A Quick Guide To Issues Management

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ISSUES MANAGEMENT WORKSHOP Noel Turnbull Director Growth Solutions Group

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Week 6 BUSI7280 Managing in a Global Context 1 Module 1 Learning insights Reflective essay due Friday, 30 August ‘For every complex problem, there is a simply solution which is wrong’ Drucker (more or less) Congruence – 3 concentric circles – core values (why?), contextual complexities (how?), behaviours and actions (what?). What was taught? What was learned? 3 Week 6 Managing organisations (Ethics, Innovation & the Future) 4 Ethics The word ‘ethics’ is derived from the Greek word ‘ethos’ referring to character and manners, it is about your identity and how you relate to the world around you. It is about the choices you make, the values that guide you and what you learn along the way. Business ethics isn’t new Every system of human activity is underwritten by a moral code Production is no different ‘Moral economy’ inherent in subsistence, feudal, industrial, capitalist, communist systems Adam Smith, Wilfred Owen, Frederick Winslow Taylor, Henry Ford, Bill Gates, Warren Buffet … all include moral values in their prescriptions for success Ethical Leadership Leaders use formal and informal mechanisms to shape their organizations’ culture, Managers’ actions and choices, the decisions they make, the decisions they fail to make and the behaviour they choose to punish, reward, promote or ignore, show their people not only what the organization really values, but also the type of behavior that is rewarded. is implicity in the process of management Guru time Brooke Deterline https://youtu.be/wzicXbnmllc What do managers need? Ethical responsibility Essentially there are two key considerations for managers regarding ethical conduct and decision-making: First, it is important to remember that we are all susceptible to making bad choices in particular circumstances Second, managers and organizational leaders have a significant responsibility in creating ethical workplace climates and cultures in which ethical conduct is the norm. create ethical workplace climate role model ethical leadership Ethics and Managerial responsibility recruit individuals with high ethical standards; establish a formal code of ethics and decision policies; lead by example; provide clarity around job goals and performance appraisal mechanisms; include ethics training in induction and orientation programs; conduct social audits; and offer support to employees facing ethical dilemmas. Creating an ethical organisational culture 11 Saying and doing Make a list scoring your organization from 1 to 3 on each activity 1 is we don’t talk about it and then it’s up to individuals 2 is we talk about it and do it sometimes 3 we do it Ethical Decision Making Approaches 13 Ethics – ideas-v-realities Ethics is about ideas but it’s also about doing things So rest of this class is exercises designed to consider how you – as a manager – might ‘do’ business ethics Ethical Dilemmas What approach do you take? Why? What does this tell you ab ...

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CRITICAL THINKING RUBRIC Not Proficient Some Proficiency Proficient Highly Proficient Points Received (10 x 5) Identified and Explained Issues Fails to identify, summarize, or explain the main problem or question, or represents the issues inaccurately or inappropriately. Identifies main issues but does not summarize or explain them clearly or sufficiently. Successfully identifies and summarizes the main issues, but does not explain why/how they are problems or create questions. Clearly identifies and summarizes main issues and successfully and identifies implicit issues, addressing their relationship to each other. Recognizes Stakeholders and Contexts Fails to accurately identify and explain any context for the issues or presents problems as having no connections to other contexts. Shows some understanding of the influences of theoretical contexts on stakeholders, but does not identify any specific ones relevant to situation at hand. Correctly identified all the empirical and most of the theoretical contexts relevant to all the main stakeholders in the situation. Not only correctly identifies all the contexts relevant to stakeholders, but also finds minor stakeholders and contexts and shows conflicts of interests among them. Takes Intellectual Risks Stays strictly within the guidelines of the assignment. Considers new directions or approaches without going beyond the guidelines of the assignment. Incorporates new directions or approaches to the assignment in the final product. Actively seeks out and follows through on untested and potentially risky directions or approaches to the assignment in the final product. Evaluates Assumptions Fails to identify and evaluate any of the important assumptions behind the recommendations made. Identifies some of the most important assumptions, but does not evaluate them for plausibility or clarity. Identifies and evaluates all the important assumptions, but not the ones deeper in the background–the more abstract ones. Not only identifies and evaluates all the important assumptions, but also some the more hidden, more abstract ones. Innovative Thinking Merely restates existing ideas. Experiments with creating a novel or unique idea, format, or product. Actually creates a novel or unique idea, identifies a new void, or proposes a new product. Extends a novel or unique idea, question, format, or product to create new knowledge or knowledge that crosses boundaries. Each student will be required to find a current article about a marketing development in the business press (The Wall Street Journal, BBC, CNBC, Bloomberg, Businessweek.

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