One prominent scholar and writer on management “Mary Packer Follet” defined management as “the act of getting things done through people”. Thus management carry out their functions of planning, organizing, directing, controlling, staffing, etc of both human and material resources in an  organization through people (Follet 1987). 

In modern days management has metamorphosed into strategic management with emphasis on how strategic management can be used to promote corporate social responsibility. There has to be proper planning, controlling, staffing, etc of activities to ensure the judicious use of resources and to operate efficiently, producing the desirable result and this has to be done strategically. This is necessary because without the proper use of their functions the organization will not survive, and in survival, two strong and opposite view must exist, which are the classical and the non-classical views (Thompson Jr. 1996).

Also with the introduction of strategy to management roles, we will now see how these strategies will greatly impact on the organization goals and achievements. Because management will perform its role strategically, promotion will then be displayed and corporate social responsibility will be enhanced.

In this write-up, the researcher intends to identify the problems and views of how some managers look at the term, corporate social responsibility looking at the models and making recommendation on the best of the models.

Finally, in the managerial aspect the researcher will concentrate on the basic strategic roles which will yield good result in an organization.

In promotion, we shall see how these strategies applied leads to the promotion and in use of corporate social responsibility. We shall see how survival is the prerequisite of corporate social responsibility to discharge its functions in MTN Nigeria.

Title Page

Declaration

Certification

Approval Page

Dedication

Acknowledgement

Abstract

Table Of Contents

Chapter One 

Chapter Two

Chapter Three

Chapter Four

Chapter Five

Summary, Conclusion and Recommendations 

Bibliography

Appendix