EOCTC Communications Stockholder and Stakeholder Definition Questions

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Chapter 11 Questions

  1. Define stockholder and stakeholder. What is the difference between the two? How companies distinguish stakeholder. 
  2. What process does a company adopt to go through to and respond to stakeholders' concerns? What are the steps in this process?
  3. What is the agency problem? What are the governance mechanisms that can be put in place to guard against this problem?
  4. Describe internal controls and strategies that can be implemented to ensure ethical behavior within a company. Why internal controls to maintain ethical concerns are important? 


Chapter 12 Questions

  1. How can organizational design contribute to competitive advantage? What elements in organizational design are important? 
  2. Describe how a strong organizational culture leads to transparency, ethics, and to competitive advantage within a company.
  3. How do corporations develop strategic plans for single or multidivisional structures?  What are some advantages and problems in implementing a multidivisional structures?
  4. How do companies implement strategies at a global level? What organizational structures help them develop competitive advantage?

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CHAPTER 12 IMPLEMENTING STRATEGY THROUGH ORGANIZATION ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. LEARNING OBJECTIVES ▪ Explain the concept of organization architecture. ▪ Articulate how strategy is implemented through the right combination of organizational structure, controls, incentives, process, culture, and people. ▪ Discuss how effective organizational design enables a company to implement its business level strategy. ▪ Discuss how effective organization design enables a company to implement its corporate level strategy. ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 2 ORGANIZATION ARCHITECTURE ▪ The totality of a firm’s organizational arrangements including its formal organizational structure, control systems, incentive systems, organizational culture, organization processes, and human capital. ▪ Organizational structure: The combination of the location of decision-making responsibilities, the formal division of the organization into subunits, and the establishment of integrating mechanisms to coordinate the activities of the subunits. ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 3 ORGANIZATIONAL ARCHITECTURE ▪ Controls: The metrics used to measure the performance of subunits and make judgments about how well managers are running them. ▪ Incentives: The devices used to encourage desired employee behavior. ▪ Organization processes: The manner in which decisions are made and work is performed within the organization. ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 4 ORGANIZATIONAL ARCHITECTURE ▪ Organization culture: The norms and value systems that are shared among the employees of an organization. ▪ People: The employees of an organization, as well as the strategy used to recruit, compensate, motivate and retain those individuals and the type of people that they are in terms of their skills, values, and orientation. ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 5 ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6 ORGANIZATIONAL STRUCTURE ▪ Organizational structure can be thought of in terms of three dimensions: ▪ Vertical differentiation: The location of decision making responsibilities within a structure, referring to centralization or decentralization, and number of layers in a hierarchy, referring to whether to organizational structure is tall or flat. ▪ Horizontal differentiation: The formal division of the organization into subunits. ▪ Integrating mechanisms: Processes and procedures used for coordination subunits. ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 7 CENTRALIZATION AND DECENTRALIZATION ▪ A firm’s vertical differentiation determines where in its hierarchy the decision-making power is concentrated. ▪ Centralization: Structure in which the decision making authority is concentrated at a high level in the management hierarchy ▪ Decentralization: Structure in which the decision making authority is distributed to lower level managers or other employees ▪ Autonomous sub-unit: A sub-unit that has all the resources and decision-making power required to run the operation on a day-to-day basis ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 8 ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 9 TALL ORGANIZATIONS Limitations • Communication problems • Long time taken in decision-making and adherence • Distortion of commands and orders • Increases expenses Solution • Delayering: The process of reducing the number of levels in a management hierarchy ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 10 INTEGRATING MECHANISMS ▪ Ways to increase communication and coordination among functions and divisions: ▪ Direct contact ▪ Liaison roles ▪ Teams: Formation of a group that represents each division or department: ▪ Facing a common problem ▪ With a goal of finding a solution to the problem ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 11 STRUCTURAL FORMS ▪ Functional structure: The organizational structure is built upon the division of labor within the firm with different functions focusing on different tasks ▪ Thus, there might be a production function, and R&D function, a marketing function, a sales function, and so on. ▪ A top manager, such as the CEO, or a small top management team, oversees these functions. Most single businesses of any scale are organized along functional lines. ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 12 ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 13 MULTIDIVISIONAL STRUCTURE ▪ Multidivisional structure: An organizational structure in which a firm is divided into divisions, each of which is responsible for a distinct business area. ▪ Allows a company to grow and diversify while reducing coordination and control problems ▪ Uses self-contained divisions and has a separate corporate headquarters staff ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 14 ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 15 MATRIX STRUCTURE ▪ Matrix structure: An organizational structure in which managers try to achieve tight coordination between functions, particularly R&D, production, and marketing ▪ High technology firms based in rapidly changing environments will sometimes adopt a matrix structure. ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 16 ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 17 STRATEGIC CONTROL SYSTEMS ▪ Mechanism that allows managers to monitor and evaluate: ▪ whether their business model is working as intended. ▪ how their business model could be improved. ▪ Basic structure of competitive advantage: ▪ ▪ ▪ ▪ Control and efficiency Control and quality Control and innovation Control and responsiveness to customers ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 18 FORMAL INTEGRATING MECHANISMS ▪ There is often a need to coordinate the activities of different functions and divisions within an organization to achieve strategic objectives. ▪ The formal integrating mechanisms used to coordinate subunits vary in complexity from simple direct contact and liaison roles, to teams, to a matrix structure. ▪ In general, the greater the need for coordination between sub-units (functions or divisions), the more complex the formal integrating mechanisms need to be. ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 19 ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 20 INFORMAL INTEGRATING MECHANISMS ▪ Knowledge networks that are supported by an organization culture that values teamwork and cross-unit cooperation ▪ Knowledge network: A network for transmitting information within an organization that is based not on formal organization structure, but on informal contacts between managers within an enterprise and on distributed information systems. ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 21 ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 22 ORGANIZATION CONTROLS AND INCENTIVES ▪ Control: The process through which managers regulate the activities of individuals and units so that they are consistent with the goals and standards of the organization ▪ Goal: A desired future state that an organization attempts to realize ▪ Standard: A performance requirement that the organization is meant to attain on an ongoing basis ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 23 ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 24 METHODS OF CONTROL ▪ Personal control: Control by personal contact with and direct supervision of subordinates ▪ Bureaucratic control: Control through a formal system of written rules and procedures ▪ Output control: Goals that are set for units or individuals to achieve and monitoring performance against those goals ▪ Market control: The regulation of the behavior of individuals and units within an enterprise by setting up an internal market for some valuable resource(s), such as capital ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 25 INCENTIVE CONTROL ▪ Incentives: The devices used to encourage and reward appropriate employee behavior ▪ When incentives are tied to team performance, as is often the case, they have the added benefit of encouraging cooperation between team members and fostering a degree of peer control. ▪ Peer control: The pressure that employees exert on others within their team or work group to perform up to or in excess of the expectations of the organization ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 26 ORGANIZATIONAL CULTURE ▪ Specific collection of values and norms shared by people and groups in an organization ▪ Values: The ideas or shared assumptions about what a group believes to be good, right and desirable ▪ Norms: Social rules and guidelines that prescribe the appropriate behavior in particular situations ▪ Culture can exert a profound influence on the way people behave within an organization, on the decisions that are made, on the things that the organization pays attention to, and ultimately, on the strategy and performance of the firm. ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 27 IMPLEMENTING STRATEGY THROUGH ORGANIZATION ARCHITECTURE ▪ Strategy and Organization in the Single Business Enterprise ▪ The business level strategy of the firm ▪ The nature of the environment in which the firm competes ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 28 ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 29 STRATEGY, ENVIRONMENT AND THE NEED FOR INTEGRATION ▪ The need for integration between functions is greater for firms that are competing through product development and innovation. ▪ In such organizations there is an ongoing need to coordinate the R&D, production and marketing functions of the firm to ensure that: ▪ new products are developed in a timely manner. ▪ that they can be efficiently produced and delivered. ▪ that they match consumer demands. ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 30 INTEGRATION AND CONTROL SYSTEMS: ▪ Low Integration ▪ Bureaucratic controls in the form of budgets are used to allocate financial resources to each function, and to control spending by the functions. Output controls will then be used to assess how well a function is performing. ▪ High Integration ▪ Bureaucratic controls will again be used for financial budgets and, as before, output controls will be applied to the different functions. Output controls will also be applied to cross-functional product development teams. ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 31 CHAPTER 11 CORPORATE PERFORMANCE, GOVERNANCE, AND BUSINESS ETHICS ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. LEARNING OBJECTIVES ▪ Understand the relationship between stakeholder management and corporate performance. ▪ Explain why maximizing returns to stockholders is often viewed as the preeminent goal in many corporations. ▪ Describe the various governance mechanisms that are used to align the interests of stockholders and managers. ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 2 LEARNING OBJECTIVES ▪ Explain why these governance mechanisms do not always work as intended. ▪ Identify the main ethical issues that arise in business and the causes of unethical behavior. ▪ Identify what managers can do to improve the ethical climate of their organization, and to make sure that business decisions do not violate good ethical principles. ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 3 STAKEHOLDERS ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 4 STAKEHOLDERS AND CORPORATE PERFORMANCE ▪ Stakeholders: Individuals or groups with an interest, claim, or stake in the company ▪ Internal stakeholders: Stockholders and employees, including executive officers, other managers, and board members ▪ External stakeholders: All other individuals and groups that have some claim on the company ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 5 STEPS IN STAKEHOLDER IMPACT ANALYSIS ▪ Identify stakeholders along with their interests and concerns ▪ Identify the probable claims of stakeholders on the organization ▪ Identify important stakeholders from the organization’s perspective ▪ Identify the resulting strategic challenges ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6 PROFITABILITY, PROFIT GROWTH, AND STAKEHOLDER CLAIMS ▪ Stockholders receive a return on investment from dividend payments and capital appreciation in the market value of a share ▪ Ways to grow profits: ▪ Participating in a market that is growing ▪ Taking market share from competitors ▪ Consolidating the industry through horizontal integration ▪ Development of new markets through international expansion, vertical integration, or diversification ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 7 AGENCY THEORY ▪ Deals with business relationship problems when decision-making authority is delegated from one person to another ▪ Relationship between stockholders and senior managers: ▪ Stockholder - Principal ▪ Senior managers - Agent ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 8 AGENCY PROBLEM ▪ Information asymmetry: Agent has more information about the resources being managed than the principal ▪ Laws for monitoring agents: ▪ Codetermination law (Mitbestimmungsgesetz in German law) ▪ Securities and Exchange Commission (SEC) ▪ Generally agreed-upon accounting principles (GAAP) ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 9 AGENCY PROBLEM ▪ On-the-job consumption: Describes the behavior of senior management’s use of company funds to acquire perks ▪ Empire building - Buying new businesses to increase the size of the company through diversification ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 10 ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 11 CHALLENGES FOR PRINCIPALS ▪ Shaping the agents’ behavior to act in accordance with the goals set ▪ Reducing the information asymmetry ▪ Developing mechanisms for removing agents who do not act in accordance with the goals ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 12 GOVERNANCE MECHANISMS ▪ Used by principals to: ▪ Align incentives with the agents ▪ Monitor and control agents ▪ Types: ▪ ▪ ▪ ▪ Board of directors Stock-based compensation Financial statements Takeover constraint ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 13 BOARD OF DIRECTORS ▪ Inside directors: Senior employees of the company ▪ Outside directors: Not full-time employees of the company ▪ Provide objectivity to the monitoring and evaluation of processes ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 14 STOCK-BASED COMPENSATION ▪ Stock options: Right to purchase company stock at a predetermined price at some point in the future ▪ Strike price - Stock’s trading price when the option was originally granted ▪ Motivate managers to adopt strategies that increase the share price of the company ▪ Has become increasingly controversial ▪ Aligns management and stockholder interests ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 15 FINANCIAL STATEMENTS AND AUDITORS ▪ Quarterly and annual reports of publicly traded companies are filed with the SEC: ▪ to give accurate information about the way the agents run the company. ▪ SEC requires that the accounts be audited by an independent and accredited accounting firm: ▪ to make sure managers do not misrepresent the financial information. ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 16 TAKEOVER CONSTRAINT ▪ Risk of being acquired by another company ▪ Corporate raiders - Purchase large blocks of shares in companies that appear to be pursuing strategies inconsistent with maximizing stockholder wealth ▪ Greenmail: Pushing companies to either change their strategy to benefit stockholders, or charging a premium for the stocks when the company wants to buy them back ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 17 GOVERNANCE MECHANISMS INSIDE A COMPANY ▪ Strategic control systems - Formal target-setting, measurement, and feedback systems ▪ Establish standards and targets against which performance can be measured ▪ Create systems for measuring and monitoring performance on a regular basis ▪ Compare actual performance against the established targets ▪ Evaluate results and take corrective action if necessary ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 18 ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 19 GOVERNANCE MECHANISMS INSIDE A COMPANY ▪ Employee incentives - Motivate employees to work toward goals central to maximizing longterm profitability ▪ ESOPs ▪ Stock-option grants ▪ Bonus pay ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 20 ETHICS AND STRATEGY Ethics • Accepted principles of right or wrong that govern the conduct of a person, the members of a profession, or the actions of an organization Business ethics • Accepted principles of right or wrong governing the conduct of businesspeople Ethical dilemmas • Situations where there is no agreement over exactly what the accepted principles of right and wrong are ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 21 ETHICAL ISSUES IN STRATEGY ▪ Due to potential conflict between: ▪ Goals of the enterprise ▪ Goals of individual managers ▪ Fundamental rights of important stakeholders ▪ Noblesse oblige - Responsibility of people of high birth to give something back to the society that made their success possible ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 22 RIGHTS OF STAKEHOLDERS Stakeholders Rights Stockholders • Timely and accurate information about their investments Customers • Be fully informed about the products and services they purchase Employees • Safe working conditions • Fair compensation for the work they perform • Just treatment by managers Suppliers • Expect contracts to be respected Competitors • Expect that the firm will abide by the rules of competition and not violate the basic principles of antitrust laws Communities and the general public • Expect that a firm will not violate the basic expectations that society places on enterprises ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 23 UNETHICAL BEHAVIOR ARISING FROM AGENCY PROBLEMS Self-dealing • Managers using company funds for personal use Information manipulation • Managers use their control over corporate data to distort or hide information • To enhance their own financial situation or the competitive position of the firm Anticompetitive behavior • Aimed at harming actual or potential competitors to enhance the long-run prospects of the firm Opportunistic exploitation • Managers rewriting the terms of a contract to make it favorable to the firm ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 24 UNETHICAL BEHAVIOR ARISING FROM AGENCY PROBLEMS Substandard working conditions • Managers underinvest in working conditions or pay employees below-market rates • To reduce their production costs Environmental degradation • Occurs when a company’s actions directly or indirectly result in pollution or other forms of environmental harm Corruption • Can arise when managers pay bribes to gain access to lucrative business contracts ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 25 ROOTS OF UNETHICAL BEHAVIOR ▪ Personal ethics: Generally accepted principles of right and wrong governing the conduct of individuals ▪ Failing to ask oneself if a decision is ethical ▪ Some organizational cultures de-emphasize business ethics ▪ Pressure to meet unrealistic performance goals ▪ Unethical leadership ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 26 BEHAVING ETHICALLY ▪ Favor hiring and promotion with a well-grounded sense of personal ethics ▪ Build an organizational culture that places a high value on ethical behavior ▪ Code of ethics: Formal statement of the ethical priorities to which a business adheres ▪ Ensure that leaders practice and preach ethical behavior ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 27 BEHAVING ETHICALLY ▪ Ensure people consider the ethical dimension of business decisions ▪ Use ethics officers ▪ Put strong governance processes in place ▪ Act with moral courage ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 28
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Running Head: STRATEGIC MANAGEMENT
Strategic management

