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Strategic Management and Corporate Public Affairs

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Title: Strategic Management and Corporate Public Affairs


1
Strategic Management and Corporate Public Affairs
4
2
Chapter Four Objectives
  • Explain the concept of corporate public policy
  • Identify the four major strategy levels and
    enterprise-level strategy
  • Describe how social and ethical issues fit into
    strategic management
  • Relate social audits to strategic control
  • Discuss the four major stages in environmental
    analysis

3
Chapter Four Objectives
  • Identify the major functions of public affairs
    departments
  • Highlight trends identified with the public
    affairs function
  • Link public affairs strategy and organizational
    characteristics
  • Indicate how public affairs can be incorporated
    into every managers job

4
Chapter Four Outline
  • Corporate Public Policy
  • Four Key Strategy Levels
  • The Strategic Management Process
  • Corporate Public Affairs
  • Public Affairs as Part of Strategic Management
  • Evolution of the Corporate Public Affairs
    Function
  • Modern Perspectives of Corporate Public Affairs
  • Public Affairs Strategy
  • Incorporating Public Affairs Thinking into
    Management
  • Summary

5
Introduction to Chapter Four
  • A broad overview of how social, ethical, and
    public issues fit into the strategic management
    process of corporate public policy and corporate
    public affairs

6
The Concept of CorporatePublic Policy
7
Corporate Public Policy and The Strategic
Management Process
  • Strategic management --focuses on positioning the
    firm relative to its environment
  • Corporate public policy --focuses specifically on
    the public, ethical, and stakeholder issues

8
Corporate Public Policy, Strategic Management,
and Ethics
  • 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.
  • Corporate public policy and the linkage between
    strategic management and ethics can be better
    understood in terms of
  • - Four key strategy levels

9
Four Key Strategy Levels
  • Enterprise-level strategy
  • What is the role of the organization in
    society?
  • Corporate-level strategy
  • What business are we in or should be in?
  • Business-level strategy
  • How do we compete in a given business or
    industry?
  • Functional-level strategy
  • How a firm integrates subfunctional activities
    and relates them to finance, marketing, and
    production?

10
Four Key Strategy LevelsHierarchy of Levels
Enterprise-Level Strategy
Corporate-Level Strategy
Business-Level Strategy
Functional-Level Strategy
11
Emphasis on Enterprise-Level Strategy
  • Key Questions to Consider
  • What is the role of our organization in society?
  • How is our organization perceived?
  • What principles or values do we represent?
  • What obligations do we have to society at large?
  • What are the implications for our current mix of
    business and allocation of resources?

12
Emphasis on Enterprise-Level Strategy
  • Manifestations of enterprise-level thinking

Codes of ethics Codes of conduct Mission
statements Values statements Corporate
creeds Vision statements
13
Emphasis on Enterprise-Level Strategy
  • Beliefs of Borg-Warner
  • We believe in the dignity of the individual
  • -- the responsibility to the common
    good
  • -- the endless quest for excellence
  • -- continuous renewal
  • -- the commonwealth of Borg-Warner
  • and its people

14
Emphasis on Enterprise-Level Strategy
  • Johnson and Johnson Credo
  • We are responsible to our doctors, nurses, and
    patients
  • We are responsible to our employees
  • We are responsible to our communities
  • We are responsible to our stockholders

15
Emphasis on Enterprise-Level Strategy
16
Strategic Managementand Corporate Public Policy
17
Strategic Management ProcessGoal Formulation
  • Goal formulation involves
  • Establishing goals
  • Setting priorities among goals

18
Strategic Management ProcessStrategy Formulation
19
Strategic Management ProcessStrategy Evaluation
  • The need for continuing assessment of the firms
    current goals and strategy relative to proposed
    goals and strategic alternatives.

20
Strategic Management ProcessStrategy
Implementation
McKinsey 7S Framework
  • Strategy
  • Structure
  • Systems
  • Style
  • Staff
  • Skills
  • Shared values

21
Strategic Management ProcessStrategic Control
  • Three Essential Steps
  • Set standards which may be compared to
    performance
  • Compare actual performance with planned
    performance
  • Take corrective action to bring actual and
    planned performance in sync

22
Strategic Management Process Strategic Control
  • Social audit is a systematic attempt to
    identify, measure, monitor, and evaluate an
    organizations performance with respect to its
    social goals and programs.

23
Strategic Management Process Strategic Control
  • Social Auditing
  • Global Reporting Initiative (GRI) concerns
    developing standard measures for social reporting.

24
Strategic Management ProcessEnvironmental
Analysis
  • Environmental analysis links the organization and
    stakeholder environment
  • Four stages of environmental analysis
  • Scanning
  • Monitoring
  • Forecasting
  • Assessing

25
Corporate Public Affairs
  • Corporate public affairs focuses on the
    formalization and institutionalization of
    corporate public policy.
  • Corporate public affairs also embraces
  • Corporate public policy
  • Issue management
  • Crisis management
  • Governmental affairs
  • Corporate Communications

26
Public Affairs Management Relationships
Enterprise-Level Management
27
Evolution of the Corporate Public Affairs
Function Includes
  • The growing impact of government
  • The changing political system
  • The increase of stakeholders over business
  • The belief that business should be more
    politically active

28
New Public Affairs Organization
  • Manages ongoing public affairs both internally
    and externally
  • Cultivates and harvests the capability to build,
    develop, and maintain stakeholder relationships
  • Recognizes the importance of managing the
    grassroots
  • Communicates in an integrated manner
  • Continually aligns the organizations values and
    strategies with the publics interests
  • Focuses both proactively on helping the
    organization compete

29
Designing the Corporate External and Social
Performance Function
  • Institution oriented versus economic franchise
  • Collaborative/problem-solving strategy versus
    individual/adversarial strategy

30
Business Exposure and External Affairs Design
Consumer Products Company
Social Environment
Industrial Products Company
External Affairs Design Breadth, Depth,
Influence and Integration
31
Business Exposure and External Affairs Design
32
The Public Affairs Thinking Manager
33
Selected Key Terms
  • Environmental scanning
  • Functional-level strategy
  • Global Reporting Initiative
  • Individual/adversarial external affairs strategy
  • Issues and crisis management
  • Public affairs
  • Benchmarking
  • Business-level strategy
  • Collaborative/problem solving strategy
  • Corporate-level strategy
  • Corporate public policy
  • Enterprise-level strategy
  • Environmental forecasting
  • Environmental monitoring

34
Selected Key Terms (contd)
  • Public affairs management
  • Social audit
  • Sociopolitical forecasting
  • Stakeholder environment
  • Strategic management
  • Strategy management process
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