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8/3/2019 Presentation Akaun

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LBA 5112

PERAKAUNAN &PENGURUSAN FIRMA

GUAMANPREPARED BY:

HAMIZAH MUHAMMAD 1061004

SITI SALWA ISHAK 1061005

IRMA NAMIRA MISSNAN 1061006

IMAN MOHAMAD HASSAN 1061011

[TLB 02]

LECTURERS NAME:

DR. ZAINI EMBONG


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OUTLINEOF PRESENTATION

DEFINITION OF ISSUE MANAGEMENT

ISSUE MANEGEMENT PROCESS & ITSIMPORTANCE

ISSUE MANAGEMENT FRAMEWORK

ISSUE MANAGEMENT FLOW CHART: ROLES &

RESPONSIBILITIES

STAGES OF ISSUE DEVELOPMENT

CONCLUSION


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ISSUES MANAGEMENT

Process of identifying and resolving issues in aproject or organization.

Using this Issue Management Process, you canidentify and resolve issues quickly, before theyhave an undesirable impact.

Whether you experience staffing, supplier,equipment or other issues, this process will guideyou through the steps towards their speedy

resolution.


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ISSUEMANAGEMENTPROCESS

A set of procedures that help you manage issues asthey occur. Whether you're part of a project oroperational team, issues will occur on a regularbasis affecting the ability to meet your team goals.

That's when an Issue Process is invaluable.

An Issue Process helps you record each issue andidentify the actions needed to resolve it. As part of

the Issue Process, an approval step is included toensure that the right actions are taken, at the righttime.


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THIS ISSUE MANAGEMENT PROCESSWILLHELP

YOUTO:

Identify and record issues clearly

Use Issue Forms to document issues properly

Determine the impact of each issue

Prioritize issues and report on their status Review all issues and decide on a course of action

Take the steps needed to resolve issues quickly

Assign actions to staff to resolve issues

Monitor the outcome of the actions taken

Assign roles and responsibilities for managingissues

Report on the status of issues to management


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ISSUE MANAGEMENT FRAMEWORK

Strategic issue management is the responsibility of the

entire organization. That responsibility crosses all units, and all reporting

lines.

It is the external component of strategic management.

This issue management framework involves threefunctions:

1. gathering/monitoring intelligence and information

2. analyzing the information and classifying the issue3. taking action and evaluating the results


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DEFINING & SORTING ISSUES

ISSUE DEFINITION

Issues are events that occur outside the control ofan organization; that affect at some level the

strategic direction, core business or mandate of theorganization; and that may require the organizationto take action.

A strategic issue affects the organizationsmandates, missions and values,

service level, clients, stakeholders and proponents,financing, management or organizational design.


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ISSUE SORTING

For effective strategic management, issues need tobe classified and ranked.

1. Issue Classification2. Issue Ranking


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CLASSIFICATION

Classification determines whether the problem isinternal or external and routes it accordingly:

Internal problems

go through internal management processes;

strategic responses do not automatically require or

incorporate the need to interact with external people.

External issues

identified by issue management staff and action is

determined at the appropriate level of the organization; strategic responses automatically incorporate the need to

interact with external people and organizations.


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RANKING

Ranking determines the priority order for dealingwith and expending resources on an issue.

3 types of issue/problem according to itsprioritization:

1. High Priority Issue

2. Medium Priority Issue3. Non-critical Issue


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HIGH-PRIORITY

Relates directly to an organizations mission andmandate;

Has wide-spread interest;

Reflects directly on the values of the organizationand its partners;

Can easily attract opposition from stakeholders andcritics with power;

Could influence the organizations potential tofunction effectively.


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MEDIUM-PRIORITY

Relates to an organizations mandate and mission. It has potential for wide-spread interest;

Touches on some of the values and concerns of theorganization and its partners;

Has specific supporters with the ability to rally othergroups.

It has the potential to move quickly to high priority;

Requires immediate detailed monitoring and

briefing; and requires an alert to people onimmediate action list.


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NON-CRITICAL

Questions or problems that relate to theorganization but are not critical to its survival.

It is presented by people without influence andwithout the involvement of the mass media.

However, if these questions become part of a

pattern, are co-opted by more powerfulorganizations or non-supportive stakeholders, theyhave the potential to become issues.


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RANKINGCONSIDERS VARIABLES

influence on the organizations survival,

relationship of the issue to the organizations

strategic direction,

stakeholder and opposition stakeholder positions,

key corporate and stakeholder values, credibility, resources, and power of those bringing

issue to public attention,

public interest in the issue,

media and public agendas,

credibility of the organization under scrutiny.