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1

STRATEGIC MANAGEMENT

2

CHAPTER 11 QUESTIONS

Define stockholder and stakeholder. What is the difference between the two? How
companies distinguish stakeholder.
Stockholder refers to individuals who own shares of a company’s common or preferred
stock. A shareholder on the other hand refers to an individual or institution that is affected or is
interested in an organization. Examples of stakeholders include employees, stockholders,
suppliers, creditors, customers, and the community among others. Stakeholders have interest in
the company performance for a reason that surpass stock performance and does not necessarily
hold shares of the company stock whereas a stockholder owns the company through shares and is
interested in stock performance. Companies distinguish stakeholders based on their interests in
the company. For example, employees are interested in a favorable work environment while
consumers are interested in quality of the company products.

What process does a company adopt to go through to and respond to stakeholders'
concerns? What are the steps in this process?

Companies use stakeholder management to go through to and respond to stakeholders
concerns. After identifying the various stakeholders in the company through stakeholder
analysis, the company uses stakeholder management, a process that involves accurately assessing
the various claims of stakeholders in order to effectively manage them. The steps involved in
stakeholder management include:


Creating the organizational breakdown structure (OBS)

STRATEGIC MANAGEMENT

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The OBS is a type of tree structure created in Excel that highlights all the stakeholders in the
organization.


Categorizing stakeholders

An organization can categorize its stakeholders into immediate circle, observational cycle, or
community circle.


Identify the Power and Impact of Stakeholders

This entails stakeholder prioritizatio...


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