The document discusses several topics related to managing public issues and stakeholder relationships. It defines key terms like public issues, environmental analysis, competitive intelligence, issue management process, and stakeholder engagement. It also discusses drivers of stakeholder engagement and the corporation's social responsibilities. The document outlines arguments for and against corporate social responsibility and defines related concepts like social enterprise, social entrepreneurship, B Corporations, bottom of the pyramid, and microfinance.

1. Managing Public IssuesManaging Public Issues
and Stakeholder Relationshipand Stakeholder Relationship

2. Public Issues: is any issue that is of mutual
concern to an organization and one or more of
it stakeholders. (different groups have different
opinions.)
Examples: General Motors
Wal- Mart Stores
Ikea

3. Performance – Expectation Gap
Front line employees
Have you ever received a complaint about failing to deliver a
promised service?
Your consumers have definite performance expectations
of those you lead. If your employees are not meeting those
expectations, there is a performance gap between what your
consumers are expecting and what they are experiencing.
That gap may be costing you future and current customers as
well as diminishing the integrity of your brand! The solution
to closing and minimizing the damage caused by these
gaps is found in raising the leadership capacity of your
people.

4. Teams
Have you ever sat through a meeting that seemed to go absolutely
nowhere? Have you ever sat through a meeting at which you
thought you understood what was happening only to realize later
that the communication was so poor that you had no idea what you
were doing?
Organizational leaders assign teams for the purpose of
completing specific tasks. Often, team members are the best of
the best! However, even the best team members may lack the skills
necessary to function in a challenging team setting. Further, team
members may head in multiple directions, failing to meet timelines
and benchmarks. When team members are no longer hitting these
baseline expectations, inefficiencies begin to occur. As a result,
gaps between team expectations and actual outcomes form. For
most leaders, closing these gaps is a formidable task. The net
result is lost time and resources. The solution to closing and
minimizing the damage caused by these gaps is found in
raising the leadership capacity of your people.

5. Vision and Mission
Have you ever received incredibly poor service or paid for a terrible
experience? While you were receiving that service or having that
experience did you notice the company's vision or mission
statement posted on the wall? Did it read something like this: "Your
satisfaction is 100% guaranteed?" How was that company
really doing in executing its vision and mission? Could they see the
gaps between what they had posted on their walls and what was
actually happening?
No, probably not! Can you?
The purpose of creating a vision is to develop an idealized goal
or outcome. Mission is the day-to-day action required to create the
energy to move toward the vision. Too often organizations confuse
vision and mission. Further, they do not focus on the behaviors and
mindset necessary to obtain their vision through mission.
Unfortunately for most organizations, vision and mission are just
statements on the wall that are not understood, never internalized
and rarely acted upon by those claiming to subscribe to them. As a
result, gaps are formed between what they claim and what they do.
The solution to closing and minimizing the damage caused by
these gaps is found in raising the leadership capacity of their
people.

6. Accountability
Has someone ever promised you something and failed to deliver?
Has anyone ever left you hanging? Have you ever heard "It's not
my fault" or "I can't control that" or "It's not my job"?
Failure to create a culture of accountability within an
organization leads to low performance and excuses. When
accountability is absent people do not deliver; in fact, they leave
each other hanging and do not own their behavior for their individual
job performances. They often become the victim of other
individuals' mindsets of -"It is not my fault!" - because it is much
easier to place blame than to solve problems! This results in
serious gaps between both internal and external consumers of your
organization! Zero accountability is the new American way of
thinking. Too often organizations cannot move forward, improve or
grow because no one takes ownership and responsibility for what
they are doing, much less how they are behaving! As a result the
organization suffers, deadlines come and go, customers are
unhappy and employees are wasting time. Ultimately, your
consumers hold you accountable and the organization suffers. The
solution to closing and minimizing the damage caused by
these gaps is found in raising the leadership capacity of your
people.

7. Public Issues:
Climate Change
Executive Pay And Bonuses
Food Safety
Privacy

8. Environmental Analysis:
Method managers use to gather information about external issues and trends.
Environmental Intelligence:
The acquisition of information gained from analyzing the multiple environments affecting
an organization.
Competitive Intelligence:
The systematic and continuous process of gathering, analyzing, and managing external
information about the organization’s competitors that can affect the organization’s
plans, decisions, and operations.
SWOT ANALYSIS

9. Issue Management:
To actively manage the issue as they arise.
Issue Management Process:
• Identify Issue
• Analyze Issue
• Generate Options
• Take Action
• Evaluate Results

10. Stakeholder RelationshipStakeholder Relationship
• Inactive
• Reactive
• Proactive
• Interactive
Stakeholder Engagement:
The process of ongoing relationship building between a business and its stakeholders.

11. Drivers of Stakeholder EngagementDrivers of Stakeholder Engagement
• Goals
• Motivation
• Organizational Capacity
• Stakeholder Dialogue
• Stakeholder Networks

12. The Corporation’s Social
Responsibilities

13. Corporate Power:
Refers to the capability of corporations to influence government, the economy, and
society, based on their organizational resources.
Iron Law of Responsibility:
States that in the long run those who do not use power in ways that society considers
responsible will tend to lose it.
Corporate Social Responsibility:
Means that a corporation should act in a way that enhances and its inhabitants and be
held accountable for any of its actions that affect people, their communities, and their
environment.

14. Corporate Social Responsibility Debate
Arguments For:
• Balances Corporate Power with Responsibility
• Discourages Government Regulation
• Promotes Long-Term Profits for Business
• Improves Stakeholder Relationships
• Enhances Business Reputation
Arguments Against:
• Lowers Economic Efficiency and Profits
• Imposes Unequal Costs among Competitors
• Imposes Hidden Costs Passed On to Stakeholders
• Requires Skills Business May Lack
• Places Responsibility on Business Rather than Individuals

15. Social Enterprise:
Refers to an organization that uses business strategies for the purpose of improving
human and environmental well being.
Social Entrepreneurship:
When a person or group of people identify a social need and use their entrepreneurial
skills to address this need. Is to use the power of enterprise to drive social change
and help society.
B Corporation: benefit corporation. It blends it social objectives with financial goals.
Bottom of the pyramid: Refers to the poorest people in the world.
Microfinance: Financial organizations provide loans to low-income clients or solidarity
lending groups who traditionally lack access to banking or related services.