Read The Case Businesses Respond To The Movement For Schools
Read The Casebusinesses Respond To The Movement For School Safetyat
Read The Case “Businesses Respond to the Movement for School Safety” at the attached article. What was the public issue facing the companies in this case? Describe the “performance–expectations gap” found in the case. What were the stakeholders’ (community and school students) expectations, and how did they differ from businesses’ performance? If you applied the strategic radar screens model to this case, which of the eight environments would be most significant, and why? Apply the issue management process to this case. Which stages of the process can you identify? In your opinion, did businesses respond appropriately to this issue? Why or why not? If you had been a manager of one of the airlines or banks discussed in the case, what would you have decided to do (or not do) in the face of emerging public concern about gun violence in schools?
Paper For Above instruction
The case “Businesses Respond to the Movement for School Safety” addresses a significant public issue: the rising concern over gun violence and safety in schools. This concern not only impacts the community and students directly but also influences business operations, particularly those in industries connected to school environments and public safety. Companies face mounting pressure from various stakeholders demanding they take an active role in promoting safety and addressing violence, which creates a complex landscape for corporate response.
The core performance–expectations gap in this case revolves around the differing perceptions of responsibility and action between businesses and stakeholders. Stakeholders, including community members and students, expect businesses to step up and contribute to creating safer school environments. They anticipate tangible actions such as supporting policy changes, funding safety initiatives, or promoting safety awareness campaigns. Conversely, businesses may perceive their role as limited, viewing the issue as primarily a government or public sector concern rather than a corporate responsibility. This disconnect results in a performance–expectations gap, where stakeholder expectations for proactive involvement are unmet by corporate actions or commitments.
Stakeholders’ expectations, especially from the community and students, center on urgency and concrete measures to reduce violence. They expect transparency, involvement in safety dialogues, and initiatives that directly impact student safety. In contrast, businesses’ performance often falls short, either due to a lack of clear engagement strategies or hesitation stemming from concerns about resource allocation, liability, or perceived relevance to their core business activities. This divergence underscores the need for businesses to better understand and align with stakeholder expectations if they are to maintain public trust and social license.
Applying the strategic radar screens model to this case highlights several environmental factors, but the most significant is the societal environment. Societal attitudes toward gun violence, safety, and corporate social responsibility influence how businesses should respond. Public sentiment and activism serve as driving forces that shape stakeholder expectations and compel companies to act. The legislative and regulatory environment also plays a critical role, as evolving laws regarding gun control and school safety standards can directly impact corporate policies and community relations.
The issue management process involves several stages, which can be identified in this case. First is issue identification, where public concerns about gun violence in schools are recognized. Next is issue analysis, involving understanding stakeholder expectations and potential impacts on the business. The third stage is strategy formulation, where companies develop plans to address safety concerns, whether through corporate social responsibility initiatives, funding, or policy advocacy. Implementation follows, involving executing these strategies across operations and communications. Finally, evaluation and feedback allow businesses to gauge the effectiveness of their responses and adapt accordingly.
In my opinion, many businesses responded partially but not comprehensively to this issue. While some companies increased funding or supported safety campaigns, others remained passive or hesitant, perhaps due to uncertainty about their role or fears of controversy. A more appropriate response would involve proactive engagement, transparent communication, and collaboration with stakeholders and policymakers to develop sustainable solutions, demonstrating corporate social responsibility and commitment.
If I had been a manager of an airline or bank, I would prioritize active engagement in safety initiatives, leveraging my organization’s resources and platforms to promote safety measures, support community programs, and advocate for policy change. Transparent communication about my company’s stance and actions would be essential to build trust and show genuine commitment. I would avoid indifference or superficial gestures, instead fostering partnerships with community leaders, law enforcement, and educational institutions, emphasizing that safety is a shared responsibility. Such a proactive stance would not only align with stakeholder expectations but also enhance the company’s reputation and social credibility in addressing a critical societal issue.
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