability/social-responsibilityhttp://www.co-operative.coop/corporate/Sustainability/social-responsibilityhttp://www.co-operative.coop/corporate/Sustainability/social-responsibilityhttp://www.businesslink.gov.uk/bdotg/action/layer?r.i=1075408491&r.l1=1074404796&r.l2=1074446322&r.l3=1075408468&r.t=RESOURCES&topicId=1081267120http://www.businesslink.gov.uk/bdotg/action/layer?r.i=1075408491&r.l1=1074404796&r.l2=1074446322&r.l3=1075408468&r.t=RESOURCES&topicId=1081267120http://www.businesslink.gov.uk/bdotg/action/detail?itemId=1075408600&r.i=1075408491&r.l1=1074404796&r.l2=1074446322&r.l3=1075408468&r.t=RESOURCES&type=RESOURCEShttp://www.businesslink.gov.uk/bdotg/action/detail?itemId=1075408600&r.i=1075408491&r.l1=1074404796&r.l2=1074446322&r.l3=1075408468&r.t=RESOURCES&type=RESOURCEShttp://www.co-operative.coop/corporate/Sustainability/social-responsibilityhttp://www.co-operative.coop/corporate/Sustainability/social-responsibilityhttp://www.co-operative.coop/corporate/Sustainability/social-responsibilityhttp://www.businesslink.gov.uk/bdotg/action/layer?r.i=1075408491&r.l1=1074404796&r.l2=1074446322&r.l3=1075408468&r.t=RESOURCES&topicId=1081267120http://www.businesslink.gov.uk/bdotg/action/layer?r.i=1075408491&r.l1=1074404796&r.l2=1074446322&r.l3=1075408468&r.t=RESOURCES&topicId=1081267120


16/45

literature exhorting business to adopt measures beyond financial ones (e.g., Deming's

Fourteen Points, balanced scorecards). Orlitzky, Schmidt, and Rynes found a correlation

between social/environmental performance and financial performance. However,

businesses may not be looking at short-run financial returns when developing their CSR

strategy.

The definition of CSR used within an organization can vary from the strict "stakeholderimpacts" definition used by many CSR advocates and will often include charitable

efforts and volunteering. CSR may be based within the human resources,business

development or public relationsdepartments of an organisation, or may be given a

separate unit reporting to the CEO or in some cases directly to theboard. Some companies

may implement CSR-type values without a clearly defined team or programme.

Thebusiness case for CSR within a company will likely rest on one or more of these

arguments:

There are other benefits too:

A good reputation makes it easier to recruit employees.

Employees may stay longer, reducing the costs and disruption of recruitment and

retraining.

Employees are better motivated and more productive.

CSR helps ensure you comply with regulatory requirements.

Activities such as involvement with the local community are ideal opportunities to

generate positive press coverage.

Good relationships with local authorities make doing business easier. See the page

in this guide on how to work.

Understanding the wider impact of your business can help you develop new

products and services.

CSR can make you more competitive and reduces the risk of sudden damage to

your reputation (and sales). Investors recognize this and are more willing to finance

you.
http://en.wikipedia.org/wiki/W._Edwards_Deminghttp://en.wikipedia.org/wiki/Balanced_scorecardhttp://en.wikipedia.org/wiki/Philanthropyhttp://en.wikipedia.org/wiki/Philanthropyhttp://en.wikipedia.org/wiki/Volunteeringhttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Business_developmenthttp://en.wikipedia.org/wiki/Business_developmenthttp://en.wikipedia.org/wiki/Public_relationshttp://en.wikipedia.org/wiki/CEOhttp://en.wikipedia.org/wiki/Board_of_directorshttp://en.wikipedia.org/wiki/Business_casehttp://en.wikipedia.org/wiki/W._Edwards_Deminghttp://en.wikipedia.org/wiki/Balanced_scorecardhttp://en.wikipedia.org/wiki/Philanthropyhttp://en.wikipedia.org/wiki/Philanthropyhttp://en.wikipedia.org/wiki/Volunteeringhttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Business_developmenthttp://en.wikipedia.org/wiki/Business_developmenthttp://en.wikipedia.org/wiki/Public_relationshttp://en.wikipedia.org/wiki/CEOhttp://en.wikipedia.org/wiki/Board_of_directorshttp://en.wikipedia.org/wiki/Business_case


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CRITICISMS AGAINST CSR

While proponents are rooting for the benefits of CSR, critics are standing on the sidelines

hoping to topple the growing appeal of CSR. Critics of CSR belong mainly to two schools

of opposition: those who argue that profitability is the only relevant goal of businesses,

and those who argue that CSR programs are merely green washing campaigns.

From the point of view of businesses, some critics insist that the role of a business is to

maximize its profits rather than to hold social responsibilities. They point out that unlike

an individual; a corporations sole responsibility is to its shareholders. Beyond respecting

the laws and regulations that are in place, a corporation is devoid of other responsibilities.

By engaging in CSR programs that are both costly and incongruent with profitmaximization, the economic efficiency of a corporation is impaired, which in effect harms

the interests of its shareholders, staff, and consumers.

On the other hand, critics concerned with the interests of society (often anti-corporatists)

allude to the idea that because the end-goal of corporations is to gain profit, CSR is no

more than a publicity stunt to benefit businesses and distract attention away from the real

damage caused by their operations. Through the use of CSR campaigns, corporations are

able to enhance their image while continuing to operate in ways that may be harmful to

society and the environment.

A common ground for different critiques against CSR is the notion that corporations are

concerned only with the endless pursuit of profit maximization. As such, they believe that

one should rely on the ultimate authoritythe governmentto regulate business activity

and to protect the interests of the public.


