COSC220T : DCD Wind Towers - Issues Development Cycle - Management Assignment Help

Assignment Task :

JOHANNESBURG - DCD Wind Towers should have been a South African success story.

When DCD opened its doors in the Eastern Cape in 2013, it was the first factory set up to take advantage of the country’s abundant wind-power resources. Government policy was fuelling a clean-energy bonanza, and DCD brought valuable jobs to an impoverished province.

“We took unemployed people, some of whom were in their 30s who’d never had a job,” Alta-Mari Grebe, who was the company’s general manager, said. “We really had a good thing going.”

A sudden change of heart by the government brought the country’s promising wind and solar energy program to a crashing halt. In June this year, DCD’s state-of-the-art equipment was auctioned off.

DCD’s unrealised potential is a footnote in South Africa’s story of the last decade, one of chronic under-performance that is pushing the continent’s dominant powerhouse to the edge of economic and political disaster.

With debt surging and the coronavirus pandemic threatening the deepest economic contraction in almost 90 years, business leaders are warning that President Cyril Ramaphosa’s government can no longer procrastinate. With the situation deteriorating rapidly, they say, South Africa faces a choice between loosening the grip of vested interests to embrace radical — and likely painful — reform, or risking a sovereign debt crisis and more permanent scars.

“We are looking at a wasteland,” said Martin Kingston, chairman of Rothschild & Co.’s South African unit and deputy president of Business Unity South Africa, the country’s main business organisation. “The ramifications of not taking the necessary action in the near future are catastrophic.”

The fact that government officials broadly agree with the prognosis underlines the seriousness of South Africa’s plight. Yet addressing the challenge is far from straightforward, and will require a wholesale change in the African National Congress government’s approach to marshalling the $350 billion economy.

Investors in South Africa are wearily familiar with policy inconsistency. The frustration of the renewables sector was a result of former president Jacob Zuma’s decision to start pursuing an ultimately unsuccessful nuclear power deal with Russia from about 2014, leaving purchase agreements with renewables companies unsigned. That ultimately brought a halt to what was one of the world’s most successful clean-energy programmes.

Telecommunications companies have waited over a decade for the sale of spectrum needed to expand their services and potential offshore oil resources lie untapped because the requisite laws haven’t been passed. Labour unions have used their political power to block everything from education reform to the closure of heavily polluting coal-fired power plants

In an essay name and discuss the following, remember to apply both theory and practical examples:

1. Introduction  

2. Define issue and crisis management         

3. State whether the DCD Wind Towers case could be categorised as an issue or crisis, and state your reason why        

4. Stakeholders are a group with interest in the organisation.  Name 5 stakeholders that you can identify in the case study? 

5. In response to the issues development cycle, they are four stages in the development of an issue? Discuss them and apply them to DCD Wind Towers case study?   

6. The issue management process, has general views on the issue management process. Discuss issue management as a proactive crisis management for DCD Wind Towers?          

7. They are five phases of issues management, discuss them by indicating how you can apply them to the DCD Wind Towers considering their relevance of each phase in the management of issues;      

Discuss the three prerequisites that DCD need to consider for issue management to succeed as a strategic activity.

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