View
216
Download
1
Category
Tags:
Preview:
Citation preview
1
Strategic Management andCorporate Public Affairs
Business and Society: Ethics and Stakeholder Management, 7e • Carroll & BuchholtzCopyright ©2009 by South-Western, a division of Cengage Learning. All rights reserved
Prepared by Deborah BakerTexas Christian University
Chapter 5
2
1. Describe the concept of corporate public policy and relate it to strategic management.
2. Articulate the four major strategy levels and explain enterprise-level strategy.
3. Explain corporate social performance reporting.
4. Identify the major activities of public affairs departments.
5. Highlight key trends with respect to the public affairs function.
6. Link public affairs with the strategic management function.
7. indicate how public affairs may be incorporated into every manager’s job.
Chapter 5 Learning Outcomes
3
Chapter 5 Outline
The Concept of Corporate Public Policy Four Key Strategy Levels The Strategic Management Process Public Affairs Public Affairs as a Part of Strategic Management The Corporate Public Affairs Function Today Important Public Affairs Concepts Today Public Affairs Strategy Incorporating Public Affairs Thinking into All Managers’ Jobs Future of Corporate Public Affairs in the Twenty-First Century Summary Key Terms Discussion Questions
4
Introduction to Chapter 5
The chapter provides a broad overview of how social, ethical, and public issues fit into the general strategic management process of the organization.
5
The Concept of Corporate Public Policy
Corporate public policy is a firm’s posture, stance,
strategy or position regarding the public,
social, global, and ethical aspects of stakeholders and
corporate functioning
Corporate public policy is a firm’s posture, stance,
strategy or position regarding the public,
social, global, and ethical aspects of stakeholders and
corporate functioning
AIDS inWorkplace
Affirmative Action
Sexual harassment
Product safety
Employee privacy
EnvironmentalSustainability
6
Corporate Public Policy and Strategic Management
StrategicManagement
refers to the overall management process that focuses on positioning the firm relative to its market environment
Corporate Public Policy
the part of the strategic management process that focuses specifically on the public, ethical, and stakeholder issues the firm faces
7
Relationship of Ethics to Strategic Management
For business ethics to have meaning it must be linked to business strategy because the linkage permits management issues to be addressed in ethical terms.
The concept of corporate public policy and the linkage between strategic management and ethics can be better understood in terms of:
1. Four key strategy levels
2. Steps in the strategic management process
8
Four Key Strategy Levels
Corporate-Level StrategyCorporate-Level Strategy
Business-Level StrategyBusiness-Level Strategy
Functional-Level StrategyFunctional-Level Strategy
Enterprise-Level StrategyEnterprise-Level Strategy
“What business(es) are we in or should be in?”
“What business(es) are we in or should be in?”
“How should we compete in a given business or industry?”
“How should we compete in a given business or industry?”
“How should a firm integratesubfunctional activities and relate
them to its functional areas?”
“How should a firm integratesubfunctional activities and relate
them to its functional areas?”
“What is the role of the organization in society?”“What is the role of the
organization in society?”
9
The Hierarchy of Strategy Levels
Corporate-Level StrategyCorporate-Level Strategy
Business-Level StrategyBusiness-Level Strategy
Functional-Level StrategyFunctional-Level Strategy
Enterprise-Level StrategyEnterprise-Level Strategy
Feedback
Figure 5-1
10
Emphasis on Enterprise-Level Strategy
Key Questions
What is the role of our organization in society?
How is our organization perceived by our stakeholders?
What principles or values does our organization represent?
What obligations do we have to society at large, including the world?
What are the broad implications for our current mix of businesses and allocation of resources?
http://www.microsoft.com/about/corporatecitizenship/citizenship/default.mspx@
11
Emphasis on Enterprise-Level Strategy
Manifestations of Enterprise-Level Thinking
Codes of ethics Codes of conduct Mission statements Values statements Corporate creeds Vision statements Policy-oriented codes and statements
12
Emphasis on Enterprise-Level Strategy
Johnson & Johnson Credo
We are responsible to our doctors, nurses, and all others who use our products and services.
We are responsible to our employees.
We are responsible to our communities.
We are responsible to our stockholders.
Figure 5-3
13
Importance of Core Values
Alcoa’s Core Values
1. Integrity
2. Safety and health
3. Quality of work
4. Treatment of people
5. Accountability
6. Profitability
14
Importance of Core Values
Herman Miller’s Core Values
• Inclusiveness & Diversity
• Supplier Diversity
• Design
• Innovation
• The Environment
• Operational Excellence
• Technology
15
Enterprise-Level Strategic Thinking
Establishment of committees:• Public policy/issues• Ethics• Governance• Social audit• Corporate philanthropy• Corporate citizenship• Ad hoc committees
Public affairs office
Identification/analysis of social or public issues
16
The Strategic Management Process
1. Goal formulation
2. Strategy formulation
3. Strategy evaluation
4. Strategy implementation
5. Strategic control
6. Environmental analysis
19
Corporate/Society Intersections
1. Generic social issues
2. Value chain social impacts
3. Social dimensions of competitive context
Responsive CSR
Strategic CSR
20
Strategic Integration of Business and Society
1. Identify the points of intersection.
2. Choose which social issues to address.
3. Create a corporate social agenda.
4. Integrate inside-out and outside-in practices.
5. Create a social dimension to the value proposition.
21
Social Auditing and Performance Reporting
Three Essential Steps
1. Set standards against which performance may be compared
2. Compare actual performance with planned performance
3. Take corrective action to bring actual and planned performance into alignment
22
Development of the Social Audit
Social Audit
A systematic attempt to identify, measure, monitor, and evaluate an organization’s performance with respect to its socialefforts, goals, and programs.
