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Nature of public issue
An issue is a trend or condition, either internal or external which can significantly affect a company’s operations over a period of its business plan
Any issue may present either a threat to the corporation or an opportunity to shape the issue to an advantage .
three broad categories of public issues are:
Current issue
Emerging
issue
Societal trends
Two benchmarks that determine the nature and timing of response to an issue:
Threat benchmark: the level of loss beyond which the survival
of firm, a division or a product will be endangered.
Opportunity benchmark: the point before which a corporation must
take action to control the issue. Beyond that point, the cost of acting late
can no longer be recovered through profit.
Current issuePublic questions currently being
acted or debated by governmental bodies.
Such issues generally are subject only to reactive public affairs responses.
Emerging issuesIssues of public policy that are
likely to be the subject of legislation in the two-five years period ahead , but that have not yet been fully formulated, nor the position is different
It is in this evolving stage that issues can best be influenced or controlled.
Operational• That effect
key financial statements :
• P & l• Balance
sheet• Flow of fund
corporate• That
effects mgt right to run the co. it wants:
• Corporate’s disclosure
• Director’s responsibility
societal• Energy
policy• Inflation• Employment
policy
3 categories of emerging issues:
Societal trends
These involve changing attitudes and human behavior and are the most difficult to influence or reverse.
They include demographic, social, resource related and technology related trends, all of which may have political and economic effects.
Who makes issues?
General public
Pressure groups
News media
Government
bureaucracies
Elected officials
Pressure Groups- These groups form the most important elements of issues. The significant factors are its ability to capture media attention and the alliances it can make beyond its own membership.News media- They call attention to public issues. They may build up pressures on one side or another, or drop the issue if interest is minimal.
General Public- The greatest power of the general public is the passive veto- the non acceptance of laws and regulation.
Government Bureaucracies- The government bodies formulate rules and regulation which affect the business in one or the other way.Elected Officials- Often a politician or
local legislator will pick up an issue just to get attention.
name is given
Crystallisation of
ideas
emerging of
solutionIntroducti
on of legislation
adjustments
new life cycle
Life cycle of public
issue
The path that developing issue takes is important in a management, because the extent of control that can be exercised depends on stage of its evolution.
A n undefined problem is there: there is a general sense of frustration & recognition that a problem exists but that cannot be defined.
The issue is identified & given name: a co. Can first identify & name an emerging issue that can effect its operation . it has major opportunities at this stage.
Ideas begin to crystallize on the nature and causes of problem and public attitude begin to form with attention from the media.
Solutions emerge: on an issue of importance hundreds of solutions emerge and eventually reduce to a few.
Legislation is introduced & enacted: at this stage a company can only react to some influence on the legislation may be effected, but control is no longer possible.
Adjustments are made ,via regulation or judicial services: here also the company’s position is one simply of reacting, although it may affect the interpretation of regulations. court action is often an effective issue mgt technique.
Formerly non existed or unnoticed problems often arise after an issue has completed its life cycle,perpetutaing in a new contact.
Dimensions of the issue
Technical issues
Broad impact issues
Broad impact but relatively
abstract issues
Narrow impact issues
Broad impact but relatively abstract issues-Fewer people feel these issues directly although many may be aware that they are potentially affected.
Narrow impact issues- These generally effect an identifiable minority or a geographical area.(tba * example)
Technical issues-These issues are identified and crystallized by the leadership. For Example- multinational taxation.
Broad impact issues- These directly affect a large segment of the people. For example- inflation, air and water pollution.
Issue ManagementAn effective issue management program enables a company, an association or a group to influence the development of public issues or trends that may affect it – rather than merely react to issues after they have developed
The earlier a company can identify a potential threat, or opportunity and commit itself to appropriate actions, the more able it will be to shape the issue.
Its like a war where the focus is not on the weapons but it requires a strategy to make decisions as to whether the issue requires a combat, on what ground the battle will be fought, and when will it be enraged.
Building an issue management system:
Identifying the issue
Screening the issue
Evaluating the impact
Identifying the issuesA Critical step that includes
identification of all issues or trends that may touch corporations or its divisions.
A broad variety of tools available for monitoring and identifying issues & trends are :
scanning of public materialPublic opinion polling
Techniques for predicting what will happen includes:
extrapolation techniqueshistorical analysisIntuitive reasoningScenario buildingCross impact matricesMathematical model buildingDelphi techniques
Cross matrix method
Delphi technique
Numerous publications are involved in scanning process.
Social issues tend to move from one country to another and trends may sometimes be spotted overseas .
Scanning involves close attention to legislature proposals, not only nationally , but in states and key cities.
Issues not only move from state to state & city to city , but are inflicted by legislative action in any location.
Screening of the issues
It is likely to uncover a large no. of possible issues/trends that could affect the company.
Perhaps as many as 2 0 0 or 3 0 0 .
at this stage list has to be narrowed down to the actual or the probable
Evaluating the impactEach actual issues are now analyzed,
for its likely and , where appropriate , worst can impact to determine which issues should be programmed into an action plan, & which merely tracked.
Cost is a principal factor. If the cost of managing an issue will
warrant the eventual return on investment, it will fall into the category of those to be attacked.
.how much is preventing damage five years from now worth to the company today?