detroit lions case study
TRANSCRIPT
Running Head: DETROIT LIONS CASE STUDY
Detroit Lions Case Study
Samuel Hartley, Andrew Spragg, Erik Robichaux,
Andrew Pataky, Kyle Nasta, Nicholas Vandelogt
Managerial Leadership in Sport
University of North Florida
DETROIT LIONS CASE STUDY
Many people are consistently making strides to become more aware of global social
issues. Global sustainability is an ever-growing issue in the world today and many consumers
look to the companies they frequently to use a portion of their profits to help do better for the
world. With the boom we have seen in technological advances as well as more and more people
connecting through different social media’s, consumers have become increasingly aware of
issues that were once obscure. According to Investopedia.com corporate social responsibility is
“a corporation's initiatives to assess and take responsibility for the company's effects on
environmental and social wellbeing. The term generally applies to efforts that go beyond what
may be required by regulators or environmental protection groups.” A few examples would
include a company that invests in a poor community that it may be located near by helping to
build infrastructure such as schools and medical facilities. Other ways a company can practice
good corporate social responsibility is by trying to develop better technologies even if those
improvements don’t result in increased profit right away.
Corporate social responsibility is generally broken down into three major categories:
environment, philanthropy, and ethical labor practices. Or more simply put planet, people, and
profit. Environmental is one of the most common ways you hear of companies practicing good
corporate social responsibility. All businesses and people leave some kind of carbon footprint
behind, with some leaving a much larger footprint than others. By taking different measures to
reduce their carbon footprint benefits can be seen not only for the environment but the company
as well. A good example that I was a part of would be the recycling program I helped implement
at the Planet Fitness I currently manage. Before I was able to convince the owners to do their
part and pay for a recycling company to come out and provide us with a few trash cans
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designated for recycle only, it was on myself and another employee to do all of the recycling.
We would have a few boxes for the staff to throw any cans, papers, or plastics into and either I or
the other employee would take the box home at the end of the day to put into our own recycle
bins at home. The next category would be philanthropy or “people.” According to
businessnewsdaily.com, “Businesses also practice social responsibility by donating to national
and local charities. Whether it involves giving money or time, businesses have a lot of resources
that can benefit charities and local community programs.” Tom’s Shoes would be a good
example of this category. Tom’s donates a pair of their shoes to people living in countries with
high poverty rates every time they sell a pair of their shoes. Another example could be the
Florida Lottery donating millions over the last few years to help fund different scholarship
opportunities. The last category would be ethical labor practices or “profit.” This would the act
of treating employees equally and in accordance with labor laws even those that may be different
from the labor laws of the country the company’s headquarters. The best example I was able to
find would be the one used on Investopedia.com, which is the diamond industry. More
specifically the “conflict diamonds” which are usually mined from war torn areas where rebel
groups will fund what they are trying to do by selling these diamonds which a lot of times are
mined using child labor.
In the sports management industry corporate social responsibility can and should play a
large role in a team’s operations. I have noticed sports organizations, especially the players; tend
to do a good job with their corporate social responsibilities. In the sports management world it is
normally in the philanthropy category of corporate social responsibilities. There are many
different foundations in the teams’ name that make donations to help out with those struggling in
their community. I believe it is important for sports organizations to do as much as they can in
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corporate social responsibility since the product they provide is just providing entertainment and
not something that does much good for the global social issues. Leagues also have corporate
social responsibility to their players. Making the game they play safer and banning substances
that could be harmful to the players’ well being show their ethical labor practices.
The Detroit Lions CSR approach included their mission and philosophies. These included
“deciding on a strategic approach, focusing on high impact areas, formulating the approach,
establishing targeted partnerships with community organizations, sustaining these partnerships,
and connecting with the broader organizational strategy” (Heinze, Soderstrom, Zdroik, 2014).
The Lions are very passionate about their city, team, and community. As states multiple times in
the case study, they are not simply just a football team; they are active members of the
community and love their fans as much as they love them.
Living for the City is Detroit’s new CSR approach that focuses on two main areas. The
first emphasizes health in Metro Detroit, especially in low-income schools, providing children
with “healthy inclusive play and physical activity” (Heinze, Soderstrom, Zdroik, 2014).
