Developing a Communication System

The assignment centers on creating a new communication system. Students must first identify the need for this system and define its key features. Next, they'll communicate these requirements to the relevant department or an outsourcing firm. The project involves developing the software, running trials, rectifying errors, and finally implementing the successful system.

MANAGING SUCCESSFUL BUSINESS PROCESS
University
CORPORATE AND SOCIAL RESPONSIBILITY (CSR) AND ITS
IMPORTANCE FOR SUSTAINABILITY AND COMPETITIVE
ADVANTAGE: A CASE STUDY OF BARNACK
CONFECTIONARY LTD
Name
ID
Unit Title
Code Number
Lecturer’s name
Page 1 of 24

MANAGING SUCCESSFUL BUSINESS PROCESS
Table of content
Introduction...................................................................................................................... 3
Part 1: Project management plan.....................................................................................3
P1. Project aim and objectives.........................................................................................3
P2. Project management plan..........................................................................................5
P3. Work breakdown structure, time plan and critical path..............................................7
Part 2: Project logbook...................................................................................................11
P4. Small-scale research............................................................................................... 11
Part 3: Performance review............................................................................................18
P5. Data analysis........................................................................................................... 18
P6. Recommendation for the company..........................................................................19
P7. Reflection upon the value of undertaking the research............................................20
Conclusion..................................................................................................................... 20
Reference list................................................................................................................. 22
Appendix........................................................................................................................ 24
Page 2 of 24

MANAGING SUCCESSFUL BUSINESS PROCESS
Introduction
Corporate and social responsibilities (CSR) of a company guide its path towards
ethically and legally sound measures for organisational development. The competitive
advantage of a company, in the present market condition, is a valuable asset that
ensures its sustenance and development within the market (Bowen, 2013). Moreover,
CSR avails a company, opportunity to generate trust and loyalty among the customers
and employees towards the brand, which is essential for establishing competitive
advantage. This particular aspect of business operations is evaluated in this project with
the practical examples from Barnack confectionary Ltd (Barnackconfectionery.com,
2017).It is a small enterprise with a workforce strength of 30-40 employees, which
manufactures and sells chocolate and cocoa products (Listings.findthecompany.com,
2017).
Part 1: Project management plan
P1. Project aim and objectives
Problem statement
Competitive advantage is the specific feature of a product or a brand that distinct it from
its contemporaries, which is essential for ensuring that consumer, prefers the product of
the company not just in present market environment but also in long run ( Hopkins,
2016). Ensuring this is crucial for the company’s sustainability in the market.CSR
activities of a company ensure that its stakeholders retain their faith towards the brand
hence ensuring sustenance of the company in the market (Epstein and Buhovac, 2014).
As a manufacturer of confectionery product, it is responsible for Barnack to ensure that
its activities are socially and ethically sound for ensuring its continuous development in
the UK market.
Although there is very little negative experience among consumers and employees, the
organisation faces tough competition in UK market from the numerous business entities
Page 3 of 24

MANAGING SUCCESSFUL BUSINESS PROCESS
that avail similar product in the market. Several of its competitors such as Bitter Sweet
Chocolate Ltd and Melt Chocolates have engaged into CSR activities, which have
rapidly increased their popularity. Thus,at present, it has become essential for Barnack
to identify the importance of CSR and utilise it to generate its unique identity in the
market.
In the current era of globalisation, consumers enjoy endless options, which have made
it difficult for the local and small-scale companies such as Barnack to retain their
customers. For this, the business organisation needs a sustainable competitive
advantage and CSR is capable of availing that completive edge to the company,
absence of which might cause less of customers and employees to the company. This
study would shed light upon not just the significance of CSR for the business of Barnack
but also avail a general understanding of CSR and its impact on corporate
sustainability.
Aim
This project aims to conduct a critical analysis of the impact of CSR on the competitive
advantage and sustainability of a business corporation. This would be evaluated
through real examples from Barnack confectionary Ltd to identify scope for
implementation for its findings.
Objectives
 To develop a sound project plan for examination of role of CSR in corporate
sustainability and competitive advantage
 To assess importance of SCR in Barnack
 To critically evaluate the challenges faced by Barnack in utilising CSR in
developing competitive advantage and ensuring sustainability of the business
 To recommend suitable strategies for mitigation of identified challenges
Project Assumption
 Barnack might need to incorporate CSR activities to retain its existing employees
and customers and attract new ones
Page 4 of 24