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Support the needy families by joining TKFsonline volunteeringProgram in India.

Certain people argue that it is not the job of business organizations to look into major

issues such as poverty, corruption, etc. But, many companies define corporate social

responsibility as a business strategy and explain the role it plays in developing a country.

So it is important for all companies to work together for the welfare of the people and thecountry.

Tata Institute of Social Science (TISS)

The Tata Institute of Social Sciences (TISS) was established in 1936, as the Sir Dorabji

Tata Graduate School of Social Work. The first school of social work in India, TISS was a

pioneering effort with the objective of Social Welfare through academic excellence, a

characteristic of theSir Dorabji Tata Trust (SDTT). Its establishment was the result of the

decision of the Trustees of the SDTT to accept Dr. Clifford Manshardts vision of a post-

graduate school of social work of national stature that would engage in a continuous study

of Indian social issues and problems and impart education in social work to meet the

emerging need for trained human power. This subsequently influenced the direction of

social work education and social research in India.

In 1944, the Sir Dorabji Tata Graduate School of Social Work was renamed as the TataInstitute of Social Sciences. The year 1964 was an important landmark in the history of

the Institute, when it was recognized as a Deemed University by the University Grants

Commission (UGC) of India.

Since then, the TISS has been expanding continuously in terms of educational

programmes and infrastructure. While responding to the changing needs of the social and

educational system in the country, the Institute has gone far beyond the initial concern of

social work education. Thus, what started as a small institution offering a post-graduate

diploma in Social Work, grew into a Deemed University and, as a result, diversified itsactivities.

Since its inception in 1936, the Tata Institute of Social Sciences has never limited itself to

the mandate of a conventional university; rather, it has worked for the promotion of

sustainable, equitable and participatory development, social welfare and social justice

through:
http://www.tkf.org.in/online-volunteering-in-india.phphttp://www.tkf.org.in/online-volunteering-in-india.php


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Value-based professional education for social work and other human service

professions;

Social research and dissemination of socially relevant knowledge;

Social intervention through training and field action projects;

Contribution to social and welfare policy and programme formulation at state,

national and international levels; and

Professional response to national calamities, through relief, rehabilitation and

disaster management.

Over the years, the Institute has, among other thrusts, made a significant

contribution to policy, planning, action strategies and human resource development, in

several areas, ranging from sustainable rural and urban development to education, health,communal harmony, human rights and industrial relations. In all cases, the focus has been

on the disadvantaged and marginalized sections of society, such as organized and

unorganized labour, women, children, Dalits, and tribals.

Today, the TISS has earned recognition as an institution of repute from different

Ministries of the Government of India, various State Governments, international agencies

such as the United Nations, and the non-government sector, both national and

international. This is due to the academic freedom leading to a positive work ethos and

creativity in the Institute, strong linkages among education, research, field action anddissemination and the social commitment and responsiveness to varying social needs.

The TISS has established linkages with Universities and Institutions in Asia, Europe andNorth America. These are mutually beneficial international academic collaborations withsome of the best institutions around the world.

The key objectives of the International Students Office (ISO) are:

- Facilitate and enhance the global visibility and profile of TISS.

- Develop, coordinate and strengthen international linkages.

- Facilitate, assist and help international students in all their academic pursuits.

- Progressively increase the scope of the SIP and SAP.

- Provide a base to assist International and Indian scholars for career advancement andcontribute towards enhancing bilateral relations.


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Status:

Established by the House of Tatas in 1936; the first initiative was to train social workersat the Sir Dorabji Tata Graduate School of Social Work. The name was changed to theTata Institute of Social Sciences in 1944 and today, it is a major institution for social work

in India and South Asia. Registration: Deemed University.

Focus:

Social work training with attention to social policy and planning, strategies and humanresource development of the disadvantaged/ marginal sections of society.

Programmes:

Education - Diplomas and Postgraduate degrees in Social Work, Social Sciences,

Criminology and Correctional Administration, Medical and Psychiatric Social Work,Urban and Rural Community Development. M Phil/ Ph D Programmes in Social Work/Social Sciences (full-time/part-time). Training courses are available for specialist socialwork groups, such as anganwadi workers, HIV/AIDS counselors, marriage counselors, NGO functionaries, social researchers, tribal welfare officers and woman activists.Conducts research to enrich teaching and field action programmes for Ministries anddepartments of central and state governments, voluntary bodies and internationalorganizations such as WHO, World Bank and Ford Foundation.Has a library with 76,000 volumes; the publications unit produces books, case studiesbased on research and publishes a quarterly, Indian Journal of Social Work, the Audio-visual unit, involved in media production, training and research, has developed audio-

visual and video documents on rural development and ecology, tribal identity, status ofwomen, child labour and innovative development projects. Field action projects -currently over 20, including a special cell to help women and children that providescounseling and crisis intervention in police stations for women and children in distress;Prayas provides rehabilitation and support to young and first offenders and under trial prisoners; Action Group on Drug Abuse provides networking, coordination, training,counseling, advocacy services among groups working on drug abuse.

Plans:

To complete the establishment of the Rural Campus in Osmanabad district of Maharashtra

to provide training in drought and watershed management, appropriate technology andorganization of women.

Staff: 350

Finance: Rs5 crore.

