Business expansion and community development opportunities in Kava

Business Management -- Communications Issues

Defining the Issues

Kava represents a potential opportunity for business growth for this organization as well as an opportunity to contribute positively to the indigenous population in the process. For a company such as ours that is committed to achieving meaningful goals for the communities in which it conducts business, Kava is a perfect environment to succeed on both counts simultaneously. In that regard, there are three principle issues to be considered: First, the nature of the economic opportunities for this organization; Second, the manner in which those economic opportunities should be pursued and developed to uphold this organization's values and commitment to benefiting the local communities in which it does business; and Third, reasonable appreciation, management, and mitigation of the various risks posed by the nature of the new business environment.

There are primarily three main types of industries available for development on Kava: (1) Industrial Development (i.e. petroleum refinement, natural gas extraction, and commercial fishing); (2) Consumable Produce (i.e. coffee, cocoa, spices, bananas, and sugar); and (3) Tourism. Additionally, there is the potential for developing both physical infrastructure and human resource capital. Ideally, our organization will exploit all of those potential opportunities in a manner that is symbiotic and that contributes meaningfully to the host community while also generating income for our efforts. More specifically, we hope to develop industrial processes to produce, refine, and export petroleum and natural gas; we hope to develop and process the optimum quantity and quality of consumable produce for local consumption and export; and we hope to develop the maximum potential of the tourism trade.

Toward those ends, we intend to contribute to the development of the organizations and institutions necessary to maximize the ability of Kava to develop vocational opportunities in all of those areas for its indigenous population, including in relation to establishing and maintaining the necessary physical infrastructure to support all of those goals over the long-term. Finally, our goals include the development of the organizations and administrative processes to mitigate the risks posed by the identifiable sources of harm to the community and to any operations established on Kava.

Organizational and Environmental Obstacles, and Stakeholders Impacted

The principal groups of stakeholder likely to be impacted by the decisions of this organization are: (1) the indigenous population and their descendants; (2) this organization and all of those individuals and families whose optimal welfare depends on the success of all ventures pursued by this organization; and (3) the local and remote consumers of the products and services furnished in connection with the commercial opportunities developed on Kava by this organization.

The principal risks facing the success and viability of the possible ventures considered for development on Kava fall into three categories: (1) Natural Climactic Threats capable of being significantly managed in terms of emergency response programs and strategies; (2) Natural Climactic Threats not capable of being significantly managed in terms of emergency response programs and strategies; (3) Deliberate Manmade Threats (i.e. terrorism and crime); and (4) Health Threats. In that regard, it would be advisable to employ a risk matrix to identify those threats whose magnitude, likelihood, and resistance to mitigation might preclude specific ventures under consideration.

That same risk matrix in conjunction with a traditional risk-to-benefit analysis would enable this organization to create a hierarchical priority of all viable ventures still under consideration. Finally, operational and strategic planning concepts would be employed to plan and execute specific course of action with respect to developing individual opportunities to create maximum benefit for all of the identified stakeholders previously identified.

Sources Consulted

George, J.M. And Jones, G.R. (2008). Understanding and Managing Organizational

Behavior. Upper Saddle River, NJ: Prentice Hall.

Robbins, S.P. And Judge, T.A. (2009). Organizational Behavior. (5th Ed). Upper Saddle

River, NJ: Prentice Hall.

Russell-Whalling, E. (2008). Fifty Management Ideas You Really Need To Know.

London: Quercus.