What are Stakeholders and How to manage them?

جناب استاد نجفی توانااحسان محرمی

Evolution of the Business Enterprise

ProductionView

ManagerialView

StakeholderView

Production and Managerial Views of the Firm

Stakeholders a definition• “A stakeholder is any individual or group who can

affect or is affected by the actions decisions, policies and practices, or goals of the organisation”

» Freeman 1984

• “Stakeholders are all the people and groups affected by, or that can affect, an organisation’s decisions, policies and operations.”

» Post Lawrence and Weber 1999

What are Stakeholders?• Stakeholders are groups of people who have an

interest in a business organisation• They can be seen as being either external to the

organisation, or internalInternal stakeholders are those who are ‘members’ of

the business organisationOwners and shareholdersManagersStaff and employeesExternal stakeholders are not part of the firm

Types of Stakeholder

Owners (I)Shareholders (I)Managers (I)Staff or employees (I)Customers (E)Suppliers (E)Community (E)Government (E)

• I = Internal• E = External

• Some groups can be both internal and external stakeholders

• Such as staff or shareholders who are also local residents

Who Are Business Stakeholders?

Business Stakeholder Groups

MediaSuppliers Special-InterestGroups

Society GeneralPublic

CompetitorsCustomers Community

Stockholders Employees

Origins of the Stakeholder Concept

Stake An interest or a share in an undertaking and can be categorized as:

An Interest A Right Ownership

Legal Right

Moral Right

Characteristics of Stakeholders

1. Owners and Shareholders

The number of owners and the roles they carry out differ according to the size of the firm

In small businesses there may be only one owner (sole trader) or perhaps a small number of partners (partnership)

In large firms there are often thousands of shareholders, who each own a small part of the business

organisemake decisionsplancontrolare accountable to the owner(s)

2. Managers

3. Employees or StaffA business needs staff or employees to carry out its

activitiesEmployees agree to work a certain number of hours

in return for a wage or salaryPay levels vary with skills, qualifications, age,

location, types of work and industry and other factors

4. Customers

Customers buy the goods or services produced by firms

They may be individuals or other businessesFirms must understand and meet the needs of their

ustomers, otherwise they will fail to make a profit or, indeed, survive

Firms get the resources they need to produce goods and services from suppliers

Businesses should have effective relationships with their suppliers in order to get quality resources at reasonable prices

This is a two-way process, as suppliers depend on the firms they supply

5. Suppliers

Firms and the communities they exist in are also in a two-way relationship

The local community may often provide many of the firm’s staff and customers

The business often supplies goods and services vital to the local area

But at times the community can feel aggrieved by some aspects of what a firm does

6. Community

Economic policies affect firms’ costs (through taxation and interest rates)

Legislation regulates what business can do in areas such as the environment and occupational safety and health

Successful firms are good for governments as they create wealth and employment

7. Government

Five Major Questions

• Who are our stakeholders?• What is their stake?• What responsibilities do we have to them? • What strategies, actions or decisions should

we take to best deal with those responsibilities?

– Carroll 1991

Factors to consider in Stakeholder Management

• Classification– Primary– Secondary

• Dynamic in nature– Power– Interdependence– Conflict

Mapping

Influence on Project

Engagement with Project

Lo

Lo

Hi

Hi

Tips for Stakeholder Management• Make sure there is a process where you can assess priorities

between the project needs and the stakeholder’s demands / requests

• Look for common ground with your stakeholders

• Build partnerships such that everyone can benefit

• Be flexible, very few things are absolutely set in concrete, power of lateral thinking

• Sometimes you just cannot agree – an ability to disagree without damaging relationships is a major asset

Stakeholder Analysis - Project Management Tools from MindTools.com

Stakeholders analysis

The first step in your Stakeholder Analysis is to brainstorm who your stakeholders are.

As part of this, think of all the people who are affected by your work, who have influence or power over it, or have an interest in its successful or unsuccessful conclusion.