Secondly, the CSR approach accentuates wellness in these low-income areas to provide
resources for health screenings and access to fresh healthy foods. To formulate the approach, the
Detroit Lions focus on the community involvement and resources. Some of these community
organizations include, “Detroit Economic Growth Corporation, that focuses on business
development in the city; Detroit Riverfront Conservancy, that focuses on economic development
at the riverfront; Eastern Market Corporation, that is the center for fresh food in the city and
fosters growth of small food business; and Model D, that advertises and promotes success stories
in Detroit” (Heinze, Soderstrom, Zdroik, 2014). The Lions feel obligated to help their
community because of the stable economic position they are in and these resources enable them
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to do so. The Detroit Lions work with several non-profit organizations to better the health of the
community and have fun with fans while doing so. These non-profits include, “Playworks,
Eastern Market, Goodwill Industries of Greater Detroit, Hatch Detroit, Wayne State University,
and the Lions Academy” (Heinze, Soderstrom, Zdroik, 2014). Many of these organizations
involve physical activity and healthy eating habits. Rob Wooley states that they players are
“supporting the social entrepreneurs in the city that are trying to make a change, a difference”
(Heinze, Soderstrom, Zdroik, 2014). These players genuinely want to help their community and
make a difference in their lives, starting with health and wellness. The Lions also sustain the
relationships and partnerships they have made with organizations in their community. By
exhibiting “respect and humility, accommodation, authenticity, mutual benefits, and brokerage”
both sides of the partnership are able to benefit from one another in each organization (Heinze,
Soderstrom, Zdroik, 2014). The Living for the City theme has been incorporated into broader
organizational strategies amongst communities in Detroit. The Lions work together with these
community organizations and their marketing strategies, which allow the team to get closer with
potential sponsors. Every game at the Lions home stadium is themed towards a health initiative
or focus. They also recognize a partner and sponsor whose mission is related to that of the health
theme. The games are also known to buy and source locally. The Lions make an effort to buy
food for their games locally and sponsor the owners. This helps the Detroit community become
closer because buying locally really does matter and it also supports neighbors as well.
In Detroit’s early years, it was the heart of the automobile industry. Up until the end of
World War II, the business thrived, populations grew, and communities were lively. Post war
brought about a new era with economic hardships and crime-ridden neighborhoods, which is still
evident today. The Lions moved their stadium from the suburbs back to the city in Detroit, which
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brought about a close relationship. Internally, the Lions were the first team to establish a
community relations department. This was their commitment from the beginning and they have
maintained this commitment through their partnering organizations. Externally, these
organizations benefit both the team and community of Detroit. Working with non-profit
organizations is important for community-team building and this has definitely influenced their
strategic approach decision.
The CSR approach initiated by the Detroit Lions organization, that is, the fact that they
decided to put a lot of their charity and CSR efforts into only a few chartable areas and
organizations instead of stretching their efforts out into a wide array of charitable initiatives, can
be undertaken by a great degree of different professional businesses and organizations (Heinze,
Soderstrom, & Zdroik, 2014). Indeed, an organization located in the city of Detroit certainly
represents a special circumstance, what with the city’s steady decline over the past several years
culminating in the city declaring bankruptcy in 2013, but this does not mean that their unique
approach to CSR cannot work in other cities or regions that may be in different situations
(Wilson, 2013). In addition to this, the Lions CSR approach need not only be initiated by other
sports related organizations. While it would certainly behoove both professional and amateur
sporting organizations across every different sports league to look into their current CSR
approach and attempt to incorporate elements of the Lions’ approach into their own due to the
Lions success with it in the sports industry, there is no reason why a non-sport related company
in a different industry could not enact the same approach to their CSR model. Many bigger
organizations are in a great position to do a lot of good in their community due to their vast
resources, however, they tend to donate a little chunk of resources to many different charitable
organizations, in order to have a sizable reach and positively affect multiple charities in different
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areas of the city addressing different issues (Heinze, Soderstrom, & Zdroik, 2014). The Lions
decided to take all of the resources they use in their CSR model and consolidate all of it into
donating to only a few select organizations that address a few areas of need within the city; as a
result, the Lions are able to make a major difference in these areas of need, as opposed to merely
a little bit of difference in a wide array of areas (Heinze, Soderstrom, & Zdroik, 2014). Why
can’t a non-sports related organization, say an insurance agency, do the same? Take Metlife Life
Insurance, for instance. A study of Metlife’s “Corporate Social Responsibility Progress Report”
reveals that they engage in charitable initiatives in a wide array of areas globally, including
donations in and to small businesses, renewable energy products, building homes for needy
families, hospitals and the medical field, protecting the environment, and in promoting diversity
(Metlife Life Insurance, 2015). They are all, of course, very noble and worthwhile causes, but
say, however, that Metlife decided to take all, or most, of their charitable resources and focus all
of it into the medical research field of charity. Imagine how much could be achieved and what
amazing new research, discoveries, and technology could potentially be unearthed with this
massive influx of additional funding. They could benefit from this approach because if their
charity in this area were to become publically known it’s hard to imagine it would shed a
negative light on Metlife’s corporation. In addition to this, Metlife is a life insurance company. If
they are known to contribute massive amounts of donation money into the medical research field
of charity, it should appear as if the company truly cares for people, assisting in finding cures for
diseases in order to save people’s lives while selling life insurance plans to assist families in the
case of a lost loved one. This way more people may be compelled to purchase life insurance
through Metlife, a company that would be perceived as truly caring about people and their lives.
