BUA327 Kode With Klossy Strategic Philanthropy Project Paper Hello, please read the prompt to ensure that you know what you are doing. Kode with Klossy (h

BUA327 Kode With Klossy Strategic Philanthropy Project Paper Hello, please read the prompt to ensure that you know what you are doing.

Kode with Klossy (https://www.kodewithklossy.com) is the first company, and Steam (https://store.steampowered.com). You will be provided with the class’s syllabus and textbook. PLEASE DO THE APPROPRIATE RESEARCH.

FINAL Projects: A.Strategic Philanthropy Project Each individual will create a strategic philanthropy initiative for an assigned company. Strategic philanthropy is the concerted use of companies’ expertise or resources to address social needs and often has internal as well as external benefits. Each project will look at determining ways companies can leverage their expertise to address social causes. An example is Home Depot’s involvement with Habitat for Humanity, where the company donates materials and employee time to support this cause. Each student will need to first determine if his or her company currently has any strategic philanthropy initiatives to develop programs that do not conflict with its current initiatives.

PLEASE ASK IF YOU HAVE ANY QUESTIONS, I WILL SEND YOU WHATEVER I CAN FIND TO HELP.

Paper: five pages (minimum) plus bibliography. APA format. Syllabus Guide
BUSINESS AND SOCIETY:
A STRATEGIC APPROACH TO SOCIAL RESPONSIBILITY AND
ETHICS
Instructor:Martha Novy-Broderick,Esq.
Phone:2075811974
Office: 327 DP Corbett
Office hours:Tuesdays and Thursdays 1:45-2:45, and by appointment
E-mail address:marthab@maine.edu
Supplemental websites: http://college.hmco.com/business/students
Text
Thorne, Ferrell, and Ferrell, Business and Society: A Strategic Approach to Social Responsibility and
Ethics, Sixth Edition, Chicago Press,
Silent Spring, Publisher: Houghton Mifflin Company; Anniversary edition (October 22, 2002)
Originally Published: September 27, 1962
Language: English
ISBN-10: 0618249060
ISBN-13: 978-0618249060
Course Philosophy and Design
This course uses the concept of social responsibility to address the role of business in society. Social
responsibility is concerned with company values, responsibilities, actions, and outcomes that affect
employees, investors, business partners, communities, and other stakeholders. We explore issues
including workplace ethics, the natural environment, government regulation, information technology,
diversity, corporate governance, philanthropy, and volunteerism to better understand the relationship
between business and society. This course is highly practical and explores organizational best practices
to improve social responsibility. We will explore organizational successes and failures through in-depth
case analysis. Students will also complete a social responsibility audit of a company assigned in class.
In addition, students will complete several business and society role-play exercises. The class will be
very interactive and meshed with current organizational practice in developing successful social
responsibility programs.
Course Objectives
1.
Develop a framework for defining and studying social responsibility.
2.
Determine the relationship between social responsibility and organizational performance.
3.
Explore the strategic management of stakeholder relationships.
Copyright © Houghton Mifflin Company. All rights reserved.
4.
Analyze the role of legal, regulatory, and political forces in shaping public policy.
5.
Evaluate and discuss the effect of organizational ethics and ethics programs on stakeholders.
6.
Provide an understanding of the history and practice of corporate governance.
7.
Examine the economic, legal, ethical, and philanthropic responsibilities related to employees,
consumers, and the community.
8.
Provide an overview of the relationship of the natural environment to business and society.
9.
Provide an overview of the relationship of technology to business and society.
10. Identify the benefits and key factors in implementing strategic philanthropy.
11. Define and identify the benefits and activities involved in social responsibility auditing.
Teamwork Component
There are several team projects in this class. You should assume certain conditions this semester
regarding team performance and consideration. Each team member is expected to meet at the agreedupon times or virtually, if this is a mutually compatible solution. Team members are to engage equally
in all the behind-the-scenes elements of the case analysis, social responsibility audit, role-play
exercises, and other projects, including research, outlining the approach, assessment, write-up and
presentation. Students should let you know if they don’t meet these assumptions, sooner rather than
later.