Guiding Principles:


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Deriving from the vision, the Tata Institute of Social Sciences is guided by the followingprinciples:

Appreciation of and respect for freedom of expression and cultural, ideological and

intellectual diversity;

Equal opportunities for all and non-discrimination on grounds of caste, class, gender,sexual preference, religion, and disability;

Accountability and transparency in all work matters;

Decision-making in management and organizational processes, which is collective,participatory and non-hierarchical;

Pedagogy which is participatory and experiential, fostering dialogue, mutual learning and

critical reflection;

Emphasis on rigor, creativity and innovation in academic activities;

Recognition of the synergy resulting from teamwork, including multi-disciplinaryperspectives and trans-disciplinary collaborations;

Creation of an enabling environment that fosters teamwork, cooperation and mutualsupport;


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VISION AND MISSION OF TISS

Vision

To be an institution of excellence in higher education that continually responds to

the changing social realities through the development and application of knowledge,

towards creating a people-centered and ecologically sustainable society that promotes and

protects the dignity, equality, social justice and human rights for all, with special emphasis

on marginalized and vulnerable groups.

Mission

In pursuance of its vision and guiding principles, the Tata Institute of Social

Sciences organizes teaching programmes to facilitate the development of competent and

committed professionals for practice, research and teaching; undertakes research; develops

and disseminates knowledge; and reaches out to the larger community through extension,

at the local, national, regional and international levels.


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TISS MILESTONE

1936: The beginning of social work education in India. The Sir Dorabji Tata Trust

establishes the Sir Dorabji Tata Graduate School of Social Work with 20 students.

Dr. Clifford Manshardt is its first Director.;

1937: The Child Guidance Clinic, the Institute's first Field Action Project, is

launched. It continues even today under the name of Muskaan: Centre for Child and

Adolescent Guidance.

1940: The first issue of The Indian Journal of Social Work is published. It is the

first journal of social work in South Asia.;

1944: The Institute's name changes to the "Tata Institute of Social Sciences". The

late forties also mark a shift from a generic social work programme to specialized

courses of study, equipping students to work with specific groups, sectors and

settings.;

1948: In the aftermath of the Partition, the Institute sends a relief team of students

and faculty to work in refugee camps. The tradition of responding to human needs andnatural disasters by sending relief teams continues even today.;

1954: The Institute shifts to its new campus at Deonar, Mumbai. With its

distinctive architecture, the campus is in consonance with the landscape, gradually

transformed by intensive greening efforts.;

1964: The Institute is recognized as a Deemed University, primarily funded by the

University Grants Commission (UGC). This new status facilitates infrastructure

expansion necessary for promoting inter-disciplinary and applied research.

1967: In response to the increasingly complex and specialized needs of the

industry, the social work specialization in "Labour Welfare and Industrial Relations"

develops into an independent Master's Degree programme in Personnel Management

and Industrial Relations.


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1969: The first research unit of the Institute, the Unit for Child and Youth

Research, is set up with support from the UNICEF. Subsequently, several other

research units are set up in relevant areas, between 1970 and 1984.

1980: For the first time, evening programmes are initiated with two certificate

programmes: in Hospital Administration and in Personnel Management and Industrial

Relations. These programmes later develop into Diploma Programmes.

1986: As part of the Golden Jubilee initiatives towards holistic and sustainable

development, the idea of a Rural Campus is conceived. The Government of

Maharashtra (GoM) donates 100 acres of barren land in Sindphal village (Tuljapur

Taluka, Osmanabad District), for this purpose.

1988: Community action projects are initiated and linkages built with rural

organisations. - The Institute is designated as a Curriculum Development Centre for

Social Work Education by the UGC and submits a curriculum for under-graduate and

post-graduate social work education in the country.

1993: Master's degree programmes in Health Administration and in Hospital

Administration are initiated.

1999: The Mumbai campus expands with the inauguration of the Malti and Jal

A.D. Naoroji Campus Annexe in the 11 acres of land gifted by Malti Naoroji.

2002: The National Assessment and Accreditation Council awards the Institute a

5-Star rating.

2004: The Bachelor's Degree programme in Social Work commences at the

Institute's Rural Campus in Tuljapur.;

2005: Diplo2006:ma programmes in Sustainable Development commence in

Ladakh and the Andaman & Nicobar Islands.

2006: A landmark year for TISS - Academic restructuring of existing Departments

and Units into 5 Schools and 4 Independent Centres is operationalised. Two new M.A.

programmes are introduced: Development Studies and Education (Elementary). The

M.A. in Personnel Management and Industrial Relations is renamed as M.A. in

Human Resources Management and Labour Relations, with significant changes in its

curriculum. The M.A. in Social Work and both the M.H.A. programmes also revamp

their curriculum. A revamped integrated M.Phil-Ph.D programme is introduced. The

Jamsetji Tata Centre for Disaster Management is inaugurated by the Prime Minister of

India.;


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2007: Three new Master's Degree programmes are initiated: Disaster

Management, Globalization and Labour, and Social Entrepreneurship. Two new

Diploma programmes are initiated: Media and Cultural Studies, and Psychosocial Care

and Support in Disaster Management. Centre for Studies in Social Exclusion and

Inclusive Policy is inaugurated.;

2008: Three Master' Degree programmes " Disability Studies and Action, Media

and Cultural Studies, and Public Health " and one Diploma programme in

Gerontology are initiated.;

2009: Three Master's Degree Programmes- Habitat Policy and Practice, Women's

Studies and Counseling- and two short term programmes in Community Organization

and Development Practice and in Rehabilitation Counseling are initiated.


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PROGRAMMES ON OFFER

The programmes at TISS offer a unique sectoral and thematic diversity, reflecting a strongmultidisciplinary orientation to social analysis and practice. Courses focus on criticalinquiry into action and research, nature and effectiveness of public programmes andpolicies, institutional mechanisms and innovations in the social sector. Pedagogies includeclassroom instruction through lectures, discussions, student presentations, screenings,seminars, sessions with specialists and field placement with social organizations.International students coming for Short Term Customized Courses may opt to studycourses across disciplines.

