Milestone 3 SEB

OL 326 Final Project Guidelines and Rubric

Overview The final project for this course is the creation of a case study analysis and strategy proposal. Social responsibility is an ethical philosophy that suggests an individual or a group of individuals, such as an organization, has an obligation to act for the benefit of society at large. Corporations in any industry have experienced change in corporate social responsibility (CSR) due to both internal (employee) and external (customer, regulatory agencies, environmental) influences. These influences require leaders to better educate themselves and the organization on their stra tegy in regard to CSR. The purpose of this project is to analyze and critique an organization based on what is expected of a corporate strategy in regard to social responsibility. The project is divided into two milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final submissions. These milestones will be submitted in Modules Two and Four. The final product will be submitted in Module Seven. In this assignment, you will demonstrate your mastery of the following course outcomes:

 Critique social responsibility principles and concepts as they relate to scholarly re search, evidence, and real-world relevance

 Analyze internal and external influences to organizational operations as they relate to the effective application of social r esponsibility

 Analyze the potential benefits and risks of the strategy planning of an organization for ensuring organizational effectiveness

 Develop strategy plans that appropriately draw from modern principles of social responsibility and are substantiated by evide nce  Assess the ethical implications of real-world issues and problems in corporate social responsibility from multiple perspectives

Prompt For this project, you will analyze the case study ITC LTD: Toward a Triple Bottom Line Performance . You will look at various aspects of both the daily operations of the company as well as management strategies to determine the impact they have on the social responsibility of the company. You will examine the impact this has on the internal and external stakeholders of the company, as social responsibility impacts them the most. Then, you will devise a revised strategy plan that addresses any gaps and risks you have identified in regard to social responsibility. Specifically, the following critical elements must be addressed:

I. Introduction: In this part of the project, you will introduce the company present in the case study, describing the important attributes of the company that should be considered when analyzing its consideration of social responsibility. Describe the organi zation in the case study. In other words, how is the organization described in the case study? What are its key attributes? What are its strengths and weaknesses?

II. Analysis of Social Responsibility: In this part of the project, you will begin your analysis of the case study, examining how the strategy plan of the organization in the case study considers social responsibility.

a) Analyze the organization’s strategy plan for compliance with the current acceptable standards or norms relative to social responsibility today. b) Analyze the organization’s strategy plan for any gaps in social responsibility that might be potential risks to internal and external stakeholders. c) Predict the potential positive and negative impacts to internal and external stakeholders regarding social responsibility that would result from

the strategy plan. In other words, what might happen to the employees and /or people involved in the company regarding social responsibility from this strategy plan? You could consider both the present and future impacts.

d) Critique the evolution of strategy planning related to social responsibility within the organization. In other words, what may have influenced the evolution of strategy planning related to social responsibility unique to this organization?

e) Explain how this organization is or is not consistent with regard to social responsibility when compared within its own industry and when compared to outside industries. Be sure to justify your response.

III. Ethical Decision-Making: In this part of the project, you will continue your analysis of the case study, examining how the strategy plan of the

organization considers ethics in decision-making processes. a) Analyze the organization’s strategy plan for decision-making processes that it employs. In other words, based on the strategy plan, how does

the organization make decisions? b) Explain how aspects of ethics were considered in the decision-making processes of the organization. In other words, what were the ethical

considerations related to social responsibility in the decisions made by the organization? You could consider the connection between ethics and organizational decision making and how ethics influence those decisions.

c) Analyze the organization’s strategy plan for any gaps in the decision-making process that could be considered potential risks to internal and external stakeholders.

IV. Critique the Organization: In this part of the project, you will continue your case study analysis, critiquing the organization regarding how it considers

social responsibility and how its processes have been influenced internally and externally. a) Utilizing the information in the case study and your previous analysis, determine the appropriate components for a strategic CSR plan for the

organization. b) Compare the components chosen pertaining to the organization with other organizations with similar or different strategic components. c) Explain how the organization’s internal and external influences have impacted the strategy plan’s compliance with industry standards and

common practice in regards to social responsibility. d) Determine potential risks in the current strategy plan and compare them with other relevant organizations (in particular, the same industry) to

determine if these risks are common or unique to the organization.

