1. Social Responsibility: A Study on Some Management Institutes in Mumbai Social Responsibility: A Study on Some Management Institutes in Mumbai Dr. Shamira Malekar Asst Professor – AMSIMR Joint Secretary and Founder Member - FEIL

2. Objectives To identify the level of importance of Social Responsibility (SR) in some higher educational institutes in Mumbai. To niche out the institutes with higher level of involvement

3. Scope of the research Study would highlight the various initiatives and SR activities undertaken by management institutions. Very few empirical studies have been done on the SR projects of higher education institutes. This takes us to the framework developed

4. Literature Review Literature Review Bowen (1953) Jones (1980) Carroll (1991) Logsdon and Wood (2002) Elkington (2004) Rodríguez et al, (2006) Wagner (2004) McWilliams, et al. (2006)

5. The Empirical Research * This design is Exploratory type * Snowball sampling method was used. * A Study of 24 institutes providing management education

6. Questionnaire Description 23 close ended questions describing five factors of SR namely: Creating social awareness Service to society Service to environment Encouraging students involvement towards SR Promoting Education

7. Results and Discussion Creating social awareness

8. Results and Discussion (Cont’d) Service to society

9. Results and Discussion (Cont’d) Service to environment

10. Results and Discussion (Cont’d) Encouraging students involvement towards SR

11. Results and Discussion (Cont’d) Promoting Education

12. Conclusion and limitations of this study * The refusal rate of director’s, deans and registrar’s to complete the questionnaire was phenomenally high * Correlational and regression studies could be carried out on added information.

13. References Callan, P. M., and Finney, J. E. (2002), “Assessing educational capital: An imperative for policy”, Change, 34(4), 25-31. Carroll, A. B., (1991), “The pyramid of corporate social responsibility: Towards the moral management of organizational stakeholders”, Business Horizons (July/August), 39–48. Cheney, G., (2004), “The Corporate Conscience and the Triple Bottom Line”, Accounting Today, July 12. Davis, K., (1960), “Can Business Afford to Ignore Corporate Social Responsibilities?”, California Management Review, 2, 70–76. Epstein, M., and Wisner, P., (2001), “Good Neighbors: Implementing social and environmental strategies with the BSC”, Balanced Scorecard Report, May/June. 4p. Elkington, J., (2004), Enter the Triple Bottom Line. in Adrian Henriques and Julie Richardson (eds) The Triple Bottom Line: does it all add up, EarthScan, London UK.

14. References (Cont’d) Maheshwari, L.K., and Dash, M., (2006), “Faculty Development In Professional Educational Institutions in India”, 44(17), 1 Maxwell, K. E., Traxler-Ballew, A., and Dimpoulos, F. (2004), Intergroup dialogue and the Michigan community scholars program: A partnership for meaningful engagement. In J. Galura, P. A. Pasque, D. Schoem, and J. Howard (Eds.), Engaging the whole of service- learning, diversity, and learning communities, OCSL Press, 15 -39. McWilliams, A., Siegel, D.., and Wright, P., (2006), “Corporate social responsibility: Strategic implications”, Journal of Management Studies, 43, 1-18. Norman, W. and MacDonald, C., (2004), “Getting to the bottom of the triple bottom line”, Business Ethics Quarterly, 14(2), 243-262 Patil. M. R. and Arolkar D. B., (2006), “Faculty Development: An Avenue to Quality Enhancement in Higher Education”, University News, 1.