Regular Courses

Bachelor of Arts in Social Work (Honours), with Specialization in Rural Development

Master of Arts in Social Work

Master of Arts in Development Studies

Master of Arts in Globalization and Labour

Master of Arts/Science in Disaster Management

Master of Arts in Human Resource Management and Labour Relations

Master of Health Administration

Master of Arts in Education (Elementary)

Master of Hospital Administration

Master of Arts in Media and Cultural Studies

Master of Arts in Social Entrepreneurship

Master of Arts in Disability Rehabilitation

Master of Arts in Public Health

M.Phil. and Ph.D. in Social Work/Social Sciences/Health System Studies/ Managementand Labour Studies, Rural Development, Habitat Studies


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Certificate in Social Work

Certificate in Rehabilitation Counseling

Advanced Certificate in Social Welfare Administration

Post-Graduate Certificate in Social Welfare Administration

Diploma in Hospital Administration

Diploma in Personnel Management

Diploma in Sustainable Development

Diploma in Gerontology

Diploma in Psychosocial Care and Support in Disaster Management

Short Term Courses

Research Affiliation

Customized courses with a combination of theory classes and Fieldwork

Fieldwork Internship in humanities, social science and social work

The students choosing to come for Field Practicum and Research Affiliation can come for

any duration of time spanning a minimum of 4 weeks to a year. The Research Scholarsneed a research visa for collecting data in India.

STUDY IN INDIA PROGRAMME

The Study in India Programme (SIP) of the Tata Institute of Social Sciences (TISS)provides an opportunity for students from abroad to study and experience various aspectsof social work and social sciences in the Indian context. It offers an excellent blend ofboth theory and relevant field experiences in a developing country.

The SIP offers the following options to overseas participants:

Individual students applying through their universities for completion of some of theircredits at TISS.Individual students applying to our existing graduate/certificate programmes

Student wanting to do Field Practicum or research affiliation in specific thematic areas

Customized programmes for a group of students through universities abroad


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Exchange of students in social work and social sciences, through University abroad.

Specially Designed Courses for SIP

Presently TISS offers the following courses for international students under this category.

Customized Short Term Courses which are specially designed in collaboration with the

faculty and students of the concerned University. They can consist of field work in the

students thematic areas of interest, a rural field exposure, field visits to different

organizations as well as seminars on relevant issues.

Gender and Development is a semester long course conducted by the Centre for Womens

Studies, School of Social Sciences in collaboration with Wells College, Aurora, USA.

A month long course on 'Globalization, Human Rights & Law in India' with Keele

University, UK for a group of 8 students in TISS. It is jointly conducted by the Centre for

Socio-Legal Studies and Human Rights, School of Social Sciences, TISS.

A month long joint programme on 'Mental Health, Poverty and Marginalization' by the

Centre for Health & Mental Health, School of Social Work, TISS in collaboration with

George Warren Brown School of Social Work, USA.

An 8 weeks long internship for 8 students of M.A. International Affairs, New School,

New York. A 3 month long internship for 4 students from Victoria University, Australia.

Students from Tulane University, USA, Muenster University, Germany & Gothenburg

University, Sweden were enrolled for field work based internships for a period of 12 to 20

weeks


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AN OVERVIEW OF RECENT ACHIEVEMENTS

The synergy between teaching, research, field action and extension has enabled the

TISS to continue to shape planning, policy and programme formulation, foster

critical rethinking, and development of people-centered interventions.

The Special Cell for Women and Children, a Field Action Project of TISS, which

works towards empowering the survivors of domestic violence, is being taken over by

the GoM to be replicated in police stations across and beyond Maharashtra, and in

other states in the country.

On the request of the Mumbai High Court, in 2005, the Rural Campus undertook a

study of farmers suicides in Maharashtra. The Report has been appreciated by the

Court, both for providing valuable insights into the rural livelihood crises and its

policy recommendations. A long-term action research project on agrarian crisis has

been initiated.

The TISS is providing support to the Ladakh Autonomous Hill Development

Council in participatory and sustainable development planning and implementation

over a five-year period, from 2005 to 2009.

In the Andaman & Nicobar Islands, as a part of post-tsunami reconstruction, the

TISS has embarked on an ambitious programme of capacity-building of local

communities in sustainable development.

The TISS is recognized by the World Health Organization as a collaborating

Centre for Health, Policy Research and Training. The UNAIDS Centre for Behavioral

Research on HIV/AIDS is also located at TISS.

The findings of a 2005 TISS report on the socioeconomic conditions of manual

scavengers in Maharashtra will feed into the State Governments policies and

programmes for the rehabilitation of scavengers. A similar study has also been

conducted for the state of Gujarat.

The TISS, in collaboration with the International Centre for Integrated MountainDevelopment (ICIMOD, Kathmandu) and International Development Research Centre

(IDRC, Canada) established the first-ever inter-university Masters Programme in

Sustainable Mountain Development bringing together universities from across the

Greater Himalayan region, including Afghanistan, Pakistan, India, Nepal and China.

The curriculum for this programme is being developed.


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With support from the UNICEF, the TISS is developing a State Resource Network

on Micro-Planning to support and institutionalize peoples planning across

Maharashtra through building capacities of communities and the state in micro-

planning.

The TISS has been engaged in working with the GoM to design an Outcome

Budget covering 12 key government departments. The Outcome Budget initiative is an

attempt to link public expenditure to definitive positive outcomes rather than mere

outputs so as to establish the relationship between financial allocation, the actual

expenditures, and the eventual outcomes of that expenditure.