V. Revised Strategy Plan: In this part of the project, you will imagine you have assumed a leadership role within the organization. You will utilize the case study and your previous analysis to develop a new strategy plan for the organization addressing its social responsibility.

a) Develop a revised strategy plan for the organization, addressing any potential risks or gaps regarding social responsibility previously identified i n your case study analysis.

b) Explain the process regarding how the revised strategy plan was developed. Be sure to describe why certain components were selected and how they are important to the organization as related to social responsibility.

c) Discuss how you considered the influence of internal and external forces when developing your revised strategy plan. In other words, how did you account for the internal and external influences that affected the first strategy plan in the development of your revised strategy plan?

d) Explain how issues of ethics were considered when developing the revised strategy plan. If issues of ethics did not need to be considered or revised, explain why.

Milestones Milestone One: Introduction In Module Two, you will submit the introduction. The final project requires that you analyze ITC LTD, a diversified company that has heavily invested in tobacco and cigarettes in India. For Milestone One, you will introduce the company in the case study, describing the important attributes of the company that should be examined when analyzing its consideration of social responsibility. How is the organization described in the case study? What are its key attributes? What are its strengths and weaknesses? What do you see as its primary CSR issue? This milestone will be graded with the Milestone One Rubric. Milestone Two: Analysis of Social Responsibility and Ethical Decision-Making In Module Four, you will submit Sections II and III of the final project, which are the analysis of social responsibility and ethical decision-making. As part the analysis of social responsibility, address the following issues: define the primary stakeholders both internal and external, the organization’s compliance to social responsibility, and gaps in social responsibility that may be potential risks to internal and external stakeholders. What mig ht happen to the employees and/or people involved in the company regarding social responsibility from this strategy plan? Consider both the present and future impacts. What ma y have influenced the evolution of strategy planning related to social responsibility unique to this organization? Explain how this organization is or is not consistent with regard to social responsibility when compared within its own industry and when compared to outside industries. Regarding ethical decision-making, examine how the organization’s strategy plan involves ethics in its decision-making process. How does the organization make decisions? What were the ethical considerations related to social responsibility in the decisions made by the organization? How do ethics influence these decisions? Are there any gaps in the decision-making process that could be considered potential risks to internal and external stakeholders? This milestone will be graded with the Milestone Two Rubric. Final Submission: Final Case Study Analysis and Strategy Proposal In Module Seven, you will submit the final case study analysis and strategy proposal. It should be a complete, polished artifact containing all of the critical elements of the final project. It should include the information from the two milestones plus Section IV, Critique of Organization, and Section V, Revised Strategy Plan, making sure to reflect the incorporation of feedback gained throughout the course. This submission will be graded with the Final Project Rubric.

Final Project Rubric Guidelines for Submission: Your case study analysis and revised strategy plan should follow these requirements: 8–12 pages, double-spaced, 12-point Times New Roman font, one-inch margins, and APA sixth edition citations and style. Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more in formation, review these instructions.

Critical Elements Exemplary (100%) Proficient (85%) Needs Improvement (55%) Not Evident (0%) Value

Introduction

Meets “Profi ci ent” cri teri a , and

des cri pti on i s an es peci ally comprehens i ve overvi ew of the organi zati on

Des cri bes the key attri butes ,

s trengths , weaknes s es , and cons i derati on of s oci al res pons i bi lity of the

organi zati on i n the cas e s tudy

Des cri bes the key attri butes ,

s trengths , weaknes s es , and cons i derati on of s oci al res pons i bi lity of the

organi zati on i n the cas e s tudy, but des cri pti on i s cursory

Does not des cri be the key

attri butes , s trengths , weaknes s es , and cons i derati on of s oci al res ponsibility of the

organi zati on i n the cas e s tudy

4.75

Analysis of Social Responsibility:

Compliance

Meets “Profi ci ent” cri teri a, and anal ys is demons trates nuanced unders tandi ng of the current

acceptabl e s tandards or norms rel ati ve to s oci al res pons ibility

Anal yzes the organi zati on’s s trategy pl an for compl i ance wi th current acceptabl e

s tandards or norms rel ati ve to s oci al res pons ibility today

Anal yzes the organi zati on’s s trategy pl an for compl i ance wi th current acceptabl e

s tandards or norms rel ati ve to s oci al res pons ibility today, but anal ys is i s cursory