The more people who purchase products through Metlife due to this perception, the better the
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benefit to the organization, which can be attributed to their CSR approach of focusing solely on
the medical field.
The scientific approach to management is said to have four different principles: one must
evaluate a task scientifically, select workers with the right abilities, train the workers to do the
jobs for which they’re hired, and plan work methods to ease the way for workers to do their jobs
(Kinicki & Williams, 2015). Really any organization can adopt the scientific approach to
management for their management process, but here we’ll look at the Detroit Lions. Kinicki and
Williams state that first, the decision makers for the Lions organization will want to evaluate the
tasks that they wish to accomplish, without looking at it in the traditional light; this would have
worked well for the Lions, as they were looking to implement their CSR approach in a non-
traditional manner (Heinze, Soderstrom, & Zdroik, 2014). Secondly, Kinicki and Williams state
that one must carefully select the right people for the task. In the Lions case, they weren’t so
much looking for people as organizations; they determined which areas of charity they wished to
do the most good in, and selected the correct organizations to assist them in reaching their goal
(Heinze, Soderstrom, & Zdroik, 2014). By choosing the right organizations in the second of the
four steps listed by Kinicki and Williams, the Lions should not have had to spend too much time
at number three; they should not have to train the organizations in the proper ways to achieve
their charitable goals because the organizations were deemed by the Lions as the best to become
partners with in their respective charitable fields, and thus, likely know exactly what to do and
how to do it when it comes to achieving the Lions charitable aspirations (Heinze, Soderstrom, &
Zdroik, 2014). The fourth and final of Kinicki and Williams’ list of the steps of the scientific
management approach is to plan work methods and ease ways for workers to do their jobs. By
entering into meetings with their charity partners and laying out their plans and goals, discussing
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their ideas and the best ways to achieve them, and by making the resources available to their
partners so that they may be able to successfully complete those tasks fulfills this step (Heinze,
Soderstrom, & Zdroik, 2014). As one can see, the Lions organization may very well have used
the scientific management approach in achieving their CSR goals, which may lead them to use
the same approach in their other organizational endeavors; the Lions success with this may also
convince other organizations to follow a similar path and utilize the scientific approach in their
organizations, as well (Heinze, Soderstrom, & Zdroik, 2014).
With resources being part of the internal environment and with the internal environment
of any organization it is important for both non-profit and for profit organizations to make sure
they are creating a product or good that creates some sort of value to its customers or fans. The
reason why the internal environment is so crucial to any organization is because they have
complete control over this environment and should do its best to make sure they keep it at a high
standard because if this is done properly the rest should fall into place. If managers can
implement a culture of success then making sure that it is contagious throughout the organization
is easier to do.
Matching resources within the organization is very important and is a necessity if the
organization plans on being successful, you can’t have multiple departments within the Lions
organization thinking or trying to different things then what the mission is or what management
has in mind to be successful. Starting from the owner, then to the general manager, head coach,
and all the way down to the player there must be some sort of strategical plan that must be
followed in order for everyone to be on the same page. If the owner of the Detroit Lions wants a
head coach that likes to be a positive influence within the organization and with the local
community, but the general manager doesn’t hire that type of head coach and hires someone that
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like to get in the face of players and doesn’t have a good public image then the resources have
not been met.
