The document outlines guidelines for Sections II and III of a final project analyzing an organization's social responsibility and ethical decision-making. Section II requires analyzing the organization's strategy for social responsibility compliance, potential risks, impacts on stakeholders, and evolution over time. Section III requires analyzing the organization's decision-making processes, consideration of ethics, and potential gaps. The rubric evaluates these elements and provides feedback.

1. OL 326 Milestone Two Guidelines and Rubric
The final project for this course is the creation of a case study
analysis and strategy proposal. In Milestone Two, submit
Section II: Analysis of Social
Responsibility and Section III: Ethical Decision-Making of the
final project.
The purpose of this project is to analyze and critique an
organization based on what is expected within a corporate
strategy in regard to social responsibility.
Prompt: Submit Sections II and III of the final project, which
are the analysis of social responsibility and ethical decision
making.
Specifically, the following critical elements must be addressed:
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

2. 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

3. 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.
Rubric
Guidelines for Submission: Your paper must be submitted as a
3–4page Microsoft Word document with double spacing, 12-
point Times New Roman font, one-
inch margins, and at least three sources cited in APA format.
Instructor Feedback: This activity uses an integrated rubric in
Blackboard. Students can view instructor feedback in the Grade
Center. For more information,
review these instructions.
Critical Elements Proficient (100%) Needs Improvement (75%)
Not Evident (0%) Value
Analysis of Social
Responsibility:
Compliance

4. Analyzes the organization’s strategy
plan for compliance with current
acceptable standards or norms relative
to social responsibility today
Analyzes the organization’s strategy
plan for compliance with current
acceptable standards or norms relative
to social responsibility today, but
analysis is cursory
Does not analyze the organization’s
strategy plan for compliance with
current acceptable standards or norms
relative to social responsibility today
15
Analysis of Social
Responsibility: Potential
Risks
Analyzes the organization’s strategy
plan for any gaps in social responsibility
that might be potential risks
Analyzes the organization’s strategy
plan for any gaps in social responsibility
that might be potential risks, but
analysis is cursory or inappropriate
Does not analyze the organization’s
strategy plan for any gaps in social
responsibility that might be potential
risks

5. 10
Analysis of Social
Responsibility: Positive
and Negative Impacts
Predicts the potential positive and
negative impacts regarding social
responsibility that would result from
the strategy plan
Predicts the potential positive and
negative impacts regarding social
responsibility that would result from
the strategy plan, but prediction is
cursory or inappropriate
Does not predict the potential positive
and negative impacts regarding social
responsibility that would result from
the strategy plan
10
Analysis of Social
Responsibility:
Evolution
Critiques how the strategy planning
related to social responsibility has
evolved within the organization in
response to internal and external
influences

6. Critiques how the strategy planning
related to social responsibility has
evolved within the organization in
response to internal and external
influences, but critique is cursory or
inappropriate
Does not critique how the strategy
planning related to social responsibility
has evolved within the organization in
response to internal and external
influences
10
Analysis of Social
Responsibility:
Consistent
Explains how this organization is or is
not consistent with regard to social
responsibility compared within their
own industry and outside industries
Explains how this organization is or is
not consistent with regard to social
responsibility compared within their
own industry and outside industries,
but explanation is cursory or
inappropriate
Does not explain how this organization
is or is not consistent with regard to
social responsibility compared within
their own industry and outside

7. industries
10
Ethical Decision-
Making: Decision-
Making Process
Analyzes the strategy plan of the
organization for the decision-making
processes that are employed
Analyzes the strategy plan of the
organization for the decision-making
processes that are employed, but
analysis is cursory
Does not analyze the strategy plan of
the organization for the decision-
making processes that are employed
15
http://snhu-
media.snhu.edu/files/production_documentation/formatting/rubr
ic_feedback_instructions_student.pdf
Ethical Decision-
Making: Ethics
Explains how aspects of ethics were
considered in the decision-making
processes of the organization

8. Explains how aspects of ethics were
considered in the decision-making
processes of the organization, but
explanation is cursory or inappropriate
Does not explain how aspects of ethics
were considered in the decision-making
processes of the organization
10
Ethical Decision-
Making: Gaps
Analyzes the organization’s strategy
plan for any gaps in the decision-making
process that could be potential risks
Analyzes the organization’s strategy
plan for any gaps in the decision-making
process that could be potential risks,
but analysis is cursory or inappropriate
Does not analyze the organization’s
strategy plan for any gaps in the
decision-making process that could be
potential risks
10
Articulation of
Response
Submission has no major errors related
to citations, grammar, spelling, syntax,

