21632 Chapter Notes - Chapter 4: Job Design
Strategic Purpose II
Issues addressed by stakeholder mapping:
-Identifying key blockers and facilitators of a strategy and formulating response
-Feasibility and desirability of repositioning
-Maintaining the level of interest or power of key stakeholders
Power - ability of individuals or gurus to persuade, induce or coerce others into following certain
courses of action.
Sources of power:
-Hierarchy (formal power)
-Influence (informal power)
-Control of strategic resources
-Knowledge and skills
-Control of human environment i.e. negotiating skills
-Involvement in strategy implementing
Indicators of power:
-Status
-Claim on resources
-Representation
-Symbols
Stakeholders of an organisations:
•Economic stakeholders - suppliers, customers, distributors, banks, shareholders
•Social and political stakeholders - policy-makers, regulators and government agencies
•Technological stakeholders - key adopters, standards agencies and ecosystem members
supplying complementary and supplementary products
•Community stakeholders - wider society e.g. those who live close to a factory
CSR - commitment by organisations to behave ethically and contribute to economic development
while improving the quality if life of the workforce and their families as well as the local community
and society at large.
CSR stances:
•Lassie-faire - let do
•Enlightened self-interest - guidance by recognition of potential long-term financial benefit to the
shareholder
•Forum for stakeholder interaction - incorporates multiple stakeholder interests and expectations
•Shaper of society - seek to change society
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