Step 1 – Identify Your Stakeholders

قدم اول: شناخت ذینفعاناولین قدم در تجزیه و تحلیل ذینفعان شناخت

غزی است. به عنوان مذینفعان از طریق توفان بخشی از این کار به تمام افرادی که از کار شما

تاثیر می پذیرند، به کسانیکه بر کار شما تاثیر می گذارند و یا به موفقیت یا شکست آن عالقه

مند هستند فکر کنید.

The table below shows some of the people who might be stakeholders in your job or in your projects:

• Your boss • Shareholders • Government • Senior executives • Alliance partners • Trades associations • Your coworkers • Suppliers • The press • Your team

• Lenders • Interest groups • Customers • Analysts • The public • Prospective customers • Future recruits • The community • Your family

رئیس شما سهامداران دولت مدیران ارشد اجرایی

شرکای تجاری یهای تجار�سازمان همکاران شما تامین کنندگان

نشریات تیم شما وام دهندگان عهای ذینف�گروه

مشتریان تحلیلگر مردم مشتریان آتی

کارکنان آتی جامعه خانواده شما

�در جدول زیر برخی از افرادی که میتوانند در پروژه :�شما ذینفع باشند نشان داده شدهاند

Step 2 – Prioritize Your Stakeholders

• You may now have a long list of people and organizations that are affected by your work. Some of these may have the power either to block or advance. Some may be interested in what you are doing, others may not care.

• Map out your stakeholders on a Power/Interest Grid on our free template as shown in figure 1, and classify them by their power over your work and by their interest in your work.

قدم دوم: اولویت بندی ذینفعاناحتماال هم اکنونC یک لیست بلند از افراد و

�سازمانCهایی دارند که تحCت تاثیر کار شما قرار گرفته �اند. برخی از این افراد میCتوانند قدرت الزم برای

CخیCند. برCپیشرفت و یا توقف شما را داشته باش�میتوانند به آنچCه شما انجام می دهید عالقه مند

باشCند و برخی دیگر اهمیتی به آنC ندهند. Cقدرت/رغبت Cهمانگونه که ذینفعان را بر روی ماتریس

ترسیم کرده و آنها را بر نشانC داده شCده 1در شکCل اساس میزCانC تاثیر گذاری و رغبتی که به کار شما

دارند تقسیم بندی کنید.

For example Your boss is likely to have high power and

influence over your projects and high interest.

Your family may have high interest, but are unlikely to have power over it.

• High power, interested people: these are the people you must fully engage and make the greatest efforts to satisfy.

• High power, less interested people: put enough work in with these people to keep them satisfied, but not so much that they become bored with your message.

• Low power, interested people: keep these people adequately informed, and talk to them to ensure that no major issues are arising. These people can often be very helpful with the detail of your project.

• Low power, less interested people: again, monitor these people, but do not bore them with excessive communication.

موقعیت افراد بر رویC ماتریسC نشCان دهنده اقدامی است که :باید برایC آنها انجام دهید

افراد با قدرت و رغبت زیاد: این افراد کسانی هستند که بایدکامال با آنها درگیر شوCید و بیشترین تالش برای راضCی

نگهداشتن آنها را انجام دهید. افراد با قدرت زیاد و رغبت و عالقه کم: تالش کافی برای

راضCی نگهداشتن این افراد را بکنید ولی نه آنقدر که از دست شما خسCته شوند.

افراد با قدرت کم ولی عالقه مند: این افراد را مطلع از کارنگه دارید و برایC اطمینان از اینکه مسئله مهمی اتفاق نیافتد

با آنها صحبت کنید. این افراد در مورد جزئیات پروژه شما بسیار کمکC کننده خوCاهند بود.

کم: این افراد را تحت نظر Cافراد با قدرت و عالقه مندیداشته باشید ولی با ارتباطات بسیار زیاد آنها را خسته نکنید.

Step 3 – Understand Your Key Stakeholders

What financial or emotional interest do they have in the outcome of your work? Is it positive or negative?

What motivates them most of all? What information do they want from you? How do they want to receive information from you? What is the best way of

communicating your message to them? What is their current opinion of your work? Is it based on good information? Who influences their opinions generally, and who influences their opinion of

you? Do some of these influencers therefore become important stakeholders in their own right?