The TISS has established collaboration for joint research, exchange of faculty

and students, and publication with 25 world class universities and institutions in the

United States, Europe, Asia (Hindukush Himalayan Region Universities Consortium),

Africa (Witts University, South Africa), and Latin America (University of Campinas,

Brazil).

The TISS is supporting Kabul University by participating in its Master of Public

Administration programme.

The three-year post-tsunami engagement in capacity building of local and

indigenous tribal communities in sustainable development has graduated to

establishing Community Resource Centre in the remote Nicobar Islands. This work

will be carried out in partnership with the Andaman & Nicobar administration, which

is in the process of setting up systems and structures for Rural Knowledge Centres.

TISS is the Principal Recipient of the Global Fund for AIDS, Tuberculosis and

Malaria in a country-wide project for capacity-building of higher institutions of

learning in HIV/AIDS Counseling. Along with the SNDT Womens University

(Mumbai), Lucknow University (Lucknow), Bangalore University (Bengaluru), Jamia

Milia University (New Delhi), and the Regional Institute for Medical Sciences

(Manipur), TISS will be conducting master training programmes and helping to build

infrastructure to develop the capacities of 40 academic institutions all over the

country, which, in turn, will provide supportive supervision and training to 12,000

counselors working in the national HIV/AIDS counseling programme. TISS also

continues to be involved in critical research in diverse areas such as education and

literacy, family and children, womens issues, HIV/AIDS, rural and urban

development issues, displacement, youth and human development, and the rights of

Dalits, indigenous peoples, minorities and other marginalised groups.


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RESPONSE TO DISASTERS

The Tata Institute of Social Sciences (TISS) has always reached out to support people

affected by natural and human-made crisis. Way back in 1947, the Institute sent a

faculty and student team to Kurukshetra to work with refugees who came from

Pakistan.

Recalling the work done, Pandit Jawaharlal Nehru, who had observed the TISS team

at work, said at the inauguration of Deonar Campus in 1954: We found the difference

in their work and the work of many others who were earnest and had done their best,

but who did not have the training to do it well. There is a difference between the

trained workers and the merely enthusiastic workers. Since then, the TISS has

responded to various crises such as floods, riots, cyclones, earthquakes and industrial

disasters in different parts of the country. The Institute's work is centered around

relief management; psychosocial support to women, children and other vulnerable

groups; assessment of loss and impact to lives, property, livelihoods, environment and

infrastructure;

rehabilitation and development needs; mobilization of human resources for relief and

rehabilitation work; facilitating community participation in the reconstruction and

rehabilitation process; policy and programme development support to government

and non-governmental organisations (NGOs); coordination of civil society

participation; training and capacity-building of personnel engaged in relief and

rehabilitation work; publication and documentation; and conflict resolution and peace

building initiatives.

The TISS has worked in disasters not just in Maharashtra, but in various parts of the

country. The academic calendar is suitably modified to ensure participation of

students and staff alike. Vacations are shortened and the entire Institute, in a spirit of

co-operation, works longer hours to ensure that student exams and the academic

schedule are not realty disturbed. Expenses are partly met by faculty members and

students and donors come forward to support this involvement. In most

instances, the Institute has worked closely with State Governments and the districtadministration. In recent years, NGOs have also recognized the role of the Institute

and its volunteer teams and have sought to collaborate.


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THE KEY AREAS OF INTERNATIONAL COLLABORATIONS

INCLUDE:

Collaborative Research:

Student (Study Abroad Programme -SAP) and Faculty Exchange Programmes

- Joint Degree Programmes

- Study in India Programme (SIP)

Collaboration with Universities in USA:

- James Madison University, Virginia, USA

- University of South Carolina, Columbia, USA

- George Warren Brown School Of School Work, St. Louis, USA

- The New School, New York , USA

- Wells College, Aurora, New York, USA

- University Of Delaware, Delaware, USA

- Tulane University, New Orleans, USA

- University of Utah, Salt Lake City, USA

- Yeshiva University, USA

- University of Nebraska for establishing a Global Consortium for Education inFamily Studies

Collaboration with Universities in Europe:

- Foundation Nationale Des Sciences Politiques, Paris, France

- Institut d''Etudes Politiques de Lille, Lille, France

- London School of Economics, London

- Management Centre Innsbruck, Innsbruck, Austria

- Tampere University, Finland

- Muenster University, Germany

- University of Hertfordshire, UK

- University of Leuven, Belgium - Otto-von-Guericke-University, Magdeburg,

Germany

- Partner with 12 European Universities under the Erasmus Mundus, viz. Lund


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University, Sweden (Lead/Coordinating university),

Albert-Ludwigs- University of Freiburg, Germany, Freie Universitat Berlin,

Germany, International Institute for Geo-information

Science and Earth Observation, The Netherlands, Karolinska Institutet, Sweden,

Norwegian University of Science and Technology,Norway, Politecnico di Milano, Italy, University of Amsterdam, The Netherlands,

University of Deusto, Spain, University of Leuven,

Belgium, University Pierre and Marie Curie, France, Vilnius University, Lithuania

Collaboration with Universities in Australia

- University of Sydney, University of Western Australia, and Griffith University-

On 'Institutions for Food Security: Global Lessons from Rural India'

- Charles Sturt University, Australia

- Victoria University, Australia

Collaboration with Universities in other countries

- York University, Canada


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RESEARCH

Research in basic and applied social sciences is one of the core components

of the academic work of the Tata Institute of Social Sciences (TISS). One of the

specific characteristics of the research activity of the Institute is its orientation to

development in that, much of it is centered around social issues or has policy

implications for social development. A number of research projects undertaken at

the Institute have been evaluative and, hence, have had direct implications for

development and social welfare.

