1 / 13

Introduction to Chapter Five

Introduction to Chapter Five. This chapter focuses on issue and crisis management and the planning processes required to improve stakeholder management and to respond to stakeholder expectations. Issues Management. Conventional Approach

margo
Download Presentation

Introduction to Chapter Five

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Introduction to Chapter Five This chapter focuses on issue and crisis management and the planning processes required to improve stakeholder management and to respond to stakeholder expectations.

  2. Issues Management • Conventional Approach • Issues fall within the domain of public policy or public affairs management. • Issues typically have a public policy/public affairs orientation or flavor. • An issue is any trend, event, controversy, or public develop-ment that might affect the corporation. • Issues originate in social/political/ regulatory/judicial environments. • Strategic Management Approach • Issues management is typically the responsibility of senior line management or strategic management staff. • Issues identification is more important than it is in the conventional approach. • Issues management is seen as an approach to the management of external/internal challenges to company strategies, plans, and assumptions.

  3. Issues Management 5-6

  4. Issues Management The Changing Issues Mix A changing mix of issues often creates a cumulate effect that managers must face

  5. Issues Management Issue Definition and the Issues Management Process An issue is a matter that is in dispute between two parties

  6. Issues Management Issue Definition and the Issues Management Process Emerging issues • Terms of the debate are not clearly defined • Parties have conflicting values and interest • Automatic resolution not available • Issue is often stated in value laden terms • Trade-offs are inherent

  7. Issues Management Issue Definition and the Issues Management Process Basic assumptions • Issues can be identified earlier, more completely, and more reliably • Early anticipation widens the range of options • Early anticipation permits study and understanding of the issues • Early anticipation permits a positive orientation towards the issues • Early anticipation allows for better identification of the stakeholders • Early identification provides the opportunity for the organization to supply information about the issue earlier

  8. Identification of Issues Analysis of Issues Prioritization of Issues Formulation of Issue Responses Implementation of Issue Responses Evaluation, Monitoring, and Control of Results Model of Issues Management Process

  9. Issues Management Process Identification of Issues • Scan the environment • Identify emerging issues

  10. Issues Management Process 5-13

  11. Issues Management Process Analysis of Issues • Which stakeholders are affected by the issue? • Who has an interest in the issue? • Who is in a position to exert influence? • Who ought to care about the issue? • Who started the ball rolling? (Historical view) • Who is now involved? (Present view) • Who will get involved? (Future view)

  12. Issues Management Process Ranking of Issues • Xerox approach • High priority • Nice to know • Questionable • Probability-Impact matrix • Probability of occurrence • Impact on company

  13. Issues Management Process 5-16

More Related