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Strategic Stakeholder Engagement.

By: Anastasi, Chris.
Material type: TextTextSeries: eBooks on Demand.Publisher: Milton : Routledge, 2018Copyright date: ©2018Edition: 1st ed.Description: 1 online resource (237 pages).Content type: text Media type: computer Carrier type: online resourceISBN: 9781351589116.Subject(s): Business ethics-Case studies | Management-Moral and ethical aspectsGenre/Form: Electronic books.Additional physical formats: Print version:: Strategic Stakeholder EngagementDDC classification: 174.4 Online resources: Click here to view this ebook.
Contents:
Cover -- Title -- Copyright -- Dedication -- Contents -- List of illustrations -- List of case studies -- Foreword -- Preface -- Acknowledgements -- Selected acronyms -- 1 Setting the scene for strategic stakeholder engagement -- 1.1 An influential case study -- 1.1.1 Poor decision-making in a changing market -- 1.1.2 Missed opportunities by British Energy and the Government -- 1.1.3 Causes of failure and what might have been -- 1.2 The importance of strategic stakeholder engagement -- 1.2.1 Expert Panel views -- 1.3 Key questions for an organisation -- 2 Decision-makers -- 2.1 Stakeholder spectrum -- 2.2 Political institutions -- 2.2.1 Westminster Parliament in the UK -- 2.2.2 Devolved Administrations -- 2.3 Parliamentary Committees -- 2.3.1 Westminster -- 2.3.2 Devolved Administrations -- 2.4 Local Government -- 2.5 European Union political institutions -- 2.5.1 UK decision to leave the EU (Brexit) -- 3 Key influencers -- 3.1 Key influencers on Government and Parliament -- 3.1.1 Civil Service in the UK -- 3.1.2 Civil Service support for the Devolved Administrations -- 3.2 Influential independent Non-Departmental Public Bodies -- 3.3 European Institutions supporting the political process -- 3.4 Influential third parties -- 4 Stakeholder engagement processes -- 4.1 Understanding engagement processes -- 4.2 Formal processes -- 4.2.1 Consultations and Inquiries -- 4.2.2 Legislation -- 4.2.3 Using Parliamentary Questions and the Freedom of Information Act -- 4.2.4 Recourse to the Judicial Review and law courts -- 4.2.5 Royal Commissions for ad hoc Inquiries -- 4.2.6 Task forces and Missions -- 4.2.7 Exiting the European Union -- 4.3 Informal processes -- 4.3.1 Informal engagement opportunities -- 4.3.2 Trade Association activities -- 4.3.3 Specialist forums -- 5 Organising for stakeholder engagement.
5.1 Context for an organisation's stakeholder engagement -- 5.1.1 Defining the activity space for an organisation -- 5.1.2 Licence to operate -- 5.1.3 Ethical considerations associated with lobbying -- 5.2 Developing an engagement programme -- 5.2.1 Getting organised internally -- 5.2.2 The importance of leadership -- 5.2.3 A professional Government Affairs, Policy and Regulation team -- 5.2.4 Drawing on all the organisation's capabilities -- 5.2.5 The role of internal experts -- 5.3 Developing the internal infrastructure -- 5.3.1 Resources fit for purpose -- 5.3.2 Developing and applying a stakeholder management 'tool' -- 5.3.3 Carrying out a political risk analysis -- 5.3.4 The importance of a Risk Register -- 5.3.5 A Briefings Booklet for executives -- 5.3.6 Regular highlights and briefings for the CEO and the executive team -- 5.4 Developing a 'story' and engagement strategy -- 5.5 Building alliances and setting independent advice -- 5.5. 1 The importance of independent advice -- 6 Delivering the stakeholder engagement strategy -- 6.1 The importance of formal and informal processes -- 6.2 Submissions to Consultations, Inquiries and Reviews -- 6.3 Briefing key audiences -- 6.3.1 Political decision-makers -- 6.3.2 Engaging with officials in the Civil Service -- 6.3.3 Engaging with Non-Departmental Public Bodies -- 6.3.4 Participation in sector working groups, roundtables and other forums -- 6.4 Responding to Brexit -- 6.5 Raising the organisation's profile -- 6.5.1 Reporting performance -- 6.5.2 Speeches, presentations and discussion forums -- 6.5.3 Supporting Government initiatives -- 6.5.4 Sponsorship of selected events -- 6.5.5 Gaining recognition for individuals in an organisation -- 6.5.6 Using all forms of media -- 6.6 Reviewing progress -- 6.6.1 The importance of an annual review -- 6.6.2 Measuring success -- 7 Reflection.
7.1 Policy arena is rich with opportunities for stakeholder engagement -- 7.1.1 Stakeholder engagement by officials -- 7.2 Strategic stakeholder engagement in different countries -- 7.3 The importance of reflection -- 7.3.1 On the context for stakeholder engagement -- 7.3.2 On key stakeholders -- 7.3.3 On stakeholder processes -- 7.3.4 On organisational issues -- 7.3.5 On stakeholder engagement -- Index.
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Item type Current location Call number URL Status Date due Barcode
Electronic Book UT Tyler Online
Online
HF5387 .A537 2018 (Browse shelf) https://ebookcentral.proquest.com/lib/uttyler/detail.action?docID=5302027 Available EBC5302027