The TISS faculty has the flexibility and freedom to choose research areas of

personal interest and of social relevance. This freedom is also provided when

formulating research areas, designing extension programmes and field

interventions. A strong linkage between theory and empirical work is another

added dimension in this regard.

The funding for research projects comes from various sources: the Institute's own

research funds, Central and State Governments, international agencies, and other

organisations such as industries. A Research Development Cell has been set up to

facilitate further strengthening of the Institute's research capabilities; proactively

promote basic research as well as monitor quality of research work done.

The role of academic institutions like TISS in conducting pioneering research

rooted in the context of societal realties, and aimed at influencing policy and

practice for positive social change, is widely acknowledged. The research work

carried out at the TISS has, over the years, been increasingly used for capacity

building, field action, academics and policy advocacy on a spectrum of social,

economic and environmental issues.

The research work in TISS has seen a steady rise. While 49 research projects were

initiated in 2007-2008, this number rose to 53 new projects in 2008-2009 with

external and internal funding. Most of the researches received funding from

national and international organisations ; Central Ministries & State governments;

NGOs & Trusts; national & international agencies like the UGC, BARC, British


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Council, DFID, Ford Foundation, WWF; UN agencies, WHO & Global Fund to

Fight Against TB & Malaria, universities like the London School of Economics

(LSE), MIT, Kyoto University, University of Zurich, University of Western

Sydney; corporate like Tata, ICICI, HUL, etc., among others. Some projects,

which cover significant areas of interest to the faculty, are approved and funded by

Research Council, an internal research facilitation academic body of the institute.

There were 22 such research projects(including publication grants) that were

supported by the Research Council during 2008-2009.

During 2008- 2009, a total of 132 research projects were ongoing at the Institute.

Of these, 32 research projects were in multi-disciplinary areas while the remaining

was anchored in various Schools/Centres. The ongoing researches at the Institute

have been in the areas of children and youth; community development, dalit and

tribal issues, education, women and gender, disaster management, rural

development, governance, natural resource management and urban issues.

There is a clear acknowledgement that building a culture of research that

promotes both problem-oriented and curiosity-driven/theoretical research needs

appropriate mechanisms and facilitation, whether in terms of publications or

management of research projects. Even while looking at the future, we need to

ensure that the best possible institutional support and infrastructure is extended toour faculty and research scholars.


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FIELD ACTION

Extension activities denote the social responsibility of teaching institutes towards

the problems and the emerging needs of society and the Tata Institute of Social

Sciences (TISS) has initiated and promoted several kinds of extension activities sinceits inception in 1936. The Institute has played a major role in piloting or pioneering

new services and in initiating time-bound social work programmes within well-

established organisations/systems, or outside them, with the objective of

demonstrating to the public, the need for such services. Medical social work in

hospitals, social work in schools, the child guidance clinic, and social work in family

courts, to name a few, were started as demonstration projects of the TISS. Termed as

Field Action Projects (FAPs) in TISS, they have always played an integral role in the

curriculum of social work education.

These projects evolved out of a need to:

demonstrate new interventions;

respond to new needs and changing social realities;

provide field experience and training to students and faculty members;

evolve new strategies for intervention; and

develop indigenous data base literature for training.

Through these projects, faculty members are in touch with the field, and, thus ensure

that their teaching is in touch with social realities. Students are placed for field work

in these projects, and, in the process of learning, they also contribute to its growth.

The FAPs are the 'laboratories' for testing new approaches of social service delivery

and strategies of intervention. The FAPs contribute to generating knowledge for

teaching in classrooms and also allow testing of theories in field practice. Much of

what has evolved as social work theory is also essentially the outcome of practice.

Field action projects are, thus, an integral part of the validation or revision of such a


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practice-theory continuum. These projects fulfill several objectives of professional

education, and have evolved over the years due to various internal and external

factors.

The FAPs have, over the years, demonstrated interventions with a wide variety of

marginalized groups (women, children, youth, rural and urban communities) and

issues (violence against women, formal and non-formal education, physical and

mental health, communalism, human rights, child rights). The FAPs address a wide

range of issues with a broad goal of a more equal and just society, through capacity

building, empowering people to exercise more informed choice, and secure their

rights. Many important institutional innovations such as Child Guidance Clinics,

social workers/counselors in hospitals and family courts, Special Cells for Violence

against Women in police stations, Childline - all began as FAPs of TISS and were

later mainstreamed into public institutional structures Today, the FAPs extend beyond

Mumbai to Thane, Navi Mumbai, Raigad, Sangli, Pune, Nanded, Yavatmal, Nashik,

Aurangabad, Tuljapur and Wardha in Maharashtra. There are currently more than 70

field staff employed by the FAPs of TISS. These include project coordinators, social

workers, programme staff, administrative and support staff.

FIELD ACTION PROJECTS


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Field Action Projects (FAPs) as integral to the School of Social Work lendmeaningful insights into innovative practice within the field so as to build criticalconsciousness among emerging practitioners as well as envisage social change. TheSchool currently anchors several FAPs, a few of which are listed below:

Special Cells for Women and Children that works within the establishment onissues of Violence against Women

Prayas which works with the criminal justice system and larger issues of crime anddevelopment

Koshish which works with issues of homelessness and social construction ofcrime, deviance and beggary

Global Fund for HIV/AIDS, Tuberculosis and Malaria which is a macroEndeavour in training and capacity building of professionals in the said arena so asto make significant changes in development indicators and discourse

Muskaan works in the area of child and adolescent mental health, primarily withthe school and the family court systems to enable mainstreaming child mentalhealth within the key systems that children interact with

The Integrated Rural Health and Development project, located in Aghai about 100kms from Mumbai, in the tribal belt, works with the local population on health anddevelopment related issues

HUM- Humanity United in M-Ward strives to bridge the gap between thedisparities of varied populations in the Ward. The project aims to create a HumanRights sensitive M-Ward whereby citizens coexist in harmony with each other;demonstrate respect for human dignity with no distinction based on factors such asclass, caste, sex, race, religion, age, ethnicity and language.