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ISSUE MANAGEMENT FLOW CHART

INTELLIGENCE

INPUT

Staff input fromall Business

Units

External andCorporateSources

SYNTHESIS &

ANALYSIS

Business UnitManager

Issue Manager

Senior IssueManagement Team

ACTION &

RESPONSE

Executive & Staff

Internal Process orBusiness Unit

Resolution or IssueManager

Internal orExternal Process


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INTELLIGENCE INPUT

Function:

Collect and provide intelligence and informationabout problems and issues that relate to theorganizations mandate and strategic priorities.

Responsibility: All staff are to supply information through issue

management templates.

Destinations for these are on the templates. The

communications staff retrieve information fromstakeholder contacts, media reports and otherappropriate external sources and from corporateprojects that generate feedback on corporateactivities.


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SYNTHESIS AND ANALYSIS

Function:

assess information received from all sources

classify and rank issue

recommend action

provide feedback to staff

Responsibility:

It is the duty of the organization managers, issuemanagement team and communications staff to:

Classify information based on the organizations priorities. Develop a clear picture of the basic information as it relates to

the strategic priorities of the organization.

Review and evaluate the list of previous issues.

Classify and rank the issue.

Recommend action.


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ACTION AND RESPONSE

Function:

Finalize ranking the issues.

Take strategic action based on the classification of the

issue and its ranking.

Develop communications strategies, tactics & tools.

Bring together required members of the organizationand partners to deliver a strategic response.

Responsibility:

Duty of organization managers and issue manager to: determine final priority ranking of issues

initiating appropriate action


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ISSUE MANAGEMENT TEAM

Comprised of staff able to make decisions on behalfof the organization, knowledgeable about an issueand experienced in working with external partners.

Gather and assess additional intelligence.

Ensure critical information is available for

developing resolutions and action.

Work with external partners.


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ISSUE MANAGER

ROLE

The issue manager links line and corporate staff withthe issue management process and intelligenceobtained from outside the organization.

This person is responsible for implementing andmaintaining the issue management role and functionwithin the corporation and is responsible also forproviding audience analysis intelligence to themanagement committee and the crisiscommunications team.


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ISSUE MANAGERSPECIFICTASKS

Gathers intelligence from outside the corporation and provides in

summary form to staff Facilitates input from key staff and stakeholders

Ensures liaison with staff and external audiences regarding content of

Issue Alert/Issue Briefing Note

Provides advice to staff about the capture and communication of critical information

Works with staff to refine issue intelligence before it is sent to the IssueManagement Team and Communications staff

Ensures feedback related to Issue Alert or Issue Briefing Note sent to

designated staff

Co-ordinates development of key communications tools, including all staff

Issue Bulletins and Qs & As Produces an Issue Assessment monthly for the management committee

Analyzes Issue Log and reports to the executive

Works with Information Technology staff to build and maintain information sharingstructure for corporate issue management

Evaluates effectiveness of issue management based on pre-determined criteria


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SENIOR ISSUE (OR CRISIS) MANAGEMENT TEAM

Under the direction of the most senior manager atthe CEO level

Small team with clearly delineated roles andresponsibilities.

MEMBERS:

Organizations most senior manager, Its most senior corporate communications person

Senior corporate staff at the VP level


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OPERATIONSAND POLICY QUICK RESPONSE

TEAM

Purpose

To address specific problems related to programs that areeither in development or have been launched.

If the program has been launched and operationalproblems exist there is a high likelihood that the public will

become aware of the concerns. If the program is still in the development phase, resolution

of concerns is an internal management problem.

Members

business unit manager and staff who can intelligentlydescribe the problem and help develop solutions.

Depending on the public status of this problem, the issuemanagement team might become involved.


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STAGESOF ISSUEDEVELOPMENT Emerging

public expectation is different from corporate performance

some of the public is discontent with how the corporation is performing

people discuss this gap, some government departments show an interest

Organizational

activist groups and/or interest groups have absorbed the issue as part of their

value system and these groups want to the system to change

Legislative

negotiations begin between the various parties

political groups begin to get involved and to partly co-opt the issue

the issue becomes part of the public policy agenda

phase of legislative involvement and possible change begins

Mature

new rules or policies are put in place

potential for adversarial positions to become a significant focus for media

potential spin-off issues begin to materialize

intense media examination will occur if decisions around this issue are of broad

public interest or impact


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CONCLUSION

Issue management plays an important role inmaintaining an organizations stability and efficiency.

Issues in an organization must be identified, managedand resolved.

It addresses obstacles that can hinder organization

work success and/or block the organization fromachieving its objectives.

Thus, your ability to identify and resolve issues asquickly as possible will directly affect the success ofyour organization.

The Issue Management Practice will help you achievethis, by describing the steps taken to resolve issuesswiftly and efficiently.


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THANKYOUFORYOURTIME&INDULGENCE

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