Using the resources the proper way and to the most efficient way is the best way to
success. The best possible approach for the Detroit Lions would be first making sure your
human resources are taken care of because your workers are a managers or leaders most
important asset, for example if the manager isn’t treating his workers fairly or properly they will
not want to work for him/her and the organization will be unsuccessful. They must also be
taught or trained on how to work together with the other departments like financial resource,
physical resource, and informational resources. Resources within the organization can be any
department between human, financial, physical, and informational and they must meet the needs
within the organization, in our text book Applied Sport Management Skills it states that “without
resources, you don’t have an organization, and the resource-based views says that the better the
resources, the more successful the organization.”(Lussier & Kimball, 2014, p. 7) The reason
why it is so crucial for success is because one individual resource does not make up a successful
company or organization, every department to every individual needs to be on the same page and
be able to work together to relay information, financial budgets, or proper training to become one
big organization instead of separate departments.
The Detroit Lions have a combination between autocratic and democratic leadership
styles because the way that they do business inside and outside the organization. It has really
started ever since that have brought in Jim Caldwell to become the head coach, he is the type of
leader who expects a lot of his players but also can help them be successful. This approach is
very difficult to balance because of the combination between the two, a leader that has an
autocratic style usually has an approach where the manager makes the decisions, tells employees
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what to do, and closely supervises them, while the democratic style the manager encourages
employee participation in decisions, works with employees to determine what to do, and doesn’t
supervise them closely.
Jim Caldwell gave a speech at the Sound Mind Sound Body football camp where he gave
all the young football players his six pillars of effective leadership, the Lion’s Jim Caldwell
(2015) stated that:
To be an effective leader you need to be competent in what you do; Do your best
job at whatever you are doing and to seize the opportunity. To be an expert at
your position you need to put in a thousand hours in order to become the best at
what you do. Preparation is the key and to be organize and plan for everything.
Do what you do best and when times get hard or the chips are down that is the
time to strive and do what you do best. Resilience under disappointment, battle
through anything, there is no excuse and no explanation for not succeeding.
Focus in on your crises, listen, focus, and keep moving. If you take care of the
little thing then the big things will take care of themselves.
The Detroit Lions put a lot of work into the people who are consider leaders within the
organization, they try to give the freedom but also make sure that they players/workers know
what it expected and how things should be executed. The organization strives for balance
between the concerns of people and the production that is being done on and off the field. They
want to be the best at what they do but at the same time they want to have good morals and do it
the correct way. I think it all starts at the top of the organization with team president Tom
Lewand and head coach Jim Caldwell having the most influence Rogers (2015) explains how the
system works in Detroit:
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Caldwell, a meticulous planner, has gone as far as to share his full season plan
with his team's leadership council in hopes they'll improve upon it. The coach has
often said, "A good idea has no rank." "We've looked at every little inch of things
we planned to do and how to march it off," Caldwell said. "We do that in
conjunction with the guys that lead our team. We have a leadership council. We'll
set the plan, put it together and I'll let the leadership council take a look at it and
see if they have any suggestions. How can we make it better? It's better when they
own it."
This is why the Detroit Lions are successful with their approach to the leadership roles they use
within the organization. The Loins don’t just have leaders but they have a leadership council
that overlooks everything that is being done and is making sure that it is the best possible way to
be successful.
The Detroit Lions are on the right path to being successful, to be successful you must
have great leadership in place and it must be people that can lead and be role models for the
players/workers. The use many different approaches but also make sure that each approach is
crystal clear and can be done with hard work and good morals. The Detroit Lions have the right
pieces in place now they must execute the plan they have and let everything fall into place and
before they know it they will be having more success than any could imagine.
The Detroit Lions are a good example of an organization that utilizes the resources they
have and how to get the resources they don’t have. Jim Schwartz was the Lions previous head
coach and had a much different approach to the game then current head coach Jim Caldwell, Jim
insisted on taking a day to day approach instead of planning for the future and trying to develop
the organization for future success. Jim Schwartz was successful as a head coach but didn’t get
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the organization to where they wanted to be, Coach Schwartz was very clear on what he thought
and how expected the team to do business “When you talk about changing culture, when you talk
about improving the team, my mantra has always been and is always going to be a day-to-day
approach,” said Schwartz. “Let’s get better today. Let’s not worry about what’s going to happen
next week or a month from now. Let’s worry about today.” (Detroit Lions, 2014)
The Lions organization wants to win today, but also winning today for today isn’t the
most important thing they also want to prepare for the future. Team president Tom Lewand and
Jim Caldwell are not just putting together a winning game plan for one week but instead trying to
provide strategic planning to be successful for the entire year and then from there focusing in on
week by week basis. The organization is using managerial leadership skills to make sure that
everything is being done the correct way and that starts off by being able to organize and
delegate work to proper areas within the team or within the organization.
