We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byJaime Marvel
Modified about 1 year ago
Business & Society Business & Society Ethics, Sustainability, and Stakeholder Management Eighth Edition Archie B. Carroll Ann K. Buchholtz © 2012 South-Western, a part of Cengage Learning 1
Chapter 6 Issues and Crisis Management © 2012 South-Western, a part of Cengage Learning 2
Learning Outcomes © 2012 South-Western, a part of Cengage Learning 1.Distinguish between the conventional and strategic approaches to issues management. 2.Identify and briefly explain the stages in the issues management process. 3.Describe the major components in the issues development process and factors in actual practice. 4.Define a crisis and identify the four crisis stages. 5.List and discuss the major stages or steps involved in managing business crises. 3
Chapter Outline The Relationship Between Issues Management and Crisis Management Issues Management Crisis Management Summary Key Terms Discussion Questions 4 © 2012 South-Western, a part of Cengage Learning
Issues Management A process by which organizations identify issues in the stakeholder environment, analyze and prioritize those issues in terms of their relevance to the organization, plan responses to the issues, and then evaluate and monitor the results. © 2012 South-Western, a part of Cengage Learning 5
Issues Management: Conventional Approach Conventional Approach Narrowly focused. Issues fall within the domain of public policy or public affairs management. Issues have a public policy/public affairs orientation. Any trend, event, controversy, or public development that might affect the corporation. Issues originate in social, political, regulatory, or judicial environments. 6 © 2012 South-Western, a part of Cengage Learning
Issues Management: Strategic Management Approach Strategic Management Approach Broadly inclusive. 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 anticipation and management of external/internal challenges to the company strategies, plans, and assumptions. 7 © 2012 South-Western, a part of Cengage Learning
Issues Issue A matter that is in dispute between parties. The dispute evokes debate, controversy, or differences of opinion. The “portfolio approach” of issues management helps firms to prioritize and focus resources on the most important issues. 8 © 2012 South-Western, a part of Cengage Learning
Issues Management Process Basic Assumptions Issues can be identified earlier, more completely, and more reliably. Early anticipation: Widens the range of options. Permits study and understanding of the full range of issues. Permits organization to develop a positive orientation towards the issues. Organization will have earlier identification of the stakeholders. Organization will be able to supply information to influential publics earlier and more positively, creating better understanding. 9 © 2012 South-Western, a part of Cengage Learning
Identification of Issues 10 © 2012 South-Western, a part of Cengage Learning
Identification of Issues (continued) Leading forces as predictors of social change Events Authorities/advocates Literature Organizations Political jurisdictions 11 © 2012 South-Western, a part of Cengage Learning
Issues Selling and Buying Issues selling Relates to middle managers exerting upward influence in organizations as they try to attract the attention of top managers. Issues buying Top managers adopt a more open mind-set for the issues that matter to their subordinates. 12 © 2012 South-Western, a part of Cengage Learning
Analysis of Issues Who (which stakeholder) is affected by the issue? Who has an interest in the issue? Who is in a position to exert influence? Who has expressed opinions on the issue? Who ought to care about the issue? To help with issue analysis: Who started the ball rolling? (Historical view) Who is now involved? (Contemporary view) Who will get involved? (Future view) 13 © 2012 South-Western, a part of Cengage Learning
Ranking or Prioritization of Issues Two essential questions 1.How likely is the issue to affect the organization? 2.How much impact will the issue have? 14 © 2012 South-Western, a part of Cengage Learning
Formulation and Implementation of Response Formulation The response design process. Implementation The action design process. Plan clarity Resources needed Top management support Organizational structure Technical competence Timing 15 © 2012 South-Western, a part of Cengage Learning
Evaluation, Monitoring, and Control Companies should continually evaluate the results of their responses to issues. Includes careful monitoring of stakeholder opinions. Information from this stage helps firms to make adjustments to the process as needed. 16 © 2012 South-Western, a part of Cengage Learning
Issues Development Process The growth process or life cycle of an issue. Has five stages: 1.Early 2.Emerging 3.Current 4.Crisis 5.Dormant 17 © 2012 South-Western, a part of Cengage Learning
Issues Management in Practice Issues management covers a range of public relations and management activities. Companies that adopt issues management processes: Develop better overall reputations Develop better issue-specific reputations Perform better financially Provides a bridge to crisis management. 18 © 2012 South-Western, a part of Cengage Learning