MANAGING SUCCESSFUL BUSINESS PROCESS
 Barnack’s existing strategies might be sufficient for satisfying its stakeholders in
which case the organisation might not need to acquire new CSR strategies
P2. Project management plan
Cost
Completion of this project is expected to cost £250 for the researcher, which includes
the meeting the respondent for qualitative information, conducting a survey for the
quantitative data, subscribing to relevant data and documentation of the information. On
the other hand, implementation of the recommendation provided at the end of this study
might cost around £2000 to Barnack excluding the cost for this project.
Scope
For the current project only the theoretical understanding and market research has been
included for acquiring a clear understanding of the issues that Barnack might face due
to inadequate handling of CSR. No direct changes are made within the company to
observe and evaluate their effect. The researcher plans to review the feedbacks and
tally them with the theoretical concepts to recommend most significant changes to the
company.
Time
This researcher has completed this project within 27 days in which the firsts 6 days are
spent on acquiring a theoretical understanding of the factors such as CSR, its necessity,
its impact on business attractiveness and sustainability. Based on this understanding
the following 5 days the researcher has acquired market data from virtual sources on
the application of CSR in different companies. Then information about the business
operations of Barnack and its competitors has been achieved within 3 more days. After
that interviews with the higher ranked officers of Barnack have been arranged and
conducted that took 6 more days. The researcher spent 3 more days on conducting
survey and in the following 4 days the researcher tallied and evaluated all the acquired
Page 5 of 24

MANAGING SUCCESSFUL BUSINESS PROCESS
data and developed this project. Implementation of the recommendation of this project
is expected to require additional 2 months.
Quality
The quality of the project or its success might be evaluated based on its achievement of
the research objectives. On the other hand, in the long run, quality if the project or its
success can be assessed based on the manner in which strategies recommended by
this project have influenced business performance of Barnack.
Communication
Communication with the help of appropriate modes and communicative channel is
crucial for ensuring proper interaction with the stakeholders of any business
organisation (Park et al. 2014). It is also an essential element in ensuring appropriate
development of a project plan as the communication channel and mode largely
influences the appropriateness of the information used in the project. For instance, for
this particular project, the researcher used multiple modes of communication such as
telephone, face-to-face interaction, survey and virtual communication. While for
communication with the officials of Barnack, for qualitative data collection the
researcher used face-to-face and telephonic interaction. On the other hand, for
communication with employees, online measures such as social media are used along
with the direct conversation.
Resource
Apart from the financial resources discussed above certain other resources were also
utilised in this study, such as the secondary data acquired from, books, journals, news,
websites and case studies relevant to CSR, sustainability and competitive advantage.
On the other hand, primary data such as the feedback from higher officials of Barnack
and its employees are utilised for acquiring practical understanding of the issue.
Moreover, electronic equipment and data processing tools such as excel are utilised for
evaluation of data and development of the project.
Risks
Page 6 of 24

MANAGING SUCCESSFUL BUSINESS PROCESS
Majors risks that Barnack might face if CSR is not properly implemented and practised
in organisational operations is loss of customers and skilled employees which might
lead to loss of business and sometimes cessation of business operations (Korschun et
al. 2014). If Barnack fails to meet the basic requirements of customers or employees
then the organisation might lose its employees, which might have generated
considerable less for the company (Christensen et al. 2014). On the other hand,
process of the project development might also face certain risks that might affect
credibility and applicability of findings of this project. For instance,cost might have
increased during the course of this project due to which the project could have lost the
required financial backing that could have hindered successful completion of the study.
Moreover, if the respondents from Barnack had refused to participate in the data
collection process the study could not have been completed.
P3. Work breakdown structure, time plan and critical path
Work Breakdown structure
Page 7 of 24

