Chapter 2 - Managing Public Issues

8/10/2019 Chapter 2 - Managing Public Issues

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Chapter 2

Managing Pub l ic Issues andStakeho lder Relat ionsh ips

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Prepared by :

1. Augustpaosa Nariman (126131004)

2. Fanny Andriani (126131005)

3. Yu li Angelia (126131006)

4. Kenny Fi telia (126131012)


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Ch. 2: Key Learning Objectives

Evaluating public issues and their significance to the

modern corporation Applying available tools or techniques to scan an

organizations multiple environments

Describing the steps in the issue management

process and determining how to make the processmost effective

Identifying who is responsible for managing publicissues and the skills required to do so effectively

Understanding how business can build collaborative

relationships with stakeholders through engagement,dialogue, and network-building

Identifying the benefits of stakeholder engagement tothe business firm

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Public Issues

Public issueAny issue that is of mutual concern to an organization

and one or more of its stakeholders

Stakeholder expectationsA mixture of peoples opinions, attitudes, and beliefs

about what constitutes reasonable business behavior

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Public Issues: Performance-

Expectations Gap

Discrepancy between what stakeholdersexpect and what an organization is actuallydoing

Important to identify emergent expectations

as early as possible Doing so can gain the company competitive advantage

Failure to understand stakeholder concernsand to respond appropriately will:

Cause the performanceexpectations gap to grow The larger the gap, the greater the risk of stakeholder

backlash or missing a major business opportunity

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Figure 2.1

The Performance-Expectations Gap

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The Corporations Boundary-

Spanning Departments

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Figure 2.2


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Environmental Analysis and

Intelligence

Environmental analysisA method managers use to gather information about

external issues and trends, so they can develop an

organizational strategy that minimizes threats and

takes advantage of new opportunities

Environmental intelligence

The acquisition of information gained from analyzingthe multiple environments affecting organizations

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Eight Strategic Radar Screens

Figure 2.3

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Competitive Intelligence

The systematic and continuous process ofgathering, analyzing, and managing external

information about the organizations competitors

that can affect the organizations plans, decisions

and operations

Numerous ethical issues arise in acquisition and

use of information gathered through competitive

intelligence, public affairs managers must bekeenly aware of these issues

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Figure 2.4

The Issue Management Process

The process continuously cycles back to the beginning and repeats

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The Issue Management Process

1. Identify Issue

Anticipating emerging concerns, or horizon issues2. Analyze Issue

Evaluating the issue; coming to an understanding ofhow it will evolve and how it will affect the organization

3. Generate Options Evaluating action options, involves complex

judgments that take into account non-quantifiablefactors like the companys reputation

4. Take Action Once option is chosen, must design and implement it

5. Evaluate Results Must assess results of the program and make

adjustments as needed2-11

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Chapter 2 - Managing Public Issues