24
Drivers for Social Performance Reports
Expectations from societal andpublic interests groups
Globalization
25
Global Reporting Initiative
GlobalReportingInitiative
Established in 1997 with the mission of developing globally applicable guidelines for reporting on the economic, environmental, and socialperformance of corporations, governments, and non-governmental organizations.
26
Public Affairs
Embraces… Corporate public policy Issues and crisis management Governmental relations Corporate communications
Public Affairs
The management processes that focus on the formalization and institutionalization of corporate public policy.
27
Public Affairs Management: Relationships
Strategic Management ProcessStrategic Management Process
Corporate Public Policy
Corporate Public Policy
Issues Management
Issues Management
Crisis Management
Crisis Management
Public Affairs ManagementPart of
which is
Enterprise-Level StrategyEnterprise-Level Strategy Environmental AnalysisEnvironmental Analysis
Figure 5-7
28
The Corporate Public Affairs Function Today
1. The growing magnitude and impact of government
2. The changing nature of the political system
3. The recognition by business that it was being outflanked by interests counter to its own
4. The need to be more active in politics outside thetraditional community-related aspects
29
PAC’s Definition of Public Affairs
Public Affairs(from PAC)
The management function responsible for interpreting the corporation’s non-commercial environment and managing the corporation’s response to that environment.
31
Influence on Corporate Strategy
Identifies/prioritizes public policy issues
Comments on strategic and business plans for sensitivity to emerging political/social trends
Provides forecast of political/social trends
Implements the strategic and business planning process
Is represented on corporate planning committee
Public Affairs…Public Affairs…
32
Important Public Affairs Concepts
Looking out and looking in
Buffering and bridging
Tools and techniques
The use of ethical guidelines
33
Looking Out and Looking In
The public affairs function serves as a window:
Looking out, the organization can observe the changing environment.
Looking in, the stakeholders in that environment can observe, try to understand, and interact with the organization.
34
Buffering and Bridging
Two types of corporate public affairs activities:
1. Activities that “buffer” the organization from the social
and political environment
2. Activities that “bridge” the organization with that environment
35
Tools and Techniques
Environmental monitoring/scanning Working with the grassroots Constituency building Issue advertising Lobbying Political action committees Corporate social audits Web activism Coalitions and alliances Community investment Stakeholder management
37
International Public Affairs
The international dimension of public affairs is expanding:
Companies expanding into new markets
Changes in sales in existing markets
Changes in CEO priorities
Changes in regulatory burden
Acquisition of new business units
38
Competencies for International Public Affairs
Development of intercultural competenceDevelopment of intercultural competence
Knowing the impact of societal factors on public affairsKnowing the impact of societal factors on public affairs
Understanding local public policy institutions and processesUnderstanding local public policy institutions and processes
Nation state-specific applications of PA functionsNation state-specific applications of PA functions
Language skillsLanguage skills
Understanding global business ethicsUnderstanding global business ethics
Managing international consultants, alliances, and issue partnersManaging international consultants, alliances, and issue partners
39
Public Affairs Strategy
Best corporate social performance• Institution oriented• Collaborative/problem-solving strategy
Worst corporate social performance• Independent economic franchise• Individual/adversarial external affairs strategy
41
More Initiatives in Public Relations Strategy
Integrating public affairs into corporate strategic planning Using strategic management audits for public affairs Building a balanced performance scorecard for public
affairs Managing the corporation’s reputation Using core competencies to manage performance Respond to industry differences Issue life cycle challenges
42
Public Affairs Thinking
Make public affairs truly relevant
Make public affairs truly relevant
Develop a sense of ownership of success
Develop a sense of ownership of success
Make it easy for operating managers
Make it easy for operating managers
Show how public affairsmakes a difference
Show how public affairsmakes a difference
43
The Future of Public Affairs
1. Public affairs can help to develop value-based enterprises
2. Public affairs executives can assert themselves as thought leaders
3. Public affairs specialists have the opportunity to seek alternative arenas of resolution globally and domestically
44
Strategic management processes
Corporate public policy Corporate public affairs Strategic management Enterprise-level strategy Corporate-level strategy Business-level strategy Core values Value shift Social audit Social performance report
Global Reporting Initiative Public affairs Public affairs management Issues and crisis
management Public affairs departments Public affairs Public affairs strategy Collaborative/problem-
solving strategy Individual/adversarial
external affairs strategy
Selected Key Terms
Recommended