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 in to two milestones , which will be submitted at various points throughout the course to scaffold learning and ensure quality final submissions. These milestones will be submitte d in Modules Two and Four . The final pro du ct 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 c orporate 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 compan y, 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 ar e 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 t o social responsibil ity 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 regardi ng 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 t he present and fut ure 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 u nique to this organization? e) Exp lain 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 o rganization 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 interna l 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 organiza tion. b) Compare the components chosen pertaining to the organization with other organizations with similar or diffe rent strategic components. c) Explain how the organization’s internal and external influences have impacted the strategy plan’s compliance with in dustry standards and common practice in regar ds 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 p lan 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 relat ed 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 ac count 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 conside red 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 cigarette s 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 consider ation of social responsibility. H ow 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 Resp onsibility and Ethical Decision -Making In Module Four , you will submit Section s II and II I 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 pro ject . 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. Th is submission will be graded with the Final Pro ject Rubric. Final Pro ject Rubric Guidelines for Submissi on: 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 e dition 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 , a nd des cri pti on i s a n es peci a lly comprehens i ve overvi ew of the orga ni za ti on Des cri bes the key a ttri butes , s trengths , wea knes s es , a nd cons i dera ti on of s oci al res pons i bi lity of the orga ni za ti on i n the ca s e s tudy Des cri bes the key a ttri butes , s trengths , wea knes s es , a nd cons i dera ti on of s oci al res pons i bi lity of the orga ni za ti on i n the ca s e s tudy , but des cri pti on i s cursory Does not des cri be the key a ttri butes , s trengths , wea knes s es , a nd cons i dera ti on of s oci a l res ponsibility of the orga ni za ti on i n the ca s e s tudy 4.75 Analysis of Social Responsibility:

Compliance Meets “Profi ci ent” c ri teri a , a nd a na l ys is demons tra tes nua nced unders ta ndi ng of the current a ccepta bl e s ta nda rds or norms rel a ti ve to s oci a l res pons ibility Ana l yzes the orga ni za ti on’s s tra tegy pl a n for compl i a nce wi th current a ccepta bl e s ta nda rds or norms rel a ti ve to s oci a l r es pons ibility toda y Ana l yzes the orga ni za ti on’s s tra tegy pl a n for compl i a nce wi th current a ccepta bl e s ta nda rds or norms rel a ti ve to s oci a l res pons ibility toda y , but a na l ys is i s cursory Does not a na l yze the orga ni za ti on’s s trategy pl a n for compl i a nce wi th current a ccepta bl e s ta nda rds or norms rel a ti ve to s oci a l res pons ibility toda y 5.75 Analysis of Social Responsibility:

Potential Risks Meets “Profi ci ent” cri teri a , a nd a na l ys is demons tra tes a nua nced unders ta ndi ng of potenti a l ri s ks a s soci ated wi th s oci a l res pons ibility Ana l yzes the orga ni za ti on’s s tra tegy pl a n for a ny ga ps i n s oci a l res pons ibility tha t mi ght be potenti a l ri s ks Ana l yzes the orga ni za ti on’s s tra tegy pl a n for a ny ga ps i n s oci a l res pons ibility tha t mi ght be potenti a l ri s ks , but a na l ysis is cur s ory or i na ppropria te Does not a na l yze the orga ni za ti on’s s trategy pl a n for a ny ga ps i n s oci a l res pons ibility tha t mi ght be potenti a l ri s ks 5.75 Analysis of Social Responsibility:

