大众丑闻分析.docx

Introduction On September 18, 2015, Volkswagen shocked the world because the U.S. Environmental Protection Agency’s (EPA) notice that Volkswagen’s “clean diesel” vehicles were found to be in violation of the Clean Air Act. Then, the Volkswagen emission manipulation scandal has given rise to hot discussions about the root reasons of the scandal. Through analyzing aspects of the 2015 Volkswagen emissions test rigging scandal, this essay aims to use the theories of corporate social responsibility (CSR) governance and group thinking to explain the problems at Volkswagen. Then, based on theories of organizational behavior, this paper will suggest changes to organizational practice to prevent such incidents from happening in the future.Questions about the Volkswagen scandalThere exists a question at Volkswagen is that did members of the supervisory and management boards know about the rigging of emissions tests? According to John (2015), the 2014 report of the supervisory board declared that “the Supervisory Board was directly involved in all decisions of fundamental importance to the Group”. This question raised an attention to the Volkswagen’s organizational structure. From the perspective of CSR, Volkswagen, seeing ‘sustainability’ as an objective, has Management Board and Supervisory Board. Reporting to the Management Board are twenty members of the Supervisory Board who are responsible for monitoring management, approving important corporate decisions, and appointing the members of the Management Board.The following analysis find the value destruction in Volkswagen can be attributed to the bad CSR governance and group thinking.CSR governance The term of CSR, stem from 1970s, stands for corporate socialresponsibility which focuses company’s sustainability development. Business Dictionary defines CSR as A company’s sense of responsibility towards the community and environment (both ecological and social) in which it operates.In modern organizations, awareness of CSR is