The Nature of Crises Crisis definitions An extreme event that may threaten your very existence. At the very least, it causes substantial injuries, deaths, and financial costs, as well as serious damage to your reputation. An organizational crisis is a low-probability, high- impact event that threatens the viability of the organization and is characterized by ambiguity of cause, effect, and means of resolution, as well as by a belief that decisions must be made swiftly. 19 © 2012 South-Western, a part of Cengage Learning
Crisis Management Rules of crisis management: 1.Don’t wait 2.Don’t run from the truth 3.Don’t hide 20 © 2012 South-Western, a part of Cengage Learning
Types of Crises 21 © 2012 South-Western, a part of Cengage Learning
Managing Business Crises Five practical steps in managing crises 1.Identifying areas of vulnerability 2.Developing a plan for dealing with threats 3.Forming crisis teams 4.Simulating crisis drills 5.Learning from experience What are the 4 stages of crisis management? What are the 10 steps of crisis communications? 22 © 2012 South-Western, a part of Cengage Learning
Be First, Be Right, Be Credible Be First Get the message out first to control content and accuracy. Be Right Say and do the right thing. Be Credible Be open, honest, and speak with one consistent voice. 23 © 2012 South-Western, a part of Cengage Learning
Key Terms Acute crisis stage Chronic crisis stage Conventional approach to issues management Crisis Crisis communications Crisis management Crisis resolution stage Crisis teams Emerging issue Issue Issue selling and buying Issues development process Issues management Portfolio approach Prodromal crisis stage Strategic approach to issues management © 2012 South-Western, a part of Cengage Learning 24
Business & Society Business & Society Ethics, Sustainability, and Stakeholder Management Eighth Edition Archie B. Carroll Ann K. Buchholtz © 2012 South-Western,
5 chapter Based on: Business Essentials, 7 th Edition Ebert/Griffin © 2009 Pearson Education, Inc. Mr. AGUNG PRAPTAPA Teaching Material for MM 2010 BUSINESS.
Module 2: National IEA process design and organization.
The Project Cycle Management Course presented by Simon Pluess World Alliance of YMCAs.
Competence is the demonstrated ability to apply knowledge and/or skills and, where relevant, personal attributes. A certification scheme contains.
Strategic Communication Learning Program. External Affairs Vice Presidency Country Partners Bank Staff Intl. Development Agencies.
Guidelines For Site Management Approaches Floyd Homer WCPA-Caribbean & SUSTRUST.
2 chapter Business Essentials, 7 th Edition Ebert/Griffin © 2009 Pearson Education, Inc. Business Ethics and Social Responsibility Instructor Lecture PowerPoints.
Learning Objectives 4.1 Recognize and define an existing or potential workplace problem. 4.2 List the nine steps that comprise a systematic approach to.
CBR 301: Using Community-Based Research to Affect Public Policy.
Competency Approach to Human Resource Management.
Session 4 Identifying, Assessing and Managing Risk.
Implications for Think Tanks Need to be able to: –Understand the political context –Do credible research –Communicate effectively –Work with others Need.
Learning Objectives 6.1 Explain the importance of mission, vision, and value statement and how they set the foundation for the planning process. 6.2 Describe.
Introduction to CDIO: Key Features & Components Dennis Sale Senior Education Advisor Singapore Polytechnic.
2-1 Copyright 2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann.
MGMT14 marketing U U … mnm institute … makes sense.
Dr. Chen, Electronic Commerce Pearson/Prentice Hall & Dr. Chen, Electronic Commerce Chapter 14 E-Commerce Strategy and Global EC.
1 STRATEGIC PLANNING. 2 A Definition of Strategy Strategy is the direction and scope of an organisation over the long term which achieves advantages for.
Theory of Change Workshop Bistandstorget February 2012 Contact INTRAC Training: Telephone: +44 (0) Website:
Sheryl Abelew MSN RN. Chapter 5 Initiating and Implementing Change.
Strategic Business Planning for Marketers- intro “No matter how good your product is-you are always exactly 18 months away from complete failure.” Nathan.
Options appraisal, the business case & procurement Duncan Wood-Allum.
Introduction to Project Management session 2. What, Where, When, Whom and How – part 2 An Introduction to Project Management Session no 2.
Chapter 16: Teams and Teamwork Learning Goals I can: Define and explain terms related to teams and teamwork Explain why teams are used in business.
HW TO MANAGE CHANGE EFFECTIVELY BY T.M.JAYASEKERA.
Introduction New Form Stage 1 Stage 2 Stage 3 Feedback Conversation Career Development SMART Goals Competency Framework Documents There are also links.
Learning Objectives 7.1 Describe the organizing process and how formal and informal organizations differ. 7.2 Identify some common types of organizational.
1 of 21 Information Strategy Developing an Information Strategy © FAO 2005 IMARK Investing in Information for Development Information Strategy Developing.
Introduction to Organizational Development. Organization Development – Intro and Objectives This course introduces organizational development to professionals.
© 2016 SlidePlayer.com Inc. All rights reserved.