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Answers to the 12 most common and critical questions about corporate giving In this groundbreaking resource, Weeden shows how to strategically plan, manage and evaluate corporate contributions. Questions include: Why Should We Give?; How Much?; Who Decides?; Does a Company Need a Foundation?; How to Give Products or Services?; How Do We Know What Works? The book covers a wide range of topics including: The case for conditional corporate philanthropy; increasing stewardship to give more; assigning responsibility for signature programs; how CEOs leverage contributions programs for maximum benefit; effectively staffing corporate contributions programs; the pros and cons of corporate foundations; and more. Offers benchmarks for determining if a business has a meaningful philanthropic program that fosters constructive corporate citizenship Reveals how an effective philanthropic program and commitment can be incorporated in any organization Contains a comprehensive review of the information corporations need to make informed decisions about giving The author offers a prescription for linking businesses with causes and the nonprofits addressing critical issues in a way that will preserve or restore services and activities essential to our quality of life.
"Political controversy is a lens through which the author examines corporate philanthropy. He explains why corporate philanthropy has become politicized, how corporations, respond to controversy about their donations, and what the conflicts tell us about corporate phlanthropy and corproate politics. Himmelstein argues that corporate giving sometimes becomes politicized because it is inherently a complex social and political act. Drawing on in-depth interviews with managers at fifty-five of the largest corporate giving programs in the U.S., Himmelstein shows that corporate giving often finds itself, as one manager put it, locked in a 'struggle between looking good and doing good.'"--Back cover.
A guide for fund raisers to the current thinking in the boardrooms about getting the biggest bang for the company's charity, and to the research corporations are doing to that end. The eight perspectives include why research in crucial to the new corporate philanthropy, corporate volunteerism, business performance, the ethical framework, and firm size. Annotation copyright by Book News, Inc., Portland, OR
Shows how businesses can create charitable foundations, and shares examples of innovative corporate giving
Chosen by BusinessWeek as One of the Top Ten Business Books of the Year With apologies to Hegel, Marx, and Lenin, the basic unit of modern society is neither the state, nor the commune, nor the party; it is the company. From this bold premise, John Micklethwait and Adrian Wooldridge chart the rise of one of history’s great catalysts for good and evil. In a “fast-paced and well-written” work (Forbes), the authors reveal how innovations such as limitations on liability have permitted companies to rival religions and even states in importance, governing the flow of wealth and controlling human affairs–all while being largely exempt from the rules that govern our lives. The Company is that rare, remarkable book that fills a major gap we scarcely knew existed. With it, we are better able to make sense of the past four centuries, as well as the events of today.
This book examines whether firms as organizations can be considered morally responsible for their actions. This question has profound practical implications as well as theoretical significance, not least when we are today so frequently confronted with misconduct in business.
Somehow it surprises me that this book wasn't written earlier, but I'm glad it wasn't. If it had been, Frank Koch probably wouldn't have sensed the vacuum that has existed, and this practical book wouldn't have come to be. I'd like to stress practical. The book describes in a comprehensive and-more importantly-practical way how every corporation can mar shal its financial support, employee talents, and other resources to make a meaningful impact on society. I happen to be one of those corporate executives who believes that a business has a responsibility to make such an impact. My brother Peter agrees. Our father and uncle set an example for us, and the tradition goes back to our great uncles and their uncle, Levi Strauss himself. For more than 125 years Levi Strauss & Co. has shown that social responsibil ity is good business and, in recent years, that it is also compatible with dynamic growth. We are proud of that tradition and what it produced, but 1 think the modern era of social responsibility or corporate citizenship at Levi's got its impetus in 1968 with my association with the National Alliance of Businessmen. It was there that I saw what other companies were doing: innovative ways to train, to transport, to provide jobs. It opened my eyes to areas in which business could become involved, areas I never before thought of as business responsibilities-even areas where it could have an impact.
A practical guide to philanthropy at all levels of giving that seeks to educate and inspire A majority of American households give to charity in some form or another--from local donations to food banks, religious organizations, or schools, to contributions to prevent disease or protect basic freedoms. Whether you're in a position to give $1 or $1 million, every giver needs to answer the same question: How do I channel my giving effectively to make the greatest difference? In Giving Done Right, Phil Buchanan, the president of the Center for Effective Philanthropy, arms donors with what it takes to do more good more quickly and to avoid predictable errors that lead too many astray. This crucial book will reveal the secrets and lessons learned from some of the biggest givers, from the work of software entrepreneur Tim Gill and his foundation to expand rights for LGBTQ people to the efforts of a midwestern entrepreneur whose faith told him he must do something about childhood slavery in Ghana. It busts commonly held myths and challenging the idea that "business thinking" holds the answer to effective philanthropy. And it offers the intellectual frameworks, data-driven insights, tools, and practical examples to allow readers to understand exactly what it takes to make a difference.
"Shortly after we set up shop, the four of us and our wives convened at Arthur's home on Long Island to celebrate. It was a festive occasion, and we all openly shared our aspirations. To this day, I remember the others stressing over and over their desire to become wealthy. Given that Joanie and I were raising two toddlers and lived nearly hand-to-mouth, the talk was certainly seductive. Still, what I remember most from that dinner was my declaration that the money should be secondary-what mattered more to me was to build a great firm: one that would lead the industry, employ lots of people, endure over many years, and, importantly, command respect. Over the next forty-three years, I never altered my priorities."-- The Real Deal The Sandy Weill story is truly one for the ages. Starting with $30,000 in borrowed cash in 1960, and relying on uncanny entrepreneurial instincts, Sandy created one of the leading securities firms in the U.S. and became one of the best known businessmen in the world. After selling his company to American Express and becoming its president, he experienced a professional setback. Undaunted, he cannily parlayed it into a second career, starting over with a sleepy consumer loan company called Commercial Credit, which over the next seventeen years he transformed into the leading global bank, Citigroup. During this span, Weill as chairman and CEO delivered an astounding 2,600 percent return to investors-better than legendary CEO Jack Welch or investor Warren Buffett during that same period.Yet success is never an easy path, and Weill divulges the highs and lows. His ascent to power has been documented by the media over the years, but never before has Weill revealed the brutally honest and unvarnished side of an astonishing life and career.And Weill goes further, sharing his love of philanthropy, a journey that took him "from a mediocre bass drummer in my high-school marching band to the chairmanship of Carnegie Hall." He brings readers into his personal life, introducing them to his wife, Joan, his daily inspiration, and discussing his relationships with competitors and colleagues alike, including proteges like Peter Cohen and Jamie Dimon. Along the way, he shares the most important lessons he learned in business and in life. From a middle-class Brooklyn childhood to corporate legend, philanthropist, financier, and chairman emeritus of Citigroup Inc., The Real Deal tells a remarkable story-that of a financial superstar who always loved the game more than the gold.