MANAGING SUCCESSFUL BUSINESS PROCESS
Figure 1: Work Breakdown structure for the project planning
(Source: created by author)
Gantt chart
ca
te
Actions Days
1 2-4 5-7 8- 11- 14- 17- 20- 23- 26 27
Page 8 of 24
ProjectplanningNeedidentificationTheoreticalresearchCompanydataanalysisFindingneedfortheresearchDeterminationofprojectrequirementIdentificationofprocessesrequiredIdentifyrequirementofdataBreakingdowntheaimintosmallerobjectivesResourceallocation(Financial/Non-financial)TasksLiteratureevaluationPrimarydataacquisitionTallyingthedataAnalysissummarisingfindingsRecommendationTestingVerifyingthefindingsfromprimarydatathroughtheoriesRegularevaluationoffindingsTrainingTrainingone-selffordataanalysisandevaluation

MANAGING SUCCESSFUL BUSINESS PROCESS
g
or
y
10 13 16 19 22 25
A Need identification
Determination of project requirement
Identification of processes required
Identify requirement of data
Breaking down the aim into smaller
objectives
Resource allocation (Financial/Non-
financial)
Determination of project requirement
Identification of processes required
Identify requirement of data
B Theoretical research
Company and competitor data analysis
C Primary data acquisition (Interview,
Survey)
D Tallying the data
Verifying the findings from primary
data through theories
Analysis and summarising findings
E Recommendation
F Conclusion
Submission
Table 1: Gantt chart
(Source: created by author)
Critical path
The following figure avails an understanding of the path that the researcher has
followed to achieve the result of this research in fastest as well as most appropriate
manner.
Page 9 of 24

Start
B
A
C
D E F End
MANAGING SUCCESSFUL BUSINESS PROCESS
Figure 2: Critical path for the project
(Source: Created by author)
The table presented above already avails n understanding of the categories in which the
tasks of this project have been segregated therefore in this section for better
comprehension only the categories are used in the critical path. It provides an
understanding that the tasks categorised under section B acquired maximum time, while
it also depicts the flow of action during the project.
Page 10 of 24

MANAGING SUCCESSFUL BUSINESS PROCESS
Part 2: Project logbook
P4. Small-scale research
Accuracy of research applied
Deductive research approach has been used along with descriptive research design
and positivism research philosophy as they focus more on the acquired data and
interpret them according to their real life applicability (Baskerville and Wood-Harper,
2016). Different types of data collection methods could be applied for acquisition of the
primary data concerning the study, such as case study, survey, action research,
experiment, ground theory and archival research (Ormston et al. 2014). However, the
researcher opted for survey and conducted interview and surveys for primary data
collection as this would help in acquiring first-hand direct data in the natural
environment of the respondents. The researcher could have considered larger
population such as the shareholders, investors, suppliers and so on.
For the interviews, the researcher developed open-ended questions and conducted
semi-structured interview among manager and 2officers of Barnack for encouraging
them to avail maximum possible information. While, for quantitative data collection,
questionnaire containing close-ended multiple-choice questions,developed based on
Likert’s scale,are provided to 25staffs to maintain symmetry in the responses, important
for numerical data acquisition. Due to inappropriately and incompletely filled
questionnaires, the researcher had to eliminate 3 questionnaires hence only 22
responses are evaluated in quantitative analysis. Nevertheless, as this is a small-scale
project intended to focus on the core issues related to CSR thus the researcher
approached the individuals that have direct and regular experience of the company that
is the employee (Teddlie and Tashakkori, 2011).
Quantitative research
Q1. What is the significance of CSR for Barnack?
Page 11 of 24