Positive and Negative Impacts Meets “Profi ci ent” cri teri a , a nd predi cti on demons tra tes keen i ns i ght i nto both the pres ent a nd future i mpa cts of the s tra tegy pl a n wi th rega rd to s oci a l res pons ibility Predi cts the potenti a l pos i ti ve a nd nega ti ve i mpa cts rega rdi ng s oci a l res pons ibility tha t woul d res ul t from the s tr a tegy pl a n Predi cts the potenti a l pos i ti ve a nd nega ti ve i mpa cts rega rdi ng s oci a l res pons ibility tha t woul d res ul t from the s tra tegy pl a n , but predi cti on i s curs ory or i na ppropri ate Does not predi ct the potenti a l pos i ti ve a nd nega ti ve i mpa cts rega rdi ng s oci a l res ponsibi lity tha t woul d res ul t from the s tra tegy pl a n 5.75 Analysis of Social Responsibility: Evolution Meets “Profi ci ent” cri teri a a nd cri ti que of s tra tegy pl a n demons tra tes a nua nced unders ta ndi ng of how the i nterna l a nd externa l i nfl uences on the orga ni za ti on ha ve i mpa cted the evol uti on of the cons i dera ti on of s oci al res pons i bi lity wi thi n the compa ny Cri ti ques how the s tra tegy pl a nni ng rel a ted to s oci a l res pons i bi lity ha s evol ved wi thi n the orga ni za ti on i n res pons e to i nterna l a nd externa l i nfl uen ces Cri ti ques how the s tra tegy pl a nni ng rel a ted to s oci a l res pons i bi lity ha s evol ved wi thi n the orga ni za ti on i n res pons e to i nterna l a nd externa l i nfl uences , but cri ti que i s curs ory or i na ppropriate Does not cri ti que how the s tra tegy pl a nni ng rel a ted to soci a l res pons ibility ha s evol ved wi thi n the orga ni za ti on i n res pons e to i nterna l a nd externa l i nfl uences 5.75 Analysis of Social Responsibility:

Consistent Meets “Profi ci ent” cri teri a a nd expl a na ti on demons tra tes keen i ns i ght i nto how s oci a l res pons i bi lity of the compa ny i s cons i s tent compa red to outs i de i nfl uences Expl a i ns how thi s orga ni za tion is or i s not cons i stent wi th rega rd to s oci a l res ponsibi lity compa red wi thi n thei r own i ndus try a nd outs i de i ndus tri es Expl a i ns how thi s orga ni za tion is or i s not cons i stent wi th rega rd to s oci a l res ponsibi lity compa red wi thi n thei r own i ndus try a nd outs i de i ndus tri es , but expl a na ti on i s curs ory or i na ppropri ate Does not expl a i n how thi s orga ni za ti on i s or i s not cons i s tent wi th rega rd to s oci a l res pons i bi lity compa red wi thi n thei r own i ndus try a nd outs i de i ndus tri es 5.75 Ethical Decision - Making: Decision - Making Process Meets “Profi ci ent” cri teri a a nd a na l ys is demons tra tes a nua nced unders ta ndi ng of the deci s i on -ma ki ng proces ses empl oyed by the orga ni za ti on Ana l yzes the s tra tegy pl a n of the orga ni za ti on for the deci s i on -ma ki ng proces ses tha t a re empl oyed Ana l yzes the s tra tegy pl a n of the orga ni za ti on for the deci s i on -ma ki ng proces ses tha t a re empl oyed , but a na l ys is i s curs ory Does not a na l yze the s tra tegy pl a n of the orga ni za ti on for the deci s i on -ma ki ng proces ses tha t a re empl oyed 5.75 Ethical Decision - Making: Ethics Meets “Profi ci ent” cri teri a a nd expl a na ti on demons tra tes a nua nced unders ta ndi ng of the connecti on between ethi cs a nd deci s i on -ma k i ng proces ses Expl a i ns how a s pects of ethi cs were cons i dered i n the deci s i on -ma ki ng proces ses of the orga ni za ti on Expl a i ns how a s pects of ethi cs were cons i dered i n the deci s i on -ma ki ng proces ses of the orga ni za ti on , but expl a na ti on i s cursory or i na ppropri ate Does not expl a i n how a s pects of ethi cs were cons i dered i n the deci s i on -ma ki ng proces ses of the orga ni za ti on 5.75 Ethical Decision - Making: Gaps Meets “Profi ci ent” cri teri a a nd a na l ys is demons tra tes keen i ns i ght i nto the ga ps i n the deci s i on -ma ki ng proces s tha t coul d be potenti a l ri s ks Ana l yzes the orga ni za ti on’s s tra tegy pl a n for a ny ga ps i n the deci s i on -ma ki ng proces s tha t coul d be potenti a l ri s ks Ana l yzes the orga ni za ti on’s s tra tegy pl a n for a ny ga ps i n the deci s i on -ma ki ng proces s tha t coul d be potenti a l ri s ks , but a na l ys is i s cursory or i na ppropri ate Does not a na l yze the orga ni za ti on’s s trategy pl a n for a ny ga ps i n the deci s i on -ma ki ng proces s tha t coul d be potenti a l ri s ks 5.75 Critique the Organization:

