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From: Gerry Johnson and Kevan Scholes Exploring Corporate Strategy 5th Edition 1999
Stakeholders
stakeholder expectations and organisational
purposes
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From: Gerry Johnson and Kevan Scholes Exploring Corporate Strategy 5th Edition 1999
Objectives
Students are to be able to evaluate the power andlevels of a variety of pertinent staeholders of
or!anisations"
Students are to be able to evaluate the interest levels
of a variety of pertinent staeholders of or!anisations" Students are to be able to use their evaluation of the
power and interest levels of a variety of pertinent
staeholders of or!anisations# to show how strate!ies
can impact upon and be impacted upon by a varietyof staeholder !roups"
Students are able to show how mana!ement styles
play a role in staeholderin!"
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From: Gerry Johnson and Kevan Scholes Exploring Corporate Strategy 5th Edition 1999
Strategic
analysis
Strategic
choice
Strategy
implementation
Exhibit 1.4 A summary model of the elements of strategic management
E$pectations
and purposes
%r!anisation
structure and
desi!n
&ana!in!
strate!ic
chan!e
'esourceallocation and
control
Strate!ic
options
(ases
of strate!ic
choice
Strate!y
evaluation and
selection
'esources#
competences
and capability
)he
environment
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From: Gerry Johnson and Kevan Scholes Exploring Corporate Strategy 5th Edition 1999
Organisational purposes* &ission* %b+ectives
Exhibit .1 !nfluences on organisational purposes
"orporate governance* ,hom shouldthe
or!anisation serve-* .ow should purposes be
determined-
#usiness ethics
* ,hich purposes shouldbe prioritised-* ,hy-
"ultural context* ,hich purposes are
prioritised-* ,hy-
Stakeholders* ,hom doesthe
or!anisation serve-
5/19/2018 6 Stakeholders
5/31From: Gerry Johnson and Kevan Scholes Exploring Corporate Strategy 5th Edition 1999
S$A%E&O'(E)S
/)hose who depend on the or!anisation for therealisation of some of their !oals and in turn the
or!anisation depends on them for the full realisation
of its !oals0
*ustomers*ompetitors*Government*Suppliers*)he community*Employees*2enders
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6/31From: Gerry Johnson and Kevan Scholes Exploring Corporate Strategy 5th Edition 1999
"O)*O)A$E +O,E)-A-"E A-(
S$A%E&O'(E)S Shareholders
widespread or close-
institutional intermediaries-
baners-
cross3shareholdin!-
Employees o3determination# shareholders or employees-
2enders partners or /contractors0-
ustomers Caveat Emptor# maret pressure or re!ulation-
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7/31From: Gerry Johnson and Kevan Scholes Exploring Corporate Strategy 5th Edition 1999
a/ 0ithin organisations
.ierarchy 4formal power#e"!" autocratic decision main!
6nfluence 4informal power#
e"!" charismatic leadership
ontrol of strate!ic resources#
e"!" strate!ic products
7ossession of nowled!e and sills#
e"!" computer specialists
ontrol of the environment#
e"!" ne!otiatin! sills
6nvolvement in strate!y
implementation#e"!" by e$ercisin! discretion
b/ or external stakeholders
ontrol of strate!ic resourcese"!" materials# labour# money
6nvolvement in strate!y
implementation#
e"!" distribution outlets# a!ents
7ossession of nowled!e 4sills#
e"!" subcontractors
)hrou!h internal lins#
e"!" informal influence
Exhibit .2a Sources of po3er
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8/31From: Gerry Johnson and Kevan Scholes Exploring Corporate Strategy 5th Edition 1999
a/ 0ithin organisations
Status
laim on resources
'epresentation Symbols
b/ or external stakeholders
Status
'esource dependence
8e!otiatin! arran!ements Symbols
Exhibit .2b !ndicators of po3er
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9/31From: Gerry Johnson and Kevan Scholes Exploring Corporate Strategy 5th Edition 1999
Growth vs profitability
Short term vs investment
ontrol vs professional mana!ers
%wnership vs fundin!