Class Projects and Assignments
1.
Team Case Analysis Each team will complete a detailed case analysis (ten to fifteen pages,
minimum, plus bibliography), and present its case assessment, analysis, and outside research to
the class. Presentations will run from twenty-five to thirty minutes. To successfully analyze the
case, team members must read the case in the text, gather more background information, and
conduct research to update information on the company and situation. They may also wish to
contact the organization or media sources directly for more information. Their assessment should
evaluate what led to the problem/decision issue, how the company reacted, what should have been
done to prevent the problem (if corrective measures are needed), how it should prevent such
situations in the future (or maintain its current success), and whether the company is on track
today. Written reports are due on the day of the presentation.
Presentation: twenty-five to thirty minutes
Paper: twelve to fifteen pages (minimum) plus bibliography
2.
Business and Society Role-Play Exercises Each team will participate in role-play exercises in
class. These exercises, also called behavioral simulations, deal with real-world issues such as
sexual harassment, crisis management, product liability, and information technology. During these
simulations, each team member will assume a role within an organization and deal with an
organizational dilemma from the perspective of that individual. Each team member will be given a
different role within the organization (e.g., director of research and development, district sales
manager, advertising director, etc.). The team will then collectively resolve a companywide
business and society issue and make recommendations in the form of a short managerial report
(one per team).
Team Paper: two to five pages each
3.
FINAL Projects: A.Strategic Philanthropy Project Each individual will create a strategic
philanthropy initiative for an assigned company. Strategic philanthropy is the concerted use of
Copyright © South-Western/Cengage Learning. All rights reserved.
companies’ expertise or resources to address social needs and often has internal as well as external
benefits. Each project will look at determining ways companies can leverage their expertise to
address social causes. An example is Home Depot’s involvement with Habitat for Humanity,
where the company donates materials and employee time to support this cause. Each student will
need to first determine if his or her company currently has any strategic philanthropy initiatives to
develop programs that do not conflict with its current initiatives.
Paper: five pages (minimum) plus bibliography
B. SOCIAL AUDIT: This will be an in depth audit of a company’s commitment to sustainable
practices as stated by the company. You will choose three major areas( technology, stakeholder
relations, environmental, etc) that the company claims they are using sustainable practices. You
will then do research and review news, cases and/or opposition to the company that proves or
disproves those claims by reviewing their actual performance.
4.
Midterm. The midterm will be a combination of multiple choice, long and short essay questions.
The exam will focus heavily upon text content and application. Students will have the entire class
period to complete each exam. Or the exam will be take home. Students cannot miss an exam
without first contacting the instructor and receiving an excused absence for the exam, indicating
that some unusual circumstance has occurred that will prevent the student from taking the exam.
If students do not receive the instructor’s advance okay, the missed exam will count as zero.
5.
Participation, Professionalism, and Attendance As with most upper-level courses,
participation and attendance are critical to fully understanding concepts and applications. Student
attendance alone is not sufficient to receive full credit in this category. Students must also come to
class prepared to discuss the topics and cases, and participate in the events scheduled. This
element accounts for 20 percent of students’ grade. The instructor will provide sign-in sheets, or
pop quizzes. Participation will be noted throughout the semester. If students miss a class period,
they are responsible for finding out what was missed from a classmate. Do not contact the
instructor for an update on what was missed or to “clear” the absence.
6. Journals/Blogs/Discussion board.: You will receive up to 10 points for up to 12 weeks of journal
entries . These weekly entries are reflection essays that should be at least 2 pages with references to the
text, classroom exercises and cases presented in class. There will also be different blog questions and
discussion boards that will carry points. On the discussion board your reply should be 2-3 paragraphs
and then you need to comment on at least 2 other postings. On the blog area, you can write a short or
long blog and comment on at least 1 other posting. You must submit thru the blackboard area.
