Stakeholder theory as an organisational management

Great companies endure because they manage to get stakeholder interests aligned in the same direction. Watch Edward Freeman explain Stakeholder Theory in this short video. Some criticisms of Stakeholder Theory It is widely accepted that businesses need to consider more than their shareholders and more than maximising profit, and in that sense the case for Stakeholder Theory has been won.

Stakeholder theory as an organisational management

Creating a change readiness culture Get that knowledge upfront For a project management based change initiative, these change management risk assessments will help to reduce project risk.

The results of these assessments will shape key areas of the change management strategy and plan - specifically the communication strategy. However, many companies - particularly in North America - do not stop and evaluate lessons leaned from past change initiatives before launching the next one.

In recent interviews a key piece of advice that John Kotter offers is for organisational leaders to take the time to get themselves informed about what does and doesn't work - before launching into action with a change initiative.

The marginal rate of change is increasing The emergence of the flat world and horizontal management The importance of the emotional dimension of leadership The importance of the informal networks The answers are almost always at the frontline Stuck in Jurassic Park The marginal rate of change is increasing - and continues to do so We used to believe that change occurs in cycles and waves that ebb and flow.

Stakeholder theory as an organisational management

This may be accurate over long time spans of hundreds of years, but in the present the rate of change is continually increasing and this has a significant impact on any change management risk assessment.

Based on his latest researches, Kotter says: The emergence of the flat world and horizontal management I was tempted to headline this point the "death of command and control" - but that is not strictly true as there will always be situations where there is a need for firm direction and senior management edicts for compliance with the legal requirements related to the management and governance of organisations, and also in crisis situations.

However, in the "horizontal world" we now live in, information is available to all and the current and emergent technology infrastructure coupled with the proliferation of social media channels and tools allows for almost immediate dissemination and comment of gossip, opinion and factual information.

The days when decisions affecting many were taken by a few and then imposed on the many are dying - if for no other reason than people want and expect to be involved and they resist change that is imposed upon them. One of the keys to change management risk assessment lies in understanding the extent to which the change leadership are engaging directly with the "informal organisation" - sometimes referred to as the "shadow organisation" - from the outset - from the planning stage right through to implementation and beyond.

The importance of the informal networks Jon Katzenbach and Zia Khan, Authors of "Leading outside the Lines" make the important point that: Learning how to mobilize the informal elements of an organization to accelerate the formal elements goes a long way in helping leaders fill the gap between intention and results.In a corporation, as defined in its first usage in a internal memorandum at the Stanford Research Institute, a stakeholder is a member of the "groups without whose support the organization would cease to exist".

Stakeholder theory as an organisational management

The theory was later developed and championed by R. Edward Freeman in the s.

Change Management Risk Assessment

Since then it has gained wide acceptance in business practice and in theorizing relating to. What Agile coaches wish for Agile teams though, are happy cows on green meadows, perhaps in the Swiss Alps on a warm and cozy summer evening, with rainbows and everything.

That’s an environment a cow is happy to be in and where it is the most productive. This module introduces students to the basic concepts, principles and techniques involved in marketing, and to the role of marketing management within all types of organisations (retail, consumer goods, industrial goods, service, non-profit oriented, domestic and international).

Learning outcomes

Organisational Change Management – Foundation & Practitioner. Dealing with change and, more importantly, the impact of change is a high priority for all organisations.

oecd best practice principles on stakeholder engagement in regulatory policy. to line ministries and other agencies, organise trainings, etc. The existence of such body would enhance knowledge management, ensure policy coherence, and avoid duplications.

supporting scrutiny and creating an appropriate organisational culture. Stakeholder engagement is not a new concept. Recent reporting frameworks (GRI and IIRC) have however pushed the topic up the ladder of importance for companies, as it is a specific reporting requirement in order to develop and release sustainability and integration reports.

Change Management Risk Assessment