Multinational corporations are driving the rise of new markets, industries, technologies and business types as well as expanded global values. Some are also supporting innovative market-driven approaches and public-private partnerships with the potential to address challenges that have traditionally been the view of the public sectormost notably in the areas of reducing poverty, economic and environmental sustainability, humanitarian causes, and human rights.
At the same time, multinational corporations and their leaders are facing growing public expectations and awareness in terms of their negative impact in these areas corporate governance misdemeanors, and non-accountability - all in the midst of competitive pressures and financial demands.
Though new market-driven approaches and public-private partnerships offer potential to mobilize private sector resources, networks and problem-solving skills, they also create new risks as well as leadership and accountability challenges for both business and government leaders. This is especially the case when corporations are operating under conditions of bad governance, conflict, weak public administration, inadequate developments or other governance gaps and market failures. The challenges of corporate responsibility and good public governance are nearly always connected.
QUALITY OF THE ENVIRONMENT
Corporate Social Responsibility (CSR) is the corporate marketing efforts as companies try to win the trust and loyalty of constituents. Corporate responsibility constitutes an organizations respect for societys interests, demonstrated by taking ownership of the effects its activities have on key constituencies including customers, employees, shareholders, communities, and the environment, in all parts of their operations. In short, it prompts a corporation to look beyond its traditional bottom line, to the social implications of its business.
CSR is a concept whereby companies integrate social and environmental concerns in their business operations and in their interaction with the stakeholders on a voluntary basis.
Social responsibility of companies is defined as responsibility to consumers, workers, stakeholders and the community .The aim of social responsibility is to create higher standards of living, while preserving the profitability of the corporation .
Companies while creating profit should also be aware that they can contribute to sustainable managing their operations in such a way as to enhance economic growth and increase competitiveness whilst ensuring environmental protection and promoting social responsibility, including consumer interest.
Corporate Social Responsibility and Environmental Management provides a practical resource for the ever increasing number of organizations concerned about social and environmental responsibilities in the context of sustainable development. The author in this article evolved certain principles for the management of environment in relation to CSR.
CSR Environmental Objectives:
1. To examine the corporate social responsibility in the light of environment protection. 2. To discuss the impact of organizations activities on the environment. 3. To study why the corporate social responsibility principle needs to be adopted?. 4. To study the legislative & judicial perspective relating to corporate social responsibility in relation to environmental protection.
INCREASED ROLE OF MANAGEMENT
A managers role is very crucial in an organization. The success of organization depends upon managers ability in utilizing the resources for achieving the pre- determined goals. There are three areas where a manger has to work:
Interpersonal Role
Interpersonal roles of a manger are concerned with his interacting with people both inside the organization and outsiders. There are three types of interpersonal roles.
Figure Head: In figure head role manager performs activities which are ceremonial and symbolic nature. These include greeting the visitors attending the social functions involving employees, handing out merit certificates and other awards to outstanding employees.
Leader: Managers leader role involves leading his subordinates and motivating them for willing contributions. Manager is responsible for activities of his subordinates. He has to set example of hard work and dedication so that subordinate follow his directions with respect.
Liaison Role: In liaison role manager serves as a connecting link between his and outsiders or between his unit and other organizational units.
Informational Role Informational role involves receiving collecting of information and distributing them as required. It is of three types
Monitor: In monitoring role manager collects the information which can affect the organizational activities by reading magazines and periodicals, reports from the departments, talking with others to learn changes in the publics taste.
Disseminator: In disseminator role manger distribute the information to his subordinates and superiors by sending circulars, holding meetings and making phone calls.
Spokesperson: In spokesperson role the manager represents his organization or unit with interacting with outsiders. These may customer, financer, govt. suppliers or other agencies in society. It can be done by attending press conferences, meetings and by issuing notices.
Decisional Role:
It is very important role. Manager has to take decisions daily. In decisional role he performs four roles.
Entrepreneur: As an entrepreneur the manger assumes certain risks which can affect the organization. He has to take decisions like expansion or diversification, initiation of new projects, development of older procedures etc.