The School also engages in Research Projects in multiple thematic domains,employing extant conceptual models and theoretical orientations throughqualitative and quantitative methodologies, so as to generate significant appliedresearches which have relevance for social work interventions, practice and policyand programme plans.

\


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FIELD ACTION PROJECTS IN 2008-2009

Koshish:

The nature of the Bombay Prevention of Beggary Act, 1959, and its

implementation, which criminalizes poverty, has been prime concern and reason forcreation of Koshish. Koshish has formed a National Alliance on Homelessness withorganisations in about 15 states. Through the network it has been questioning andaddressing the issue of relevance of beggary law. Koshish is now a member on thecommittee appointed by the Government of Maharashtra to review the present law, and to prepare a draft for the new one. Various training and sensitization workshops wereorganized for the police, officers and caretaker staff of the Beggar's Home. A vocationaltraining programme has also been initiated as part of the rehabilitation plan for destitute.In addition to this, families/relatives/ employers of more than 500 people were traced.This enabled them to be released from the Beggar's Home. Strong volunteer group has been mobilized through educational institutions and young professionals from thecommunity. Koshish has created a very visible space for itself within the government setup for positive negotiation based on mutual trust and sound understanding of the issuesinvolved.

TISS-Agricultural Technology Management Agencies (ATMA) Project:

Sustaining the system of production related to agriculture is a major issue of concerntoday. The most affected are the small, marginal, women farmers and disadvantagedgroups. They suffer more since their coping capacity is very limited due to theirdependence on the monsoons under rain-fed conditions. They also have limited access toorganized extension support. The Tuljapur Campus works with Krishi Vignyan Mandals(KVKs) and Agricultural Technology Management Agencies (ATMAs) to develop asynergised and comprehensive and participatory district planning process for agriculturedevelopment. This project is creating delivery channels for agricultural input andextension services through Rural Knowledge Centres (RKCs), ICT-basedextension,farmer-to-farmer extension, NGOs and the private sector. This project willconcretise the spirit of inclusive and equitable growth in agriculture focusing on the smalland marginal farmers in the drought-prone Marathwada region by demonstrating a modelof need-based extension services through stakeholder initiatives. It aims at enhancingintensification and diversification of livelihood through creating and strengtheningvillage-level institutions for the promotion of sustainable livelihoods. The School of RuralDevelopment has set up Farmers' Field Schools (FFS) to impart knowledge, skills andmarket linkages to enhance productivity, profitability and sustainability of farming.

HUM- Humanity United In M-Ward

HUM is a field action project jointly implemented by the Centre for Equity for Women,Children and Families and the Centre for Life-long Learning . It was established inOctober 2002 and is an on-going project . Its vision is to create a human rights sensitiveM-Ward whereby citizens coexist in harmony with each other; demonstrate respect forhuman dignity with no distinction based on factors such as sex, age, caste, class, religion,


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ethnicity, language. The constituencies comprise of all the citizens of the M-Ward. TheActivities/Programmes implemented so far include ,Survey of organisations andInstitutions in the Ward; Formulation of a training module , From Me to We ; Campaignson child rights in schools ;Campaign on disability rights; Solid Waste Management ;Coordinating relief activities at the Ward level during the floods in Mumbai in July 2005.

Contacts have been established with majority of the groups in the ward, i.e., NGOs,citizens groups, local governance bodies, education and health institutions, industries. Allinteractions have been inclusive of groups from different economic class, caste, sex, andlocation. These groups have actively participated in the various interventions andcampaigns, and have begun to engage collectively for problem solving.

Resource Center on Interventions on Violence against Women:

Two decades of Special Cells for Women and Children's work has given a strong impetusto develop the Resource Centre on Interventions on Violence Against Women(RCIVAW). The purpose of this Centre is to pursue a steady engagement with the issue of'Violence Against Women'. It nurtures effective interventions with different stakeholdersthrough training and research to enable deeper understanding of the issue andinterventions to stop violence against women. In 2008-2009, work was initiated at theinvitation of Delhi police to build capacity of police officers to address violence againstwomen. Consequently three Special Cells were established with support of the NationalCommission of Women. A demonstration of the Special Cells under a UNDP-supported programme has culminated in establishing Special Cells with protection officersempowered under the Domestic Violence (DV) Act as Protection Officers. The RCIVAWis currently monitoring and supervising the work of Special Cells, including developinginterventions and capacity building of Protection Officers, documentation of the processesinvolved, and assisting in institutionalizing this work in the Government of Haryana.Consultations are underway to share the strategies of Special Cells to respond to ViolenceAgainst Women, including setting up Special Cells in 4 states -Gujarat, Orissa, UttarPradesh and Andhra Pradesh - with the support of bilateral aid, local women'sorganisations, and the state governments.