Academic Integrity and Professionalism
Academic dishonesty of any type will not be tolerated. This includes, but is not limited to, plagiarism
(copying others’ work as your own—in part or in total—without the appropriate citations) and copying
others’ responses during exams. In addition, classroom professionalism is to be maintained at all times.
This means that when the professor is speaking or when students are presenting their work, the
classroom should be silent, with the exception of invited questions. As in any academic environment,
questions are welcome, but informal chatter or communication among class members becomes a
distraction for all those in attendance and, as such, will not be tolerated. Cellular phones should be
turned off during class, and students are expected to wear professional dress during presentations.
Course Evaluation and Grading
Midterm Exam 3/15
Journals(120)/blogs(50)/discussion(50)(weekly)
Team Case Analysis
Copyright © South-Western/Cengage Learning. All rights reserved.
150 points
220 points
150 points
Business and Society Role-Play Exercises( inclass)
Strategic Philanthropy Project(100) due 3/28
Social Audit(100)=FINAL Due 4/26
Participation, Professionalism, and Attendance
TOTAL
80 points
200 points
200 points
1,000 points
Grading Scale
90–100%
A
80–89.9%
B
70–79.9%
C
60–69.9%
D
< 60 F Note: There will be no curving of final grades. Roughly one-half of a student’s grade in this course will be determined by team and individual performance over which each student has enormous control. Please review the following schedule. It may be changed in class or by email communication due to needs of the class, school or instructor. Sexual Discrimination Reporting The University of Maine is committed to making campus a safe place for students. Because of this commitment, if you tell a teacher about an experience of sexual assault, sexual harassment, stalking, relationship abuse (dating violence and domestic violence), sexual misconduct or any form of gender discrimination involving members of the campus, your teacher is required to report this information to the campus Office of Sexual Assault & Violence Prevention or the Office of Equal Opportunity. If you want to talk in confidence to someone about an experience of sexual discrimination, please contact these resources: For confidential resources on campus: Counseling Center: 207-581-1392 or Cutler Health Center: at 207-581-4000. For confidential resources off campus: Rape Response Services: 1-800-310-0000 or Spruce Run: 1-800-863-9909. Other resources: The resources listed below can offer support but may have to report the incident to others who can help: For support services on campus: Office of Sexual Assault & Violence Prevention: 207581-1406, Office of Community Standards: 207-581-1409, University of Maine Police: 207-581-4040 or 911. Or see the OSAVP website for a complete list of services at http://www.umaine.edu/osavp/ Copyright © South-Western/Cengage Learning. All rights reserved. Class schedule: week of Syllabus review; Class Introductions, Assignments; 1/22 Students will be placed in teams for cases, debates, and presentations. 1/29 2/5 2/12 2/19 2/26 3/5 3/12 3/20 3/26 4/2 4/9 Social Responsibility Framework (Chapter 1) Lecture and Discussion Debate Issue: Does AshleyMadison.com encourage adultery? Case: Starbucks’ Mission: Social Responsibility and Brand Strength Strategic Management of Stakeholder Relationships (Chapter 2) Debate Issue: Marketing campaigns use sex appeal to sell products Case: Home Depot Implements Stakeholder Orientation Silent Spring Lecture, 2/7 , 5-7pm( bring book)Murray 100 Corporate Governance (Chapter 3) Debate Issue: Is the CEO responsible and accountable for the