They are able to use the internal resource to continue the proper amount of
communication to each department to successfully carry out the plan that is developed from
ownership and the team president. The leaders make it easier for everyone else because of how
clear and easy they make the work, this is also done by proper on the job training as well as
being able to clearly communicate the vision of what is expected from each individual. Being
able to have a winning attitude and having people who want to come to work and make a
difference and give the organization everything they got.
Communication is probably the one of the most important parts of the leadership skills
they are using. They don’t just have leaders in place to help make the organization successful
but also have in place a leadership council, with this in place they are able to communicate back
and forth making things a clear as possible in case some things need to be changed. The Lions
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are not degrading the leaders they have in place but instead they are taking the leaders in place
and making them better by using a leadership council. They are able to communicate ideas back
and forth helping one another to be a better leader and to give a second opinion on a certain
strategic or operational plan.
In any given organization there are going to be various roles that are usually fulfilled in
order to ultimately create success. In regards to the Detroit Lions there is strong evidence that
most if not all of the leaders must display competency in all aspects of Management roles and
techniques. The three roles associated with managers are “interpersonal, informational and
decisional” (Kimball, Lussier; Pg. 17). These roles are key for any manager. The interpersonal
roles are made up of a leader, a liaison and a figurehead. (Kimball, Lussier, Pg. 17). When
looking at most organizations, this is usually associated with the owner. While they may be the
main provider for the financial capabilities they usually stay out of actual decision-making
process for the organization.
There was one main person, who time and time again would relay messages to the media
and other outside organizations and her name was Elizabeth Parkinson. While she had many
instances of simple relaying of information, she also controls a large portion of decisional roles
in her role as Senior-Vice President of Marketing and Partnership as given in her position
description on the Detroit Lions website. Most recently she was responsible for establishing the
“#OnePride” Campaign which was used “to highlight how Detroit was one team and one
community” (detroitlions.com). Overall Parkinson displayed many roles within the Lions
organization.
At the same time former owner, William Clay Ford, who passed away in 2014,
encompassed all the roles associated with managers. He part-took in resource allocation – from
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community service to financing new stadiums in the major relocation back into the city limits of
Detroit to their current home of Ford Field. He Ultimately revived the franchise in his more than
fifty-year reign as owner and chairman. (detroitlions.com)
When looking at the organization as a whole, there is some complexity and it can easily
be seen in regards to their structure. It’s a straight for and simplistic model. It is easy to see the
break down when looking on their administration page of their team website. They have a clear
top down structure with top, middle and lower line managers. The top manager is the owner,
who currently is Martha Ford (Heinze, Soderstrom, and Zdroik; Pg. 674). Reporting to her would
be the other chairman as the president. Reporting to these individuals would be the vice-
presidents who represent the individual divisions within the organization ranging from vice
president of communication to vice president of ticketing and suite sales. The individuals are
responsible for setting up and executing various tasks relevant to their given field. Each has a
small team that reports to them and helps with the tasks given. Finally you have the first line
managers that make up the equipment staff as well as sports trainers and other smaller role
positions. It is quiet easy to decipher the organization as whole based on common knowledge of
the industry, due the consistency from organization to organization within the NFL.
The corporate social responsibility CSR of the Detroit Lions has been a model for other
sports franchises to look at and mold into their own. The Detroit Lions saw a struggle and need
in their community, which prompted their new CSR model structure. The first step that
formalized the operations of this division was the hiring of Elizabeth Parkinson as VP of
marketing and partnerships and to oversee the Community Relations Department. Also Robert
Wooley was hired to be director of community relations. What this duo brought to the Lions was
a lot of experience in the field. Wooley brought experience from working for the NHL and their
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marketing team. Parkinson came from marketing companies that worked all over the board with
public, nonprofit, and even government organizations. The two brought exactly what the Lions
needed, sports experience, and community experience. “Elizabeth Parkinson and Rob Wooley
both noted the importance of organizational support for the CSR redesign activities; Wooley
described this organizational visioning as follows:
When I came on board the message that I received was that this is an opportunity for us
to completely reinvent or redesign our community engagement strategy. This was an opportunity
to truly leverage an incredibly powerful brand in the Detroit Lions, the Leaping Lion, Ford Field.
