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Stake holder and issues
 Market Forces influencing corporations:
› Economic
› Profit maximization
› Employees interest
› Customers respect
› Industry interest and challenges
› Legal obligations
› Technological interests
› Political climate
› Moral values
 This approach provides a framework that
enables users to map out and ideally
manage the corporations (present and
potential) relationships with groups to reach
“win-win” collaborative outcomes
 Win-win means making moral decisions
that benefit all constituencies within the
constraints of justice, fairness, economic
interest etc. a difficult preposition due to
scarcity of resources (one man’s gain is loss
of the other)
 It is a proactive approach. Does not result
from controversial situations
 It is integrated right from the planning stage
 Structured dialog of consultants is a major
focus in these collaborative
communications
 It focuses on changing the perception and
rules of rules of engagement to create win-
win outcome
 Environmental forces are the major factors
to create collaborative way forward
 “It is an individual or group who can affect or affected by
the actions, decisions, policies, practices or goals of the
organization”
 It begins by identifying focal stakeholders
› Primary Stakeholders
 Owners
 Employees
 Suppliers
 Directors, CEO and other top management members
› Secondary stakeholders
 Media
 Customers
 Courts
 Governments
 Competitor
 Society/publics
Stake is any interest, share or claim that a group or individual has in
the outcome of a corporation’s policies, procedures, or actions
towards others
Stake holder and issues
 Mapping of stakeholders
 Mapping stakeholders coalitions
 Assessing the nature of each stakeholder’s
interest
 Assessing the nature of each stakeholder’s
power
 Identifying stakeholder’ ethics and moral
responsibilities
 Developing specific strategy and tactics
 Monitoring shifting coalitions
What are our strategies and objectives
Who has a stake in our business
What assumptions do they make about us What assumptions do we make about them
How critical is their support to us How critical our support is to them
How much power do they have relative to us
How are trends and events altering the POWER balance
What is the likely outcome of our current strategy
How do we measure their performance how do they measure our performance
Are we satisfied? Are they satisfied
Are our interests consistent?
How can we earn better cooperation Could we neutralize or counter their composition
What alternatives exist?
Are they worth their cost?
Their strategies and
our interdependence
Is there a
problem?
How could they influence
our strategies?
Type One
Supportive
Strategy- Involve
Type Four
Mixed Blessing
Strategy
Collaborate
Type Three
Non-supportive
Strategy Defend
Type Two
Marginal
Strategy Monitor
Stakeholder’s potential for
threat to organization
Stakeholder’
s potential
for
cooperation
with
organization
Fill in the stakeholder’s
responsibility matrix given at page
42
 Boss
 Boss’s Boss
 Team members-K and L
 Related departments-L and N
 Subsidiary managers-M and L
 Government Agencies-N and L
 Other customers
 Customer’s influence
 Customer’s executives
 Other external groups
It is a six step formula. The steps are:
1. Environmental scanning and issue
identification
2. Issue analysis
3. Issues ranking and prioritizing
4. Issues resolution strategizing
5. Issue response and implementation
6. Issue evaluation and monitoring

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Stake holder and issues

  • 2.  Market Forces influencing corporations: › Economic › Profit maximization › Employees interest › Customers respect › Industry interest and challenges › Legal obligations › Technological interests › Political climate › Moral values
  • 3.  This approach provides a framework that enables users to map out and ideally manage the corporations (present and potential) relationships with groups to reach “win-win” collaborative outcomes  Win-win means making moral decisions that benefit all constituencies within the constraints of justice, fairness, economic interest etc. a difficult preposition due to scarcity of resources (one man’s gain is loss of the other)
  • 4.  It is a proactive approach. Does not result from controversial situations  It is integrated right from the planning stage  Structured dialog of consultants is a major focus in these collaborative communications  It focuses on changing the perception and rules of rules of engagement to create win- win outcome  Environmental forces are the major factors to create collaborative way forward
  • 5.  “It is an individual or group who can affect or affected by the actions, decisions, policies, practices or goals of the organization”  It begins by identifying focal stakeholders › Primary Stakeholders  Owners  Employees  Suppliers  Directors, CEO and other top management members › Secondary stakeholders  Media  Customers  Courts  Governments  Competitor  Society/publics Stake is any interest, share or claim that a group or individual has in the outcome of a corporation’s policies, procedures, or actions towards others
  • 7.  Mapping of stakeholders  Mapping stakeholders coalitions  Assessing the nature of each stakeholder’s interest  Assessing the nature of each stakeholder’s power  Identifying stakeholder’ ethics and moral responsibilities  Developing specific strategy and tactics  Monitoring shifting coalitions
  • 8. What are our strategies and objectives Who has a stake in our business What assumptions do they make about us What assumptions do we make about them How critical is their support to us How critical our support is to them How much power do they have relative to us How are trends and events altering the POWER balance What is the likely outcome of our current strategy How do we measure their performance how do they measure our performance Are we satisfied? Are they satisfied Are our interests consistent? How can we earn better cooperation Could we neutralize or counter their composition What alternatives exist? Are they worth their cost? Their strategies and our interdependence Is there a problem? How could they influence our strategies?
  • 9. Type One Supportive Strategy- Involve Type Four Mixed Blessing Strategy Collaborate Type Three Non-supportive Strategy Defend Type Two Marginal Strategy Monitor Stakeholder’s potential for threat to organization Stakeholder’ s potential for cooperation with organization
  • 10. Fill in the stakeholder’s responsibility matrix given at page 42
  • 11.  Boss  Boss’s Boss  Team members-K and L  Related departments-L and N  Subsidiary managers-M and L  Government Agencies-N and L  Other customers  Customer’s influence  Customer’s executives  Other external groups
  • 12. It is a six step formula. The steps are: 1. Environmental scanning and issue identification 2. Issue analysis 3. Issues ranking and prioritizing 4. Issues resolution strategizing 5. Issue response and implementation 6. Issue evaluation and monitoring