Does not anal yze the organi zati on’s s trategy pl an for compl i ance wi th current

acceptabl e s tandards or norms rel ati ve to s oci al res pons ibility today

5.75

Analysis of Social Responsibility:

Potential Risks

Meets “Profi ci ent” cri teri a , and anal ys is demons trates a

nuanced unders tandi ng of potenti al ri s ks as soci ated wi th s oci al res pons ibility

Anal yzes the organi zati on’s s trategy pl an for any gaps i n

s oci al res pons ibility that mi ght be potenti al ri s ks

Anal yzes the organi zati on’s s trategy pl an for any gaps i n

s oci al res pons ibility that mi ght be potenti al ri s ks , but anal ysis is curs ory or i nappropriate

Does not anal yze the organi zati on’s s trategy pl an for

any gaps i n s oci al res pons ibility that mi ght be potenti al ri s ks

5.75

Analysis of Social Responsibility:

Positive and Negative Impacts

Meets “Profi ci ent” cri teri a , and predi cti on demons trates keen

i ns i ght i nto both the pres ent and future i mpacts of the s trategy pl an wi th regard to s oci al res pons ibility

Predi cts the potenti al pos i ti ve and negati ve i mpacts regardi ng

s oci al res pons ibility that woul d res ul t from the s trategy pl an

Predi cts the potenti al pos i ti ve and negati ve i mpacts regardi ng

s oci al res pons ibility that woul d res ul t from the s trategy pl an, but predi cti on i s curs ory or i nappropri ate

Does not predi ct the potenti al pos i ti ve and negati ve i mpacts

regardi ng s oci al res ponsibi lity that woul d res ul t from the s trategy pl an

5.75

Analysis of Social Responsibility:

Evolution

Meets “Profi ci ent” cri teri a and cri ti que of s trategy pl an

demons trates a nuanced unders tandi ng of how the i nternal and external i nfl uences on the organi zati on have

i mpacted the evol uti on of the cons i derati on of s oci al res pons i bi lity wi thi n the company

Cri ti ques how the s trategy pl anni ng rel ated to s oci al

res pons i bi lity has evol ved wi thi n the organi zati on i n res pons e to i nternal and external i nfl uences

Cri ti ques how the s trategy pl anni ng rel ated to s oci al

res pons i bi lity has evol ved wi thi n the organi zati on i n res pons e to i nternal and external i nfl uences , but cri ti que

i s curs ory or i nappropriate

Does not cri ti que how the s trategy pl anni ng rel ated to

s oci al res pons ibility has evol ved wi thi n the organi zati on i n res pons e to i nternal and external i nfl uences

5.75

Analysis of Social

Responsibility: Consistent

Meets “Profi ci ent” cri teri a and

expl anati on demons trates keen i ns i ght i nto how s oci al res pons i bi lity of the company i s

cons i s tent compared to outs i de i nfl uences

Expl ai ns how thi s organi zation is

or i s not cons i stent wi th regard to s oci al res ponsibi lity compared wi thi n thei r own

i ndus try and outs i de i ndus tri es

Expl ai ns how thi s organi zation is

or i s not cons i stent wi th regard to s oci al res ponsibi lity compared wi thi n thei r own

i ndus try and outs i de i ndus tri es , but expl anati on i s curs ory or i nappropri ate

Does not expl ai n how thi s

organi zati on i s or i s not cons i s tent wi th regard to s oci al res pons i bi lity compared wi thi n

thei r own i ndus try and outs i de i ndus tri es

5.75

Ethical Decision- Making: Decision-

Making Process

Meets “Profi ci ent” cri teri a and anal ys is demons trates a

nuanced unders tandi ng of the deci s i on-maki ng proces ses empl oyed by the organi zati on

Anal yzes the s trategy pl an of the organi zati on for the

deci s i on-maki ng proces ses that are empl oyed

Anal yzes the s trategy pl an of the organi zati on for the

deci s i on-maki ng proces ses that are empl oyed, but anal ys is i s curs ory

Does not anal yze the s trategy pl an of the organi zati on for the

deci s i on-maki ng proces ses that are empl oyed

5.75

Ethical Decision- Making: Ethics

Meets “Profi ci ent” cri teri a and expl anati on demons trates a

nuanced unders tandi ng of the connecti on between ethi cs and deci s i on-maki ng proces ses