As a Conflict Handler: As a conflict handler he has to take care of certain disturbance in organization such as resolving employee disputes and strikes etc.
Resource Allocator: As a resource allocator managers fulfill the demand of various units in terms of human physical and financial. He tries to utilize these resources in such way that no department suffers for their inadequacy.
Negotiator: As negotiator manager has to take decisions regarding prices with suppliers and customers. He also deals with trade unions and negotiates with them regarding working conditions and wage fixation. EMPHASIS ON MANAGEMENT ISSUES
The role and mandate of the corporate communications department in organizations has seen numerous definitions and evolutionary changes. As a communications firm that specializes in critical communications and strategic communications, it is natural that our perspective on corporate communications include integration with issues management.
Communicators often view this term from the perspective of putting out fires, but we look at issues management from a more long-term, anticipatory perspective. Its about recognizing, first, that issues never really go away. Rather, they go over through cycles.
The role of the communications professional is not just to fight individual public relations battles when they become too big to ignore, but rather to exit the vicious reactive cycle and begin managing issues while they are still in their earliest phases. Its about becoming the trusted advisor which gets communications that proverbial seat at the executive table.
There are some ways in which the corporate communications team can evolve its function, from merely blasting information out to various publics, to serving as a value- added, central intelligence unit for an organization.
1. Use existing two-way channels as sources for early issue detection
Many organizations already have numerous communications channels through which issue intelligence can be derived. The problem is they arent being harnessed diligently. These channels could include both internal communications channels (e.g. Intranet chat forums, leader blog comments, meetings and town halls, anonymous feedback lines/email, etc.) and external communications channels (social media channels, traditional media relations, consultation meetings, open houses, etc.). This means going beyond just engaging stakeholders, but also ensuring there is a process in place for identifying and tracking issue warning signs at their earliest phases (before they have become a matter of high public/media concern). Your companys day-to-day communications programs may involve engagement with employees, the media, or the community, and many other audiences. In corporate communications we always talk about the importance of two-way communications channels with stakeholders. But the practice of issues management depends on it. Whether there is one communicator, or multiple communications staff or teams responsible to engage different audiences, the communications function must go beyond day-to-day objectives and interactions and ensure everyone is strategically aligned with an overarching effort to monitor and track issue themes over the long-term.
2. Develop a system for issue assessment
Different issues may sit on different points on a scale of severity or impact. As the nature and types of issues vary from organization to organization, there are universal themes to watch out for. The key is to develop a set of consistent, agreed- upon criteria that allows the communications team and senior leaders to sing from the same song sheet when it comes to assessing issue severity. One example of a flag for higher severity issues is when culturally held values are perceived to be violated (e.g. environment, safety, transparency, fairness, etc.) and whether the issue raises questions of morals. Another example is culpability is your organization perceived to be at fault? What about impact on the business? An issue may have nothing to do with your company, but rather a societal movement like a lobby effort for new legislation that could impact your companys license to operate. Again, different organizations may have different types of issues, but there are common early issue warning signs that can be pre-identified with your team to ensure that what constitutes a high-impact versus a low-impact issue is consistent from person to person. And, each of these issues merit different degrees of reporting and responding.
3. Develop a protocol for tracking and reporting
Regardless of where each issue ranks on the severity spectrum, its important to ensure all of them are being tracked and monitored. While an issue might rank as low impact now, that might not be the case in several months or years by tracking each issue and running it through the severity assessment model from time to time, you can keep your finger on the pulse of the public sentiment around that issue. The important thing to include in your process is a built in escalation valve by which issues tracked over the long-term are officially escalated to senior management when they hit a particular level of severity. This requires a regular sitting issues management team for some organizations this team consists of senior communications directors, and for other organizations issues management is cross-functional, including leaders from many different departments. Regular established meetings of this nature also serve the purpose of early issue notification (for communications and operations) as well as cross-departmental coordination. For communicators, the issues management meetings allow for proactive notification of operational issues that provide increased time for communications planning and response. Conversely, these meetings may surface potential operational issues emerging from intelligence on the communications side of which department leaders may not have even been aware. Issues that are determined to be of very high impact, requiring higher cross- departmental involvement should be reported to the C-suite.
