ethical dimension of public affairs and crisis management

Ethical Dimension Of Public Affairs And Crisis Management

SUBMITTED TO: SUBMITTED BY:DR. RAJIV KUMAR SAHIL JAIN BBA-2,2428

IntroductionThere are many different definitions of public relations and most of them contain relatively the same basic elements because they number all the activities that PR comprehends. Learning about PR is systematizing practical experience that for instance comprehends help in crises situations, understanding the public opinion from behalf of management1.PR is used in many institutions: the unions, business organizations, state departments, religious institutions, non–governmental organizations and foundations. All of them have their own goals. In order to achieve their goals they have to create successful relationships with different publics as employees, shareholders, local community. Basically, the most important thing is to achieve understanding between client and its public through effective communication, which is not easy to achieve and practitioners must always be aware of public opinion and the public stance regarding an organization.

EthicsEthics is the study of what constitutes right or wrong, or good or bad human behaviour. More precisely, „it is set of criteria by which thedecisions are being made about what is wrong.

Through the centuries many different views about ethics were made. Utilitarian's, for instance, take position that the ethical act is one that produces the greatest possible balance of good over bad for anyone affected. This is also called Robin Hood ethics.

Public Affairs management

Public issues Managing the public affairs functions Issue Management Crisis Management

Public issues

Public issue An issue that is of concern to an organization’s

stakeholders. Stakeholder expectations A mixture of people’s opinions, attitudes, and beliefs

about what constitutes reasonable business behaviour. Performance-expectations gap A gap between what stakeholders expect and what an

organization is actually doing.

A stakeholder network focusingon a public issueStakeholders

with a shared focus on an issue

Stakeholders with a shared focus

on an issue

Stakeholders with a shared focus

on an issue

Stakeholders with a shared focus

on an issue

Stakeholders with a shared focus

on an issue

Phases of the public issue life cycle

Phase 1: Changing Stakeholder Expectations When a performance-expectation gap emerges, the seeds of a

public issue have been sown. Phase 2: Political Action When a problem is placed on the agenda for government action. Phase 3: Formal Government Action When legislative proposals or draft regulations emerge.

Characterized also by an increased number of people involved in the conflict.

Phase 4: Legal Implementation When a new law or regulation is implemented and companies are forced

to comply with the law.

The public issue life cycle

Public affairs activities External forces Loss of public trust institutions Globalization of world markets Rise of the Internet Internal forces Better communication within organizations More experience dealing with significant change and complexity Growing focus on the interplay between the organization, its

environment, and its strategies Public affairs management The active management of a company’s external relations, especially

its relations with external stakeholders such as government and regulatory agencies, customers, investors, and communities.

Corporate public affairs activities of 250 companies

Corporate public affairs activities of 250 companies

Public affairs management’s relevant stakeholders and functions

Public affairs management’s relevant stakeholders and functions

Public affairs management’s relevant stakeholders and functions

Public affairs management’s relevant stakeholders and functions

An effective public affairs function must:

Manage public affairs as an ongoing, year-round process. Cultivate and harvest the capability to build, develop, and

maintain enduring stakeholder relationships. Influence stakeholders using refined information. Recognize the importance of managing the grass roots. Communicate in an integrated manner. Continuously align its values and strategy with public’s interests. Improve its external relations using the accepted facts of

contemporary management practice.

Issue management A structured and systematic process to aid organizations in identifying,

monitoring, and selecting public issues that warrant organizational action. Environmental intelligence The acquisition of information gained from analyzing the multiple

environments affecting organizations. Customer Competitor Economic Technological Social Political Legal Geophysical

Eight strategic radar screens

The issue management process

Crisis management

Corporate crisis A significant business disruption that stimulates extensive news

media coverage. Crisis management The process organizations use to respond to short-term

and immediate corporate crises.

An effect crisis management plan involves:

Preparing for action by creating an internal communication system that can be activated the moment the crisis occurs.

Communicating quickly, but accurately. Using the Internet to convey the public affairs message. Doing the right thing by not minimizing the seriousness of a

problem nor exaggerating minor incidents. Following up and, where appropriate, making amends to those

affected.