If they are not likely to be positive, what will win them around to support your project?

If you don't think you will be able to win them around, how will you manage their opposition?

Who else might be influenced by their opinions? Do these people become stakeholders in their own right?

قدم سوم: شناخت ذینفعان کلیدی ت یاCمنفی اس Cما چه عالیق مالی و احساسی دارند؟Cدر برابر خروجی کارهای ش

مثبت؟بیشتر از همه چه چیزی به آنها انگیزه میدهد؟�آنها چه اطالعاتی از شما می خواهند؟ Cاطالعات را دریافت کنند؟ بهترین راه ارسال اطالعات به آنها Cچگونه می خواهند

چیست؟ اس اطالعاتC؟ آیا این نظر بر اسCنظر فعلی آنها در مورد پروژه شما چیست

�صحیح میباشCد؟ راتCچه کسی بر روی نظرات کلی آنها تاثیر می گذارد؟ چه کسی بر روی نظ

Cآنها در مورد شما تاثیر می گذارد؟ آیا این تاثیرگذاران خود جزء ذینفعان هستند؟ما مثبت نیستند چه چیزی میتواند جلب حمایت آنان را بکند؟Cاگر در مورد ش� راتCچگونه میتوانید نظ Cاگر فکر می کنید نمیتوانید حمایت آنها را جلب کنید� �

Cکنید؟ Cمخالف آنها را مدیریت چه کسانی ممکن است تحت تاثیر نظرات آنها قرار بگیرند؟ آیا این افراد ذینبفع

هستند؟

شما می توانید از نظرات ذینفعان قدرتمند برای شکل دادن به پروژهخود در مراحل اولیه استفاه کنید. اینکار نه تنها باعث افزایش احتمال حمایت آنها از شما می شود بلکه نظرات آنها می تواند موجب بهبود

.کیفیت پروژه شما شود برخورداری از حمایت ذینفعان قدرتمند می تواند به شما برای

دستیابی به منابع بیشتر کمک کند و این موضوع می تواند باعث افزایش احتمال موفقیت پروژه های شما شود.

با ارتباطات به موقع و متناوب با ذینفعان، به این اطمینان می رسیدکه آنها درک کاملی از آنچه شما در حال انجام آن هستید و منافعی که پروژه شما به دنبال دارد به دست آورده اند و این به این معنی

است که آنها قادر خواهند بود از شما به طور فعاالنه در زمان مورد نیاز حمایت نمایند.

شما می توانید اقدامات دیگران در عکس العمل به پروژه خود راپیش بینی کرده و در برنامه خود اقداماتی بگنجانید که پشتیبانی

ایشان را به دنبال داشته باشد.

مزایای تحلیل ذینفعان

Stakeholders and their objectives

Stakeholder Main ObjectiveDirectors To direct the strategies and major

decision making of the business.To retain control.To increase their own power and status from business growth.

Shareholders To receive dividends from after- tax profits.To share in the success/profitability of the business through an appreciating share price.

Workforce To receive a fair wage.To ensure good working conditions.To secure their jobs through the survival and expansion of the business.

Stakeholders and their objectives

Stakeholder Main ObjectiveCustomers To obtain good value for money from the

goods and services purchased.To receive high levels of customer service.To receive after sale service and supply of spares from businesses which survives into the future.

Suppliers To continue to sell profitably to the business.To be paid promptly and fully for the goods supplied.

Bank Lenders • To be paid back in full when repayments are due.

•To receive interest on loans when due.

Stakeholders and their objectives

Stakeholder Main ObjectiveCommunity To benefit from employment the business creates.

To be free from environmental disadvantages the firm might create.

Government • To receive tax revenues from profitable firms.•To direct the operations of the business for the benefit of the community/nation.•To control business operations and performance to ensure it remains within national laws.•To assist businesses in accordance with national and local policies.

Competitors • To compete by all lawful means.•To differentiate its products from those of other businesses.•To compare and contrast performances with other businesses.

Meeting the Needs of Stakeholders BTEC Business

Stakeholder Analysis - Project Management Tools from MindTools.com