4. Provide a recommendation for planning and responding
While full text books can be written on how to plan and respond to issues, this post will suffice to stress the importance of clearly identified issue leaders, timelines and deliverables. The most sophisticated organizations will look at issues management planning from the perspective of all functions from corporate communications, to government relations, to legal, to policy development and so on. However, from a corporate communications perspective, it comes down to working with leaders to determine the organizations official positioning around core aspects of the issue, which feeds into key messaging, audience prioritization and the identification of appropriate communications channels.
PROFESSIONALISM OF THE PUBLICS
In this transformative era in which social and other digital media are redefining the world of communication, companies in nearly every industry require coordinated and ongoing public relations campaigns to achieve their goals. Customer experience, online communities, and social networking have created the need for PR professionals with a very different set of skills than those of their predecessors.
In todays fast-paced digital world, professional communicators must be equipped with of-the-moment skills and insights in order to cut through the crowded marketplace and inspire change.
Common starting points (CSP)
CSP is the idea of harmonizing communication activities that led to the rise of corporate communication. The hope was that as a field it could combine the expertise and practices of multiple communication disciplines, including public relations, marketing, organizational communication, and human resource management, in order to handle and integrate different messages under one banner.
While viewed by some as evolving from public relations, it is also seen as removing the stigma from PR, which for many is synonymous with press relations or publicity.
Harmony through orchestration
The corporate communication function fulfills this prophecy as it is seen as focusing on the entire organization and thus should be responsible for making sure that communication is harmonized and the corporate identity mix orchestrated well. The problem is that orchestration must consider the communication structure and the various communication functions within organizations.
While attempting to harmonize all communication through one department may sound sensible, it is difficult to realize in practice.
There is evidence that more PR executives are reporting to CEOs but still are not seen as formal members of the leader group through providing real input to strategic decision making. Marketing and PR often cooperate but the relationship is normally more informal than formal and is frequently dependent on the relationship between employees in these departments.
FRAGMENTATION OF THE MASS MEDIA
Introduction
Fragmentation is a broad term used to describe the transition of a population from one comprised of few large audiences for any one media product to another comprised of more numerous smaller audiences. In general, the number of people in the population attending to products need not change. Rather, fragmentation is assumed to result from a substantial increase in the number of options from which people can choose. It is often assumed that fragmentation involves the creation of audiences that are less internally heterogeneous as they become smaller, but that is not necessarily the case. Indeed, the level of homogeneity of the audience prompts a need for additional terms. Segmentation can be used to describe fragmented audiences that are internally homogenous. Media producers typically find such audiences desirable for the purposes of grouping people for advertisers. As a result, market segmentation is often a term used to describe media outlet strategy. Media outlets are able to segment the audience when (1) they specialize their products to meet the demands of the desired audience and (2) people specialize their outlet and content selection purposefully. Some observers have decided that successful segmentation of a populace results in polarization, the division of people into like-minded groups who share similar knowledge, opinion, or value profiles.
Background Texts
The fragmentation of mass audiences is, by definition, a departure from a more homogenous state of affairs. Specifically, fragmentation is a disruption of a system in which mass media content creates and serves a mass public. Neuman 1986 describes that basic system with a critical eye, setting up the conditions for its weakening and describing some of the stakes for democratic politics. The traditional news system is also nicely described in Bogart 1989, a review of research on the newspaper industry and its audience. Rice, et al. 1984 pivots from the traditional mass media and looks ahead to the coming of interactive video and computer networks. Its predictions and recommendations turned out to very useful for media researchers studying the Internet and multichannel television. These three works set the stage for Negroponte 1995, a description of the technologies possible and probable with the digitization of mediated content. Davis 1999 provides a broad account of the many ways that the Internet may be affecting American politics, audience disruption among them.