Cover -- Title -- Copyright -- Dedication -- Contents -- List of illustrations -- List of case studies -- Foreword -- Preface -- Acknowledgements -- Selected acronyms -- 1 Setting the scene for strategic stakeholder engagement -- 1.1 An influential case study -- 1.1.1 Poor decision-making in a changing market -- 1.1.2 Missed opportunities by British Energy and the Government -- 1.1.3 Causes of failure and what might have been -- 1.2 The importance of strategic stakeholder engagement -- 1.2.1 Expert Panel views -- 1.3 Key questions for an organisation -- 2 Decision-makers -- 2.1 Stakeholder spectrum -- 2.2 Political institutions -- 2.2.1 Westminster Parliament in the UK -- 2.2.2 Devolved Administrations -- 2.3 Parliamentary Committees -- 2.3.1 Westminster -- 2.3.2 Devolved Administrations -- 2.4 Local Government -- 2.5 European Union political institutions -- 2.5.1 UK decision to leave the EU (Brexit) -- 3 Key influencers -- 3.1 Key influencers on Government and Parliament -- 3.1.1 Civil Service in the UK -- 3.1.2 Civil Service support for the Devolved Administrations -- 3.2 Influential independent Non-Departmental Public Bodies -- 3.3 European Institutions supporting the political process -- 3.4 Influential third parties -- 4 Stakeholder engagement processes -- 4.1 Understanding engagement processes -- 4.2 Formal processes -- 4.2.1 Consultations and Inquiries -- 4.2.2 Legislation -- 4.2.3 Using Parliamentary Questions and the Freedom of Information Act -- 4.2.4 Recourse to the Judicial Review and law courts -- 4.2.5 Royal Commissions for ad hoc Inquiries -- 4.2.6 Task forces and Missions -- 4.2.7 Exiting the European Union -- 4.3 Informal processes -- 4.3.1 Informal engagement opportunities -- 4.3.2 Trade Association activities -- 4.3.3 Specialist forums -- 5 Organising for stakeholder engagement.

5.1 Context for an organisation's stakeholder engagement -- 5.1.1 Defining the activity space for an organisation -- 5.1.2 Licence to operate -- 5.1.3 Ethical considerations associated with lobbying -- 5.2 Developing an engagement programme -- 5.2.1 Getting organised internally -- 5.2.2 The importance of leadership -- 5.2.3 A professional Government Affairs, Policy and Regulation team -- 5.2.4 Drawing on all the organisation's capabilities -- 5.2.5 The role of internal experts -- 5.3 Developing the internal infrastructure -- 5.3.1 Resources fit for purpose -- 5.3.2 Developing and applying a stakeholder management 'tool' -- 5.3.3 Carrying out a political risk analysis -- 5.3.4 The importance of a Risk Register -- 5.3.5 A Briefings Booklet for executives -- 5.3.6 Regular highlights and briefings for the CEO and the executive team -- 5.4 Developing a 'story' and engagement strategy -- 5.5 Building alliances and setting independent advice -- 5.5. 1 The importance of independent advice -- 6 Delivering the stakeholder engagement strategy -- 6.1 The importance of formal and informal processes -- 6.2 Submissions to Consultations, Inquiries and Reviews -- 6.3 Briefing key audiences -- 6.3.1 Political decision-makers -- 6.3.2 Engaging with officials in the Civil Service -- 6.3.3 Engaging with Non-Departmental Public Bodies -- 6.3.4 Participation in sector working groups, roundtables and other forums -- 6.4 Responding to Brexit -- 6.5 Raising the organisation's profile -- 6.5.1 Reporting performance -- 6.5.2 Speeches, presentations and discussion forums -- 6.5.3 Supporting Government initiatives -- 6.5.4 Sponsorship of selected events -- 6.5.5 Gaining recognition for individuals in an organisation -- 6.5.6 Using all forms of media -- 6.6 Reviewing progress -- 6.6.1 The importance of an annual review -- 6.6.2 Measuring success -- 7 Reflection.

7.1 Policy arena is rich with opportunities for stakeholder engagement -- 7.1.1 Stakeholder engagement by officials -- 7.2 Strategic stakeholder engagement in different countries -- 7.3 The importance of reflection -- 7.3.1 On the context for stakeholder engagement -- 7.3.2 On key stakeholders -- 7.3.3 On stakeholder processes -- 7.3.4 On organisational issues -- 7.3.5 On stakeholder engagement -- Index.

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Author notes provided by Syndetics

<p>Chris Anastasi is one of the UK's leading corporate experts on Stakeholder Engagement and Government Affairs. He has also been an academic and an advisor to national and international institutions, and held a number of executive and non-executive roles for various organisations.</p>

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