MANAGING SUCCESSFUL BUSINESS PROCESS
Respondents Responses
Manager Meeting CSR is essential to ensure that no legal or ethical obligations are
made on the company
Officer 1 It is unavoidable as customers of recent time have become extremely socially
and environmentally conscious
Officer 2 CSR is the key to the company's success, meeting health and social
requirement of employees within workplace and acquiring resources from
socially responsible sources is important
Table 2: Significance of CSR in Barnack
(Source: Created by Author)
Q2. How does Barnack meet its corporate and social responsibilities during its
operations?
Respondents Responses
Manager Transparency in accounting and auditing is maintained
Corporate and social responsibilities are automatically met by the company as
its policies and procedures are designed to ensure adherence and legal and
ethical requirements
No additional activities are necessary so far as these regulations are met
Officer 1 Employees are treated respectfully and are given enough scope for work-life
balance
Officer 2 products are developed based on the indulgence and preferences of local
consumers and employees are availed healthy work environment
Table 3: Barnack meeting CSR
(Source: Created by author)
Q3. What are the CSR issues in Barnack that in your opinion hinders its growth?
Respondents Responses
Manager An electronic measure for recording customer and employee feedback is not
developed yet, thus tallying the feedback is difficult
Officer 1 Little involvement in community events
Less scope for feedback acquisition
Page 12 of 24

MANAGING SUCCESSFUL BUSINESS PROCESS
Officer 2 Lack of formal anonymous feedback acquisition system
More involvement with community people is needed
Table 4: CSR issues in Barnack
(Source: Created by author)
Qualitative research
Q1. How far are would you agree to the statement that you are valued in your
workplace?
Options Total responses Number of
responses
Response %
Strongly Agree 22 5 23%
Agree 22 7 32%
Neutral 22 9 41%
Disagree 22 1 5%
Strongly disagree 22 0 0%
Mean Median Mode SD
2.272727 2 3 0.862439
Table 5: Employee value in Barnack
(Source: Created by author)
Strongly Agree Agree Neutral Disagree Strongly disagree
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
23%
32%
41%
5%
0%
Response %
Page 13 of 24

MANAGING SUCCESSFUL BUSINESS PROCESS
Figure 3: Employee value in Barnack
(Source: Created by author)
Q2. How far do you agree that Barnacksupports its female and aged employees in
maternity or health related issues?
Options Total responses Number of
responses
Response %
Strongly Agree 22 5 23%
Agree 22 9 41%
Neutral 22 6 27%
Disagree 22 1 5%
Strongly disagree 22 1 5%
Mean Median Mode SD
2.272727 2 2 1.008231
Table 6: Support to female and aged staffs
(Source: Created by author)
Strongly Agree Agree Neutral Disagree Strongly disagree
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
23%
41%
27%
5% 5%
Response %
Figure 4: Support to female and aged staffs
(Source: Created by author)
Page 14 of 24

MANAGING SUCCESSFUL BUSINESS PROCESS
Q3. How frequently have you received complaints from customers regarding
content and quality of Barnack Products?
Options Total responses Number of
responses
Response %
Very frequently 22 0 0%
Frequently 22 5 23%
Rarely 22 8 36%
Very rarely 22 4 18%
Never 22 5 23%
Mean Median Mode SD
3.409091 3 3 1.072766
Table 7: Consumer complaints
(Source: Created by author)
Very frequently Frequently Rarely Very rarely Never
0%
5%
10%
15%
20%
25%
30%
35%
40%
0%
23%
36%
18%
23%
Response %
Figure 5: Consumer complaints
(Source: Created by author)
Q4. What social or ethical issues have you noticed at your workplace while
working in Barnack?
Options Total responses Number of Response %
Page 15 of 24

MANAGING SUCCESSFUL BUSINESS PROCESS
responses
No, leave policy on
holidays / fewer
holidays
22 3 14%
Less consideration to
community
sentiments
22 2 9%
Communication with
higher authority
22 12 55%
Lack of disaster
training to employees
22 3 14%
Others 22 2 9%
Mean Median Mode SD
2.954545 3 3 1.065034
Table 8: CSR issues in Barnack as per employees
(Source: Created by author)
No leave policy on
holidays / less
holidays
Less consideration to
community
sentiments
Communication with
higher authority Lack of disaster
training to
employees
Others
0%
10%
20%
30%
40%
50%
60%
14%
9%
55%
14%
9%
Response %
Figure 6: CSR issues in Barnack as per employees
(Source: Created by author)
Page 16 of 24