Components Meets “Profi ci ent” cri teri a a nd determi na ti on demons tra tes keen i ns i ght i nto the a ppropri a te components for a s tra tegi c CSR pl a n Determi nes the a ppropri a te components for a s tra tegi c CSR pl a n for the orga ni za ti on Determi nes the a ppropri a te comp onents for a s tra tegi c CSR pl a n for the orga ni za ti on , but determi na ti on i s curs ory or i na ppropri ate Does not determi ne the a ppropri a te components for a s tra tegi c CSR pl a n for the orga ni za ti on 5.75 Critique the Organization: Other Organizations Meets “Profi ci ent” cri teri a a nd compa ri s on demons tra tes a nua nced unders ta ndi ng of components chos en a nd how other orga ni za ti ons wi th s i mi lar or di fferent components rel a te to the orga ni za tion Compa res the components chos en perta i ni ng to the orga ni za ti on wi th ot her orga ni za ti ons wi th s i mi la r or di fferent s tra tegi c components Compa res the components chos en perta i ni ng to the orga ni za ti on wi th other orga ni za ti ons wi th s i mi la r or di fferent s tra tegi c components , but compa ri s on i s curs ory or i na ppropri ate Does not com pa re the components chos en perta i ni ng to the orga ni za tion wi th other orga ni za ti ons wi th s i mi la r or di fferent s tra tegi c components 5.75 Critique the Organization:

Internal and External Influences Meets “Profi ci ent” cri teri a a nd expl a na ti on demons tra tes a nua nced unders ta ndi ng of how the orga ni za ti on’s i nterna l a nd externa l i nfl uences ha ve i mpa cted the s tra tegy pl a n’s compl i a nce wi th i ndus try s ta nda rds a nd common pra cti ce rega rdi ng s oci a l res ponsibi lity Expl a i ns how the orga ni za ti on’s i nterna l a nd externa l i nfl uences ha ve i mpa cted the s tra tegy pl a n’s compl i a nce wi th i ndus try s ta nda rds a nd common pra cti ce rega rdi ng s oci a l res ponsibi lity Expl a i ns how the orga ni za ti on’s i nterna l a nd externa l i nfl uences ha ve i mpa cted the s tra tegy pl a n’s compl i a nce wi th i ndus try s ta nda rds a nd common pra cti ce rega rdi ng s oci a l res ponsibi lity , but expl a na ti on i s curs ory or i na ppropri ate Does not expl a i n how the orga ni za ti on’s i nterna l a nd externa l i nfl uences ha ve i mpa cted the s tra tegy pl a n’s compl i a nce wi th i ndus try s ta nda rds a nd common pra cti ce rega rdi ng s oci a l res ponsibi lity 5.75 Critique the Organization:

Potential Risks Meets “Profi ci ent” cri teri a a nd determi na ti on ma kes cogent compa ri s ons between the ri s ks of the orga ni za ti on wi th other orga ni za ti ons Determi nes potenti a l ri s ks i n the current s tra tegy pl a n a nd compa re s them wi th other rel eva nt orga ni za ti ons to determi ne i f thes e ri s ks a re common or uni que to the orga ni za t i on Determi nes potenti a l ri s ks i n the current s tra tegy pl a n a nd compa re s them wi th other rel eva nt orga ni za ti ons to determi ne i f thes e ri s ks a re common or uni que to the orga ni za ti on , but determi na ti on i s curs ory or i na ppropriate Does not determi ne potenti a l ri s ks i n the current s tra tegy pl an a nd does not compa re them wi th other rel eva nt orga ni za ti ons to determi ne i f thes e ri s ks a re common or uni que to the orga ni za ti on 5.75 Revised Strategy Plan: Potential Risks Meets “Profi ci ent ” cri teri a a nd devel oped s tra tegy pl a n demons tra tes keen i ns i ght i nto how to a ddres s the potenti a l ri s ks or ga ps rega rding s oci al res pons i bi lity Devel ops a revi s ed s tra tegy pl a n for the orga ni za tion , a ddres s ing a ny potenti a l ri s ks or ga ps rega rdi ng s oci a l res ponsibi lity previ ous l y i denti fi ed i n ca s e s tudy a na l ys is Devel ops a revi s ed s tra tegy pl a n for the orga ni za tion , a ddres s ing a ny potenti a l ri s ks or ga ps rega rdi ng s oci a l res ponsibi lity previ ous l y i denti fi ed i n ca s e s tudy a na l ys is , but devel op ed pl a n i s cu rs ory or i na ppropria te Does not devel op a revi s ed s tra tegy pl a n for the orga ni za ti on a ddres sing a ny potenti a l ri s ks or ga ps rega rding s oci a l res pons ibility previ ous ly i denti fi ed i n ca s e s tudy a na l ys is 5.75 Revised Strategy Plan: Process Meets “Profi ci ent” cri teri a a nd expl a na ti on demons tra tes keen i ns i ght i nto how the components us ed i nfl uenced the devel opment of the revi s ed s tra tegy pl a n Expl a i ns the proces s rega rdi ng how the revi s ed s tra tegy pl a n wa s devel oped a nd expl a i ns why certa i n components were us ed a nd why they a re i mporta nt to the orga ni za ti on Expl a i ns the proces s rega rdi ng how the revi s ed s tra tegy pl a n wa s devel oped a nd expl a i ns why certa i n components were us ed a nd why they a re i mporta nt to the orga ni za ti on , but expl a na ti on i s curs ory or i na ppropri ate Does not expl a i n the proces s rega rdi ng how the revi s ed s tra tegy pl a n wa s devel oped a nd does not expl a i n why certa i n components were us ed a nd why they a re i mporta nt to the orga ni za ti on 5.75 Revised Strategy Plan: Influence Meets “Profi ci ent” cri teri a a nd di s cus sion demons tra tes a nua nced unders ta ndi ng of the i nfl uence of i nterna l a nd externa l forces on the devel opment of the revi s ed s tra tegy pl a n Di s cus s es how the i nfl uence of i nterna l a nd externa l forces wa s cons i dered when devel opi ng the revi s ed s tra tegy pl a n Di s cus s es how the i nfl uence of i nterna l a nd externa l forces wa s cons i dered when devel opi ng the revi s ed s tra tegy pl a n , but di s cus sion i s cursory Does not di s cus s how the i nfl uence of i nterna l a nd externa l forces wa s cons i dere d when devel opi ng the revi s ed s tra tegy pl a n 5.75 Revised Strategy Plan: Ethics Meets “Profi ci ent” cri teri a a nd expl a na ti on demons tra tes a nua nced unders ta ndi ng of ethi cs a nd thei r i mporta nce when devel opi ng the revi s ed s tra tegy Expl a i n s how i s s ues of ethi cs were cons i dered when devel opi ng the revi s ed s tra tegy pl a n a nd i f ethi cs di d not need to be cons i dered or revi s ed, expl a i ns why Expl a i n s how i s s ues of ethi cs were cons i dered when devel opi ng the revi s ed s tra tegy pl a n a nd i f ethi cs di d n ot need to be cons i dered or revi s ed, expl a i ns why , but expl a na ti on i s curs ory or i na ppropria te Does not expl a i n how i s s ues of ethi cs were cons i dered when devel opi ng the revi s ed s tra tegy pl a n a nd i f ethi cs di d not need to be cons i dered or revi s ed, does not expl a i n why 5.75 Articulation of Response Submi s s i on i s free of errors rel a ted to ci ta ti ons , gra mma r, s pel l i ng, s ynta x, a nd orga ni za ti on a nd i s pres e nted i n a profes s i ona l a nd ea s y -to-rea d forma t Submi s s i on ha s no ma j or errors rel a ted to ci ta ti ons , gra mma r, s pel l i ng, s ynta x, or orga ni zati on Submi s s i on ha s ma j or errors rel a ted to ci ta ti ons , gra mma r, s pel l i ng, s ynta x, or orga ni zati on tha t nega ti vel y i mpa ct rea da bi l ity a nd a rti cula tion of ma i n i dea s Submi s s i on ha s criti ca l errors rel a ted to ci ta ti ons , gra mma r, s pel l i ng, s ynta x, or orga ni zati on tha t prevent unders ta ndi ng of i dea s 3.25 Total 100%