And I was really interested in figuring out how we could create synergy and excitement around a
brand that everyone can rally around win or loss” (Heinze, Soderstrom, & Zdroik, 2014).
Another important factor in changing their strategy was going out into the public and asking
what is needed and what can be done. They came up with two points to emphasize in the
community: health and wellness and community development. Rob Wooley described the need
to go out into the community in this statement,
In order for us to identify both of these topics [health and wellness and
community development] we spent a long time talking to folks that know
what they’re doing. We don’t pretend to be experts on anything. Although
we know enough to be dangerous, we really spend a lot of time connecting
with all the right stakeholders in town to help us understand what the real
issues are. (Heinze, Soderstrom, & Zdroik, 2014)
Changing their primary location from the practice facility to Ford Field also helped with the
cultural change. The Lions’ previous philanthropic focus was on players’ involvement in
fundraising and the corresponding need to be near the players at the practice facility; however,
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this location impeded the Lions’ CSR efforts in the city of Detroit (Heinze, Soderstrom, &
Zdroik, 2014). By changing locations it allowed them to focus more on the community around
Ford Field and get in touch with what was needed. The biggest thing that helped formalize their
operations was changing their focus and only doing what is needed and they can help with.
The biggest thing that helped the lions and their community relationship was their desire
for a strong and fruitful partnership. From day one of their new CSR strategy the goal was to
connect with the people of Detroit. Especially with the struggles the city was going through
financially they felt they had an obligation to raise the spirits of the people of Detroit. The “We
are all in” for the city from the franchise was a strong showing of sticking with what they believe
in. The Organizations passion was shown by their Living for the City campaign, Tom Lewand
who is the president of the Lions described it as this;
Living for the City is a reflection of the Detroit Lions’ commitment to Detroit’s
resurgence and our focus on areas of critical need. . . . Living for the City supports innovative
citizen philanthropy and promotes personal and community well-being. The Detroit Lions
organization is excited for the potential that Living for the City offers for making a real
difference in this community that we all call home. (Detroit Lions’ New Living for the City,
2012)
Once the path or goal of the organization was decided each department was all in. The
community outreach programs were a huge success under this new strategy. It was a huge moral
boost to the organization as well to see that they were helping their community and the fans truly
appreciated what they were doing.
Corporate social responsibilities are the steps that businesses take to help with global
issues or local issues in the Detroit Lions case. Whether it be on an environmental,
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philanthropically, or ethical level, they all play a vital role in making the Lions fans want to
continue supporting their team. The Detroit Lions may have used the scientific approach to
management in determining how to best go about implementing their plan for a new approach to
their corporate social responsibility model. Living for the City is Detroit’s new CSR approach
that focuses on two main areas: health and wellness for the citizens of Detroit. The goal for the
Lions franchise is do everything in their power to help the citizens, especially those in the lower
income areas of Detroit. This model, having shown that it can be used to success in this instance,
may assist many other organizations in achieving their organizational goals. A wide array of
differing organizations, both sport and non-sport related, may wish to emulate the Detroit Lions
and their CSR model to mirror their results with their own companies; it doesn’t seem too
farfetched to think that it can be successful in many different places and situations.
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References
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http://www.businessnewsdaily.com/4679-corporate-social-responsibility.html
Heinze, K., Soderstrom, S., & Zdroik, J. (2014). Toward strategic and authentic corporate social
responsibility in professional sport: a case study of the detroit lions. Journal of Sport
Management, 672-686.
Kinicki, A. & Williams, B. (2015). Management: A practical introduction. New York, NY:
McGraw Hill.
Lions' Jim Caldwell gives 6 pillars of leadership at SMSB camp. (2015). Retrieved September
24, 2015, from http://www.freep.com/videos/sports/nfl/lions/2015/06/11/71097894/
Lussier, R.N. & Kimball, D.C. (2014). Applied sport management skills (2nd ed.). Champaign,
IL: Human Kinetics.
Metlife Life Insurance. (2015). Corporate Responsibility Progress Report. Retrieved from the
Metlife Life Insurance website: https://www.metlife.com/assets/cao/corporate-
responsibility/progress-reports/2014_MetLife_ProgressReport.pdf
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