MANAGING SUCCESSFUL BUSINESS PROCESS
Page 17 of 24

MANAGING SUCCESSFUL BUSINESS PROCESS
Part 3: Performance review
P5. Data analysis
Analytical tools selection
For data analysis, the researcher has utilised tools such as frequency analysis and
inferential analysis. The researcher has used measures such as mean, median, mode
and standard deviation in case of quantitative data as they help in evaluating the trends
and frequencies in the acquired data (Wahyuni, 2012). Inferential analysis helps in in-
depth evaluation of acquired data through comparing them with theories (Tuli, 2011).
Data analysis
Based on the data presented in earlier section the researcher has acquired the
understanding that while Barnack maintains legally acceptable activities within the
organisational premise it exhibits little consideration towards the social aspects that
could generate considerable advantage for the company. For instance, the response of
manager of the organisation to question 2 of qualitative section provides the
understanding that the company puts very little emphasis on the additional social
activities. Adhering to the Herzberg's theory of hygiene and motivation it can be stated
that meeting regulations about business activities and accounts protect the company
from legal obligations but, they contribute very little to generating preference among
consumers (Costello and Welch, 2014). Such preference among the customers and
employees can be generated through engaging into CSR activities. Statistical analysis
of the quantitative data provided the understanding that in 3 out of 4 questions the SD
(Standard Deviation) value was more than 1, which is the indicator that there are
internal conflict and dissatisfaction among the employees concerning CSR of Barnack
which could cause considerable loss for the company.
The response of manager, officer 1 and 2 to 2nd question of qualitative section heights
that the organisation lacks in communication across the organisational hierarchy which
hypotheses is also backed by the response of employees to quantitative question 4
Page 18 of 24

MANAGING SUCCESSFUL BUSINESS PROCESS
where 55% of the employees agreed that communication is an issue within the
company. In addition, Response of officer 1 and 2 to qualitative question 3 along with
that of employees to quantitative question 4 indicate that the organ’s interaction with the
local community is limited which limits its scope for developing competitive advantage
through CSR activities.
P6. Recommendation for the company
Develop digital employee and customer feedback system
SMART Criteria Measures to be taken
Specific  Introduce monthly feedback acquisition procedure for
employees
 Introduce automated feedback request system for customers
at each purchase, inquiry or service
Measurable The success of this strategy can be measured through increased
productivity and customer and employee retention.
Attainable As the organisation already has a website and customer interaction system,
therefore implementation of this strategy is certainly possible for the
company.
Reliable This strategy is reliable as the feedback of manager, officers and
employees have already indicated the need for improved communication
within the company. Therefore, increased communication is expected to
enhance organisation’s sustainability. And the feedback system would also
distinguish the company from its competitors in the market.
Time base Implementation of this strategy is expected to be completed within 3
months(Refer to appendix).
Table 9: SMART recommendation
(Source: Created by author)
In addition, by sponsoring local community activities and assisting female and aged
employees during maternity period and health hazards respectively the company can
Page 19 of 24

