Professional Documents
Culture Documents
Managing Public
Issues and
Stakeholder
Relationships
Ch. 2: Key Learning Objectives
Evaluating public issues and their significance to the
modern corporation
Applying available tools or techniques to scan an
organization’s multiple environments
Describing the steps in the issue management process
and determining how to make the process most effective
Identifying who is responsible for managing public issues
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 to the
business firm
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© 2011 The McGraw-Hill Companies, Inc. All rights reserved.
Public Issues
Public issue
Any issue that is of mutual concern to an organization
and one or more of its stakeholders
Stakeholder expectations
A mixture of people’s opinions, attitudes, and beliefs
about what constitutes reasonable business behavior
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© 2011 The McGraw-Hill Companies, Inc. All rights reserved.
Public Issues: Performance-Expectations Gap
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© 2011 The McGraw-Hill Companies, Inc. All rights reserved.
Figure 2.1 The Performance-Expectations Gap
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© 2011 The McGraw-Hill Companies, Inc. All rights reserved.
Environmental Analysis and Intelligence
Environmental analysis
A 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 analyzing the multiple
environments affecting organizations
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© 2011 The McGraw-Hill Companies, Inc. All rights reserved.
Figure 2.2 Eight Strategic Radar Screens
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© 2011 The McGraw-Hill Companies, Inc. All rights reserved.
Competitive Intelligence
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© 2011 The McGraw-Hill Companies, Inc. All rights reserved.
The Issue Management Process
1. Identify Issue
Anticipating emerging concerns, or “horizon” issues
2. Analyze Issue
Evaluating the issue; coming to an understanding of how it will evolve and
how it will affect the organization
3. Generate Options
Evaluating action options, involves complex judgments that take into
account “non-quantifiable” factors like the company’s reputation
4. Take Action
Once option is chosen, must design and implement it
5. Evaluate Results
Must assess results of the program and made adjustments as needed
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© 2011 The McGraw-Hill Companies, Inc. All rights reserved.
Organizing for Effective Issue Management
Which part of the organization is mobilized to address a
particular emerging issue often depends on the nature
of the issue itself
A corporation’s issue management activities are usually linked to
both the board of directors and to top management levels