firm’s ethical performance and the conduct of its employees?) Debate Issue: The debate over the shareholder model of corporate governance) Case: Enron: Questionable Accounting Leads to Collapse Legal, Regulatory, and Political Issues (Chapter 4) Case: Hobby Lobby: Balancing Stakeholders and Religious Freedom in Business Decisions Case: Coping with Financial and Ethical Risks at American International Group (AIG) Business Ethics and Ethical Decision-Making (Chapter 5) Debate Issue: The FTC versus POM Wonderful Debate Issue: Jarring Nationwide Advertisement Case: The Mission of CVS: Corporate Social Responsibility and Pharmacy Innovation Case: Multilevel Marketing Under Fire: Herbalife Defends Its Business Model Strategic Approaches to Improving Ethical Behavior (Chapter 6) Debate Issue: Ticketmaster candlesticks it to Paul McCartney concert goers Debate Issue: Should companies be allowed to engage in gender-based pricing? Case: Monsanto Attempts to Balance Stakeholder Interests MIDTERM 3/12 handed out .DUE 3/14 SPRING BREAK Strategic Philanthropies Projects Due 3/28 Employee Relations (Chapter 7) Debate Issue: The increase in workplace relationships Debate Issue: The work at home controversy Case: Lululemon: Encouraging a Healthier Lifestyle Consumer Relations (Chapter 8) Debate Issue: Is there a right to privacy on Facebook? Case: The Coca-Cola Company Struggles with Ethical Crises Case Presentations Community Relations and Strategic Philanthropy (Chapter 9) Debate Issue: Criminalizing business Case: Belle Meade Plantation: The First Nonprofit Winery Engages in Social Entrepreneurship Case Presentations Copyright © South-Western/Cengage Learning. All rights reserved. Case: Salesforce.com: Responsible Cloud Computing Company Case Presentations 4/16 4/23 5/2 Technology Issues (Chapter 10) Case: The Complexity of Intellectual Property Case: Salesforce.com: Responsible Cloud Computing Company Case Presentations Sustainability Issues (Chapter 11) Debate Issue: Monsanto vs. organic farmers Case: New Belgium Brewing: Engaging in Sustainable Social Responsibility Case Presentations SOCIAL AUDITS DUE/4/25 Social Responsibility in a Global Environment (Chapter 12) Debate Issue: Water pollution by Corporations in undeveloped countries. Case: Mattel Responds to Ethical Challenges Case Presentations Copyright © South-Western/Cengage Learning. All rights reserved. BUSINESS and SOCIETY 17141_FM_ptg01_hr_pi-xxv.indd 1 29/12/16 7:20 PM 17141_FM_ptg01_hr_pi-xxv.indd 2 29/12/16 7:20 PM BUSINESS and SOCIETY A Strategic Approach to Social Responsibility & Ethics Sixth Edition O. C. Ferrell Auburn University Debbie Thorne Texas State University Linda Ferrell Auburn University 17141_FM_ptg01_hr_pi-xxv.indd 3 29/12/16 7:20 PM BUSINESS & SOCIETY: A STRATEGIC APPROACH TO SOCIAL RESPONSIBILITY & ETHICS © 2018 Chicago Business Press ALL RIGHTS RESERVED. No part of this work covered by the copyright herein may be ­reproduced, transmitted, stored or used in any form or by any means graphic, electronic, or mechanical, including by not limited to photocopying, recording, scanning, digitizing, taping, web d ­ istribution, ­information networks, or information storage and retrieval systems, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the publisher. For product information or assistance, contact us at www.chicagobusinesspress.com Paperback ISBN: 978-0-9971171-4-1 Loose-Leaf ISBN: 978-0-9971171-7-2 17141_FM_ptg01_hr_pi-xxv.indd 4 29/12/16 7:20 PM Brief Table of Contents 1 2 3 4 5 6 7 8 9 10 11 12 Social Responsibility Framework 2 Strategic Management of Stakeholder Relationships 40 Corporate Governance 74 Legal, Regulatory, and Political Issues 110 Business Ethics and Ethical Decision-Making 152 Strategic