MANAGING SUCCESSFUL BUSINESS PROCESS
also establish positive image. Such activities might also generate positive perception
among customers regarding the company and its products.
P7. Reflection upon the value of undertaking the research
The success of the study can be explained through the evaluation of if the project
objectives have been met during the research.
Objective 1-The study has enhanced researcher's ability to complete a project
successfully.During this study, the researcher has practically faced the hazards that one
comes across while conducting a project plan, and overcoming them has completed the
project with smart recommendation.
Objective 2-Through the qualitative question 1 the researcher has addressed this
objective as well. From the feedback of higher-level officials of Barnack the researcher
has, realised CSR activities are crucial in determining the company’s image in the
market and among the employees.
Objective 3-through evaluation of responses of qualitative question 3 and quantitative
question 1, 2 and 4 the researcher has identified that communication is one of the major
issues that Barnack faces, which might hinder its sustainability in the market.
Objective 4- Suitable recommendation has been provided in the section above based
on the findings of the study, which might help Barnack in generating competitive
advantage through CSR activities.
In addition, this particular study has helped the researcher considerably for developing
as a project developer. It has improved researcher’s analytical skills, data interpretation
skills and data presentation skills as well.
Conclusion
Completion of the study has generated the understanding in the researcher that positive
or socially responsible image of a company often proves to be a significant feature
generating long-term preference among the customers as they tend to consider it to be
Page 20 of 24

MANAGING SUCCESSFUL BUSINESS PROCESS
a distinctive and appreciable feature. It has also enabled the researcher to come up
which strategic solutions for the organisation’s lack of CSR activities, which might
ensure business development, and sustenance for Barnack in the market.
Page 21 of 24

MANAGING SUCCESSFUL BUSINESS PROCESS
Reference list
Adams, K. A. and Lawrence, E. K. (2014) Research Methods, Statistics, and
Applications, USA: SAGE Publications
Barnackconfectionery.com. (2017), Barnack Ltd, Available at:
http://www.barnackconfectionery.com/ [Accessed 6 Apr. 2017]
Baskerville, R.L. and Wood-Harper, A.T., (2016), A critical perspective on action
research as a method for information systems research, Enacting Research Methods in
Information Systems: 2, pp. 169-190
Bowen, H.R., (2013). Social responsibilities of the businessman. University of Iowa
Press
Christensen, L.J., Mackey, A. and Whetten, D., (2014). Taking responsibility for
corporate social responsibility: The role of leaders in creating, implementing, sustaining,
or avoiding socially responsible firm behaviours. The Academy of Management
Perspectives, 28(2), pp.164-178
Costello, R. and Welch, S.A., (2014). A qualitative analysis of faculty and student
perceptions of effective online class communities using Herzberg's motivator-hygiene
factors. Quarterly Review of Distance Education, 15(4), p.15
Epstein, M.J. and Buhovac, A.R., (2014). Making sustainability work: Best practices in
managing and measuring corporate social, environmental, and economic impacts.
Berrett-Koehler Publishers
Hopkins, M., (2016). The planetary bargain: corporate social responsibility comes of
age. Springer
Korschun, D., Bhattacharya, C.B. and Swain, S.D., (2014). Corporate social
responsibility, customer orientation, and the job performance of frontline
employees. Journal of Marketing, 78(3), pp.20-37
Page 22 of 24

MANAGING SUCCESSFUL BUSINESS PROCESS
Listings.findthecompany.com. (2017), Cite a Website - Cite This For Me, Available at:
http://listings.findthecompany.com/l/108459218/Barnack-Confectionery-Limited-in-
Peterborough-England [Accessed 6 Apr. 2017]
Ormston, R., Spencer, L., Barnard, M. and Snape, D., (2014), The foundations of
qualitative research, Qualitative research practice: A guide for social science students
and researchers, 4(2), pp.1-25
Park, J., Lee, H. and Kim, C., (2014). Corporate social responsibilities, consumer trust
and corporate reputation: South Korean consumers' perspectives. Journal of Business
Research, 67(3), pp.295-302
Teddlie, C. and Tashakkori, A., (2011). Mixed methods research, The Sage handbook
of qualitative research, 2(1), pp.285-300
Tuli, F., (2011), The basis of distinction between qualitative and quantitative research in
social science: reflection on ontological, epistemological and methodological
perspectives, Ethiopian Journal of Education and Sciences, 6(1), pp. 97-108
Wahyuni, D (2012), The research design maze: understanding paradigms, cases,
methods and methodologies, Journal of applied management accounting research,
10(1), pp. 69-80
Page 23 of 24