Expl ai ns how as pects of ethi cs were cons i dered i n the

deci s i on-maki ng proces ses of the organi zati on

Expl ai ns how as pects of ethi cs were cons i dered i n the

deci s i on-maki ng proces ses of the organi zati on, but expl anati on i s cursory or i nappropri ate

Does not expl ai n how as pects of ethi cs were cons i dered i n the

deci s i on-maki ng proces ses of the organi zati on

5.75

Ethical Decision-

Making: Gaps

Meets “Profi ci ent” cri teri a and

anal ys is demons trates keen i ns i ght i nto the gaps i n the deci s i on-maki ng proces s that

coul d be potenti al ri s ks

Anal yzes the organi zati on’s

s trategy pl an for any gaps i n the deci s i on-maki ng proces s that coul d be potenti al ri s ks

Anal yzes the organi zati on’s

s trategy pl an for any gaps i n the deci s i on-maki ng proces s that coul d be potenti al ri s ks , but

anal ys is i s cursory or i nappropri ate

Does not anal yze the

organi zati on’s s trategy pl an for any gaps i n the deci s i on-maki ng proces s that coul d be potenti al

ri s ks

5.75

Critique the Organization: Components

Meets “Profi ci ent” cri teri a and determi nati on demons trates keen i ns i ght i nto the

appropri ate components for a s trategi c CSR pl an

Determi nes the appropri ate components for a s trategi c CSR pl an for the organi zati on

Determi nes the appropri ate components for a s trategi c CSR pl an for the organi zati on, but

determi nati on i s curs ory or i nappropri ate

Does not determi ne the appropri ate components for a s trategi c CSR pl an for the

organi zati on

5.75

Critique the Organization: Other

Organizations

Meets “Profi ci ent” cri teri a and compari s on demons trates a

nuanced unders tandi ng of components chos en and how other organi zati ons wi th s i mi lar or di fferent components rel ate

to the organi zation

Compares the components chos en pertai ni ng to the

organi zati on wi th other organi zati ons wi th s i mi lar or di fferent s trategi c components

Compares the components chos en pertai ni ng to the

organi zati on wi th other organi zati ons wi th s i mi lar or di fferent s trategi c components , but compari s on i s curs ory or

i nappropri ate

Does not compare the components chos en pertai ni ng

to the organi zation wi th other organi zati ons wi th s i mi lar or di fferent s trategi c components

5.75

Critique the Organization: Internal and

External Influences

Meets “Profi ci ent” cri teri a and expl anati on demons trates a nuanced unders tandi ng of how the organi zati on’s i nternal and

external i nfl uences have i mpacted the s trategy pl an’s compl i ance wi th i ndus try

s tandards and common practi ce regardi ng s oci al res ponsibi lity

Expl ai ns how the organi zati on’s i nternal and external i nfl uences have i mpacted the s trategy pl an’s compl i ance wi th i ndus try

s tandards and common practi ce regardi ng s oci al res ponsibi lity

Expl ai ns how the organi zati on’s i nternal and external i nfl uences have i mpacted the s trategy pl an’s compl i ance wi th i ndus try

s tandards and common practi ce regardi ng s oci al res ponsibi lity, but expl anati on i s curs ory or

i nappropri ate

Does not expl ai n how the organi zati on’s i nternal and external i nfl uences have i mpacted the s trategy pl an’s

compl i ance wi th i ndus try s tandards and common practi ce regardi ng s oci al res ponsibi lity

5.75

Critique the Organization:

Potential Risks

Meets “Profi ci ent” cri teri a and determi nati on makes cogent compari s ons between the ri s ks

of the organi zati on wi th other organi zati ons

Determi nes potenti al ri s ks i n the current s trategy pl an and compares them wi th other

rel evant organi zati ons to determi ne i f thes e ri s ks are common or uni que to the organi zati on

Determi nes potenti al ri s ks i n the current s trategy pl an and compares them wi th other

rel evant organi zati ons to determi ne i f thes e ri s ks are common or uni que to the organi zati on, but determi nati on

i s curs ory or i nappropriate

Does not determi ne potenti al ri s ks i n the current s trategy pl an and does not compare them

wi th other rel evant organi zati ons to determi ne i f thes e ri s ks are common or uni que to the organi zati on