%wnership vs accountability
Efficiency vs +obs
&ass appeal vs uality
Exhibit . Some common conflicts of expectations
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10/31From: Gerry Johnson and Kevan Scholes Exploring Corporate Strategy 5th Edition 1999
Exhibit . Stakeholder mapping5 the po3er6interest matrixSource: dapted from " &endelow# Proceedings of the Second International Conference on Information Systems# ambrid!e# 1991
2ow .i!h
2ow
A
&inimaleffort
#
Keepinformed
.i!h
"
Keep
satisfied
(
Key
players
'E,E' O !-$E)ES$
*O0E)
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11/31From: Gerry Johnson and Kevan Scholes Exploring Corporate Strategy 5th Edition 1999
S$A%E&O'(E) 7A**!-+
8 SO7E +9!(E'!-ES 7ositionin! related to specific strategies
Staeholders may need to be sub-divided
;istin!uish the rolefor the individual 6dentify /political0 priorities by:
plot how staeholders wouldline up
plot how staeholders would needto line up
identify mismatches include ey maintenance activities
5/19/2018 6 Stakeholders
12/31From: Gerry Johnson and Kevan Scholes Exploring Corporate Strategy 5th Edition 1999
S$A%E&O'(E) 7A**!-+
8 :test;
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13/31From: Gerry Johnson and Kevan Scholes Exploring Corporate Strategy 5th Edition 1999
S$A%E&O'(E) 7A**!-+8 typical maps
$ypical 7ap (angers *riorities
Battleground
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14/31From: Gerry Johnson and Kevan Scholes Exploring Corporate Strategy 5th Edition 1999
7anagement Styles
,e need to consider how mana!ement styles
differ when dealin! with each staeholder
!roup
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15/31From: Gerry Johnson and Kevan Scholes Exploring Corporate Strategy 5th Edition 1999
2ow .i!h
2ow
;irection>edict style
'e!ular !eneral
communication
Symbolic si!nallin!
;irection education style
'e!ular !eneral
communication
Symbolic si!nallin!
.i!h
Education>intervention style
7ersonal memoin!
Face to face
7articipation>intervention
style
Face to facecommunication
*o3er
Stakeholders and management styles
'evel of interest
5/19/2018 6 Stakeholders
16/31From: Gerry Johnson and Kevan Scholes Exploring Corporate Strategy 5th Edition 1999
S$='E 7EA-S6"O-$E>$ #E-E!$S *)O#'E7S "!)"97S$A-"ES O
EE"$!,E-ESS
Education and Group briefin!s assume %vercomin! lac of )ime consumin!
communication internalisation of strate!ic 4or misinformation ;irection or pro!ress
lo!ic and trust of top may be unclear
mana!ement
Collaboration' 6nvolvement in settin! the 6ncreasin! ownership )ime consumin!
participation strate!y a!enda and>or of a decision or Solutions>outcome
resolvin! strate!ic issues process &ay improve within e$istin!