Approaches to Improving Ethical Behavior 184 Employee Relations 222 Consumer Relations 260 Community Relations and Strategic Philanthropy 286 Technology Issues 320 Sustainability Issues 358 Social Responsibility in a Global Environment 402 Case 1 Uber Faces Ethical and Regulatory Challenges 428 Case 2 The Mission of CVS: Corporate Social Responsibility and Pharmacy Innovation 439 Case 3 Belle Meade Plantation: The First Nonprofit Winery Engages in Social Entrepreneurship 449 Case 4 Multilevel Marketing Under Fire: Herbalife Defends Its Business Model 456 v 17141_FM_ptg01_hr_pi-xxv.indd 5 29/12/16 7:20 PM vi Content Case 5 Hobby Lobby: Balancing Stakeholders and Religious Freedom in Business Decisions 470 Case 6 Starbucks’ Mission: Social Responsibility and Brand Strength 477 Case 7 Lululemon: Encouraging a Healthier Lifestyle 486 Case 8 The Hershey Company and West African Cocoa Communities 493 Case 9 The Coca-Cola Company Struggles with Ethical Crises 501 Case 10 Enron: Questionable Accounting Leads to Collapse 512 Case 11 The Complexity of Intellectual Property 521 Case 12 Salesforce.com: Responsible Cloud Computing 532 Case 13 Mattel Responds to Ethical Challenges 538 Case 14 Home Depot Implements Stakeholder Orientation 547 Case 15 New Belgium Brewing: Engaging in Sustainable Social Responsibility 555 Notes 563 Glossary 598 Index 602 17141_FM_ptg01_hr_pi-xxv.indd 6 29/12/16 7:20 PM Table of Contents Preface 1 xvii Social Responsibility Framework 2 Social Responsibility Defined 4 Social Responsibility Applies to All Types of Businesses 7 Social Responsibility Needs a Strategic Focus Social Responsibility Fulfills Society’s Expectations 10 Social Responsibility Requires a Stakeholder Orientation 14 Development of Social Responsibility 8 15 Global Nature of Social Responsibility 19 Benefits of Social Responsibility 22 Trust 23 Customer Loyalty 24 Employee Commitment 25 Shareholder Support 25 The Bottom Line: Profits 26 National Economy 27 Framework for Studying Social Responsibility 29 Strategic Management of Stakeholder Relationships 31 Corporate Governance 31 Legal, Regulatory, and Political Issues 31 Business Ethics and Strategic Approaches to Improving Ethical Behavior 31 Employee Relations 32 Consumer Relations 32 Community and Philanthropy 32 Technology Issues 32 vii 17141_FM_ptg01_hr_pi-xxv.indd 7 29/12/16 7:20 PM viii Content Sustainability Issues 33 Global Social Responsibility 33 Summary 35 Key Terms 38 Discussion Questions 38 Experiential Exercise 38 What Would You Do? 38 2 Strategic Management of Stakeholder Relationships 40 Stakeholders Defined 42 Stakeholder Issues and Interaction Identifying Stakeholders 46 A Stakeholder Orientation 49 Stakeholder Attributes 50 44 Performance with Stakeholders 53 Reputation Management 54 Crisis Management 57 Development of Stakeholder Relationships 62 Implementing a Stakeholder Perspective in Social Responsibility 63 Step 1: Assessing the Corporate Culture 64 Step 2: Identifying Stakeholder Groups 64 Step 3: Identifying Stakeholder Issues 64 Step 4: Assessing the Organization’s Commitment to Social Responsibility 65 Step 5: Identifying Resources and Determining Urgency 65 Step 6: Gaining Stakeholder Feedback 65 Link between Stakeholder Relationships and Social Responsibility 66 Summary 69 Key Terms 72 Discussion Questions 72 Experiential Exercise 72 What Would You Do? 72 3 Corporate Governance 74 Corporate Governance Defined 76 Corporate Governance Framework 77 History of Corporate Governance Finance Reforms 82 17141_FM_ptg01_hr_pi-xxv.indd 8 81 29/12/16 7:20 PM Content ix Corporate Governance and Social Responsibility 83 Issues in Corporate Governance Systems 86 Boar... 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