5.75

Revised Strategy Plan: Potential

Risks

Meets “Profi ci ent” cri teri a and devel oped s trategy pl an demons trates keen i ns i ght i nto how to addres s the potenti al

ri s ks or gaps regarding s oci al res pons i bi lity

Devel ops a revi s ed s trategy pl an for the organi zation, addres s ing any potenti al ri s ks or gaps regardi ng s oci al res ponsibi lity

previ ous l y i denti fi ed i n cas e s tudy anal ys is

Devel ops a revi s ed s trategy pl an for the organi zation, addres s ing any potenti al ri s ks or gaps regardi ng s oci al res ponsibi lity

previ ous l y i denti fi ed i n cas e s tudy anal ys is, but devel oped pl an i s curs ory or i nappropriate

Does not devel op a revi s ed s trategy pl an for the organi zati on addres sing any potenti al ri s ks or gaps regarding

s oci al res pons ibility previ ous ly i denti fi ed i n cas e s tudy anal ys is

5.75

Revised Strategy

Plan: Process

Meets “Profi ci ent” cri teri a and

expl anati on demons trates keen i ns i ght i nto how the components us ed i nfl uenced the devel opment of the revi s ed

s trategy pl an

Expl ai ns the proces s regardi ng

how the revi s ed s trategy pl an was devel oped and expl ai ns why certai n components were us ed and why they are

i mportant to the organi zati on

Expl ai ns the proces s regardi ng

how the revi s ed s trategy pl an was devel oped and expl ai ns why certai n components were us ed and why they are

i mportant to the organi zati on, but expl anati on i s curs ory or i nappropri ate

Does not expl ai n the proces s

regardi ng how the revi s ed s trategy pl an was devel oped and does not expl ai n why certai n components were us ed

and why they are i mportant to the organi zati on

5.75

Revised Strategy Plan: Influence

Meets “Profi ci ent” cri teri a and di s cus sion demons trates a

nuanced unders tandi ng of the i nfl uence of i nternal and external forces on the devel opment of the revi s ed

s trategy pl an

Di s cus s es how the i nfl uence of i nternal and external forces was

cons i dered when devel opi ng the revi s ed s trategy pl an

Di s cus s es how the i nfl uence of i nternal and external forces was

cons i dered when devel opi ng the revi s ed s trategy pl an, but di s cus sion i s cursory

Does not di s cus s how the i nfl uence of i nternal and

external forces was cons i dered when devel opi ng the revi s ed s trategy pl an

5.75

Revised Strategy Plan: Ethics

Meets “Profi ci ent” cri teri a and expl anati on demons trates a nuanced unders tandi ng of ethi cs and thei r i mportance

when devel opi ng the revi s ed s trategy

Expl ai ns how i s s ues of ethi cs were cons i dered when devel opi ng the revi s ed s trategy pl an and i f ethi cs di d not need

to be cons i dered or revi s ed, expl ai ns why

Expl ai ns how i s s ues of ethi cs were cons i dered when devel opi ng the revi s ed s trategy pl an and i f ethi cs di d not need

to be cons i dered or revi s ed, expl ai ns why, but expl anati on i s curs ory or i nappropriate

Does not expl ai n how i s s ues of ethi cs were cons i dered when devel opi ng the revi s ed s trategy pl an and i f ethi cs di d not need

to be cons i dered or revi s ed, does not expl ai n why

5.75

Articulation of Response

Submi s s i on i s free of errors rel ated to ci tati ons , grammar,

s pel l i ng, s yntax, and organi zati on and i s pres ented i n a profes s i onal and eas y-to-read

format

Submi s s i on has no major errors rel ated to ci tati ons , grammar,

s pel l i ng, s yntax, or organi zati on

Submi s s i on has major errors rel ated to ci tati ons , grammar,

s pel l i ng, s yntax, or organi zati on that negati vel y i mpact readabi l ity and arti culation of

mai n i deas

Submi s s i on has criti cal errors rel ated to ci tati ons , grammar,

s pel l i ng, s yntax, or organi zati on that prevent unders tandi ng of i deas

3.25

Total 100%