Cell for AIDS Research Action and Training (CARAT):

The Cell for AIDS Research, Action and Training (CARAT), was set up in 1993 to serveas a centre for research, training, field action, advocacy, documentation and publication inthe field of HIV/AIDS and related areas like sexuality and reproductive health. TheCARAT is located within the Centre for Health and Mental Health in School of Social

Work. This Centre has been broad-based integrating various research, capacity building,policy advocacy and consultancy with a senior professor as its chair. Some of the mostsignificant projects implemented by the centre are given below.

.

Global Fund to fight AIDS, Tuberculosis and Malaria (GFATM):

TISS is the principal recipient of an US $18.2 million grant from the Global Fund to fight


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AIDS, Tuberculosis and Malaria (GFTAM) Round-7 grant on HIV/AIDS Counseling.This counseling component is part of a larger programme that aims at strengtheninghuman and institutional capacity of the national health system' to increase effectiveness ofthe National AIDS Control Program me. The counseling sub-component aims atstrengthening capacities of institutions of higher learning in HIV/AIDS Counseling. The

programme aims to build capacity of 12,000 counselors; create a resource pool of 550master trainers in technical and process aspects of undertaking HIV/AIDS Counseling. Alarge pool of resource material related to HIV/AIDS counseling is being developed. TheGFATM Round-7 Counseling sub-component is being implemented together with 6 sub-recipients: Bangalore University; College of Social Work, Nirmala Niketan; Jamia MilliaIslamia; Lucknow University; and Regional Institute of Medical Science, Manipur. TheCell for AIDS Research Action and Training (CARAT), TISS, is also a sub-recipient witha mandate for five states: Gujarat, Rajasthan, Chhattisgarh, Bihar and Jharkhand. As aprincipal recipient, the Tata Institute of Social Sciences is responsible for providing theoverall strategic vision and direction to the Counseling Programme in partnership with theNational AIDS Control Authority (NACO), Government of India, UNAIDS, WHO andother stakeholders.

Technical Support Facility (TSF) for South Asia:

Action Aid International, Tata Institute of Social Sciences and International Centre forDiarrhoeal Disease Research, Dhaka have won a Grant of US $2.1 million to establishTechnical Support Facility (TSF) for South Asia. This TSF will collaborate with all SouthAsian countries and regional partners in the provision of high quality technical assistancerequired for the strategic planning, implementation, institutional development, prevention,monitoring and evaluation of efforts in support of national AIDS programmes. Aninternational coordination office for this programme has been established in Kathmandu.UNAIDS is the funding partner in this programme. Expertise within and outside TISS willbe brought together to develop capacity of government and non-government agencies inSouth Asia to better access and deploy financial, human and technical resources to addressHIV/AIDS, malaria and tuberculosis.

Workshops and Training Programmes:

The CARAT conducted 4 basic capacity-building training workshops on HIV/AIDS


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counseling for counselors from the various AVERT-supported NGOs in Maharashtra.

Following the basic training workshops, CARAT undertook supportive supervision visits

to these NGOs. The CARAT is currently in the process of conducting 2 refresher training

programmes for the same group of AVERT counselors. The CARAT conducted 5

induction training programmes on HIV/AIDS Counseling for the Integrated Counseling

and Testing Centre (ICTC) counselors from Gujarat State AIDS Control Society

(GSACS). Following that, 8 refresher training programmes on HIV/AIDS Counseling for

ICTC Counselors were conducted. CARAT has recently conducted 2 induction training

programme on HIV/AIDS Counseling for Staff Nurses.

Project and Papers:

The CARAT has undertaken a project in collaboration with United Nations Development

Programme (UNDP) on mainstreaming HIV/AIDS in the development work across

Rajasthan, Uttar Pradesh, Bihar, Chhattisgarh and Orissa. The CARAT Team has

developed strategy papers. It includes: (I) "HIV/AIDS Epidemic: A Citizen's Report", in

collaboration with Centre for Advocacy on Stigma and Marginalization (CASAM),

Kolhapur. This paper aims to create spaces for communities whose voices have been

silenced for too long; and (ii) 'Monitoring of the United Nations General Assembly

Special Session (UNGASS) Goals on Sexual and Reproductive Health in the context of

HIV/AIDS'.


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CONCLUSION

CSR has become a significant feature of business practices in the global economy.

While a good number of organizations in advanced economies adopt CSR as a core

business strategy because it can lead to benefits such as attracting qualified and motivated

human capital, these companies are forced to act in a socially responsible manner due to

pressure from the media, NGOs, consumers and similar groups. These stakeholders,

whose interests should be taken into account in the decision-making process of a

company, simply have the power to influence the financial performance of a company.

But in developing countries like the Philippines, even though the stakeholders have

similar interests in companies, their power is not strong enough to influence corporate

organizations into integrating CSR principles in conducting business.

Organizations are coming to realize the bottom-line benefits of incorporating

sustainability into their DNA. Its beneficial for attraction and retention and its the right

thing to do. HR is a key organizational leader and can take the lead or partner with other

executives

The firm of the future is expected to have undergone significant transformation such that

CSR no longer becomes managed as a separate deliverable, but is part of the experience of

being an employee in an organization that lives its values. For human resource

professionals embarking on CSR or deepening their CSR experience, this roadmap can

help them understand their role in sustainability and CSR and how they can foster an

environment that embeds a CSR ethic in the way we do business around here.


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Reference and bibliography:

Vatsalyatrust

http://www.vatsalyatrust.org

Vatsalya Trust (MAHARASHTRA)

http://www.ashanet.org

Karmayog

http://www.karmayog.com

Article on NGOs for UNESCO Encyclopedia

http://www.staff.city.ac.uk

http:// Csrwire.com/books
http://www.staff.city.ac.uk/http://www.staff.city.ac.uk/

Documents

Tata Institute of Social Science