An effective CSR strategy by the companies can bring improvement in competitiveness, as well as a social, economic and environmental impact positive For this reason, in addition to training that is provided to participants, which contains many companies have relevant account which is identified with CSR as a means to maintain or open access to markets. Concept, scope, Corporate Social Responsibility can be defined as the active contribution and voluntary corporate to social improvement, economic, environmental, in order to improve their competitive position, value and added value. CSR aims for excellence within the company, taking with special attention to people and their working conditions and the quality of their production processes. For International Labour Organization (ILO), the corporate social responsibility is the set of actions that take into account companies that their activities have a positive impact on society and affirm the principles and values that are governed both in their own internal methods and processes as they relate to other actors. The RSER is a voluntary initiative. Definitely small businesses, as some have pointed out, should be aware that corporate social responsibility is not for the philanthropy of companies, but is in a management model that strengthens its competitiveness in the market. It is profitable to bet on this purpose, because in the near future will be a condition for remaining in the modern business world, where competitiveness is measured from the principles of transparency, good governance and social responsibility. (Similarly see: Michellene Davis). Trends in Corporate Social Responsibility Within the business strategies with respect to CSR, there is a marked trend toward improved quality of life of the worker as they are incorporating activities and tools that facilitate and better quality of life the worker. As For example: Training courses to specialize the worker Incorporation of technology for the use of daily chores Implementation of sports Incentives indirect workers, thereby achieving greater worker involvement with the company. Conclusions It is very important to give new transformations, which lead to changes that promote CSR in SMEs is of, leading to these companies to cope more efficiently and to cooperate with the productivity of a country that requires, especially when it occurs inside the challenges generated by the present government in favor of wanting to establish a socialist and where many were not ready.
In many cases, these are family businesses. who really rules is the general manager’s family, whose conservatism inflaming, it does not approve the actions needed to given the radical change that represents a shift from family management to professional management . In other cases, it is the manager who did not want to leave his autocratic behavior, opposing unconsciously, as wrongly perceived that you may lose power. Many companies have gone bankrupt by this fact. A general manager should be a good self, trying to discover if inherited as CEO as head of a family power hidden, or the necessary initial growth transformed him into an autocrat who does not want to, unconsciously, to professionalize the company, or is lucky spurious manager who likes to surround himself with people with low potential for that, unconsciously, do not do shadow. If you, as general manager is in this dilemma, seek urgent personal counseling with a counselor who can build trust hard it is for you, you have to understand that changes must be made once and for all to leave the way clear a new development stage of your business. 2 .- How management should know how to use emotional intelligence to prevent the manifestation of conflict and ensure a favorable climate for business? A good manager must be fully identified with proper use of their emotions, has it with the help of Emotional Intelligence, which is a generator of information and mechanisms to improve our relationship with ourselves. Moreover, the ability to influence people, communicability, ability to exercise leadership, adaptability to change, conflict resolution, easy to link, to collaborate and cooperate with a team, are all skills that rely a greater or lesser development of emotional intelligence. .
For example, a corporation that has branches distributed worldwide and is dedicated to the development of products or services, usually performs the same activities in all locations, but lacks adequate documentation of its processes. This leads her to face two major problems: 1. If the employee expert (one who knows how solve the problems) of the branch will get along with him all the knowledge of the area or process that was responsible and the branch goes into "organizational amnesia." 2. Despite the work done in the different branches are the same, often one faces a specific problem and solves it in a particular way. Over time, perhaps one of the branches facing the same problem and its employees are obliged to deal with the means and methods they have available. The second branch, not knowing that this problem had already been presented before in another part of the organization, spends much time and money on finding a solution to something that had been settled previously. When a company manages its knowledge is able to preserve, share and transfer all its branches, thereby avoiding the costs and loss of time inherent in the phenomenon of "organizational amnesia." Maria Eugenia Machado, reminds us that the intelligent enterprise bases its competitive advantage in knowledge and the experiences of their employees.
With the Internet, smart companies have a very important technology partner for storing and distributing organizational knowledge valuable to all its offices and branches. The use of online systems allows companies to store and deliver quickly, efficiently and cost-organizational knowledge, facilitate training and communication of its employees and provide members of the organization the tools to query and generate a variety of information and new knowledge. Smart companies are, through the use of the network of networks in their productive tasks, better able to store and use their knowledge, thus avoiding to forget what they learned when employees leave the company most capable, and overcome the difficulties resulting from the lack of process documentation. In addition, new technologies allow, at a time which is necessary to maintain relations and exchanges globally distribute information and knowledge necessary for the proper operation of the company to all employees, regardless of their location.