9. or organization
Submission has major errors related to
citations, grammar, spelling, syntax, or
organization that negatively impact
readability and articulation of main
ideas
Submission has critical errors related to
citations, grammar, spelling, syntax, or
organization that prevent
understanding of ideas
10
Total 100%
1
Running head: OPERATING GLOBALLY
OPERATING GLOBALLY
4
Operating Globally
Managing Global Challenges

10. January 28, 2015
Business Strategy of McDonald
McDonalds Corporation Franchises and operates
McDonald’s restaurants in the United States, Europe, the
Asia/Pacific, the Middle East, Africa, Canada, and Latin
America. As an MNC, McDonald continues to face criticisms
for all the wrong reasons. In order to counter various ethical
issues and criticism, MNCs such as McDonald must consider the
long term benefits for all the stakeholders and maintain healthy
subsidiary-host relationships (Argosy University, 2015). MNCs
can achieve this by sharing resources, ideas, and opportunities.
This leads to the creation of larger pool of knowledge base for
products and processes; at the same time, helping to understand
customer requirements and improving competitiveness and
performance 9srgosy University, 2015). According to Doane
(2005), organizations that address social standards in supply
chains, such as Fair Label Association in the United States or
the United Kingdom’s Ethical Trading Initiative, have
flourished. Another important and valuable component of
conducting business is gaining knowledge and skills about
different cultures and organization (Argosy University, 2015).
An evaluation of McDonald’s operations in China and in
United States reveals some issues that contribute to the
company’s declining sales. The China meat scandal in which a
local reporter secretly captured footage of contaminated meat
being processed inside a factory, has been a source of decline in
sale for McDonald in China after the video went viral in the
country. McDonald has made adjustments by deciding to
continue its 50-year long business with the food processing
group by using a different OSI plant. The company kicks
against using local alternatives believing that the quality of
meat is still better than the local alternative. However, the
company mentions that it will ensure high quality of meat in the

11. future (Team, 2014).
McDonald offered some worldwide standardized main
products on their menus. The standardized menus are being
offered in the United States. At the very beginning in China,
the company claimed that they would not change the menu in
China and will always stick to the American style menu.
However, the intense competition from KFC made it difficult
for McDonald to always stay outside. Therefore, the company
started in 2004 to introduce some menu items to cater for
Chinese taste. These include: fried egg and Chinese pancake, a
new hot drink with honey and ginger launched in the winter of
2007 (Zhou, Zhang, & Pahlberg, 2012). However, most of these
Chinese products are only offered for a limited period, but its
key products are always hamburgers of all kinds (Li, 2007).
In United States, McDonald locates most of its restaurants
beside the main streets or highways to reflect the American
eating habit in which most people choose fast food restaurants
for its quick food service and convenient access. However, the
eating habit in China is different and McDonald had adjusted its
operation to adapt to Chinese eating habit. For the Chinese,
going to a restaurant is like going to dinner. They regard this as
an occasion to communicate with each other, meet friends, who
haven’t met for a while. The adjustment for this eating habit is
that McDonald mostly builds its restaurants in downtown area
where population is condensed, and almost every restaurant is
equipped with a children’s playground with sliding board, for
parents to better relax and stay longer in the restaurants (Zhou,
Zhang, & Pahlberg, 2012).
In United States, the concept of “drive-thru” is seen as an
easy and convenient way of placing order on-the-go while
customers remain in their cars. McDonald envisions the “car
life style” to be future trend in China, and therefore introduced
the concept of drive-through restaurant in China in 2006.
McDonald however, chose the gas station in rural areas as the
location choices for the drive-through as against the main
streets in the United States

12. References
Doane, D. (2005). The myth of csr. Retrieved from
http://www.ssireview.org/articles/entry/the_myth_of_csr
Li, Y. (2007). The internalization strategy of KFC and
McDonald’s in China. North East
University of Finance.
Team, T. (2014, September 11). McDonald’s faces declining
sales in Asia After China food
scandal. Retrieved from
http://www.forbes.com/sites/greatspeculations/2014/09/11/mcdo
nalds-faces-declining-sales-
in-asia-after-china-food-scandal/
Zhou, L. Zhang, Q., & Pahlberg, C. (2012). Cultural adaptation
pattern analysis of McDonald
and KFC in the Chinese market. Retrieved from
http://www.diva-
portal.org/smash/get/diva2:534795/FULLTEXT01.pdf