by tasforces or !roups uality of decisions paradi!m
Intervention han!e a!ent retains 7rocess is 'is of perceived 6ncremental or non3crisis
co3ordination>control !uided>controlled manipulation transformational chan!e
dele!ates elements of but involvement
chan!e taes place
Direction ?se of authority to set larity and speed 'is of lac of )ransformational chan!e
direction and means of acceptance and ill3
chan!e conceived strate!y
Coercion'edict E$plicit use of power &ay be successful in 2east successful risis# rapid
throu!h edict crises or state of unless crisis transformational chan!econfusion or chan!e in established
autocratic cultures
6ncremental chan!e or
lon!3time hori@ontal
transformational chan!e
Exhibit 11.2 Styles of managing strategic change
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17/31From: Gerry Johnson and Kevan Scholes Exploring Corporate Strategy 5th Edition 1999
Activity 'ead Johnson A Scholes 41999 section 5"B"C of the te$t and illustration
5"D for practical advice on how to undertae a staeholder mappin!"8;
arry out a staeholder mappin! e$ercise for the Granada buy out of
Forte .otels" Support this with researched evidence 4newspaper
articles# +ournal articles# web searches etc" (rin! it to the seminar for
discussion"
%'
'ead the Sheffield )heatres )rust case study on pa!e 3HD# Johnson
A Scholes# 1999# E$plorin! orporate Strate!y 5th Ed" nd carry out a
staeholder mappin! e$ercise"
%'
arry out a staeholder mappin! e$ercise for an hospitality>tourismor!anisation and strate!y>scenario of your choice" Support this with
researched evidence 4newspaper articles# +ournal articles# web
searches etc" (rin! it to the seminar for discussion"
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18/31From: Gerry Johnson and Kevan Scholes Exploring Corporate Strategy 5th Edition 1999
7O)E$O- 9-!,E)S!$=
case study
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19/31From: Gerry Johnson and Kevan Scholes Exploring Corporate Strategy 5th Edition 1999
'o3 &igh
'o3
&igh
7%,E'
2EIE2 %F 68)E'ES)
A
Students
(
;irector 8/Iice hancellor ?/
hairman 8/
#;irector @/
ompetitor 8/7rincipal F8/
"
Fundin! (ody;irector E
;irector S
"O7*9$E) SE),!"ES 8 :monopolist; strategy7ap A 8 current situation 1B/
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20/31From: Gerry Johnson and Kevan Scholes Exploring Corporate Strategy 5th Edition 1999
'o3 &igh
'o3
&igh
7%,E'
2EIE2 %F 68)E'ES)
A
Students
(;irector @/
;irector S @/;irector 8/Iice hancellor @/
#ompetitor 8/
7rincipal F?/
"
Fundin! (ody;irector E
hairman
"O7*9$E) SE),!"ES 8 :monopolist; strategy7ap # 8 the preferred situation
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21/31From: Gerry Johnson and Kevan Scholes Exploring Corporate Strategy 5th Edition 1999
7O)E$O- 9-!,E)S!$=
8 political priorities monopolist strategy/ ;ilute power of ;irector
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22/31From: Gerry Johnson and Kevan Scholes Exploring Corporate Strategy 5th Edition 1999
7O)E$O- 9-!,E)S!$=
8 assessment of po3er
!-$E)-A' S$A%E&O'(E)S
!ndicator (irector A (irector " (irector S "hairman
Status . . . .
'esources 2 . & 8>a
'epresentation
2 2 2 .
Symbols & . & .
E>$E)-A' S$A%E&O'(E)S
!ndicator 1unding
#ody
*rincipal 1 Students
Status . & 2
'esource
levera!e
. 2 &
8e!otiation . 2 2
Symbols . & 2
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From: Gerry Johnson and Kevan Scholes Exploring Corporate Strategy 5th Edition 1999
$he *olitical #attleground
+ + + - - -
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From: Gerry Johnson and Kevan Scholes Exploring Corporate Strategy 5th Edition 1999
$he (ream $icket
+ + + + + +
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From: Gerry Johnson and Kevan Scholes Exploring Corporate Strategy 5th Edition 1999
$he *otential 'ost "ause
- - -
- - -
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From: Gerry Johnson and Kevan Scholes Exploring Corporate Strategy 5th Edition 1999
$he 'one "hampion
+
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From: Gerry Johnson and Kevan Scholes Exploring Corporate Strategy 5th Edition 1999
$he (ogged Opponent
__
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From: Gerry Johnson and Kevan Scholes Exploring Corporate Strategy 5th Edition 1999
$he *olitical $rap
? ? ?
? ? ?
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From: Gerry Johnson and Kevan Scholes Exploring Corporate Strategy 5th Edition 1999
$he 0orthy "ause
+ + +
+ + +
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From: Gerry Johnson and Kevan Scholes Exploring Corporate Strategy 5th Edition 1999
$he *olitical $imebomb
- - -
- - -
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$he Autocrat;s (ream
? ? ?
? ? ?