Every organization relies on its own unique bundle of organizational stakeholders. Each one of the relationships...
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Every organization relies on its own unique bundle of organizational stakeholders. Each one of the relationships between the organization and its stakeholders is influential in its ability to serve its mission and achieve above-average profits in the for-profit sector, or to create value in the not-for-profit sector. However, there are many ways that stakeholder management differs between the for-profit and not-for-profit worlds. It is easy to think of a for-profit firm that has product market stakeholders, such as customers, who can add or subtract their support by their decision of whether or not to purchase the firm's products or services. But who is the customer for a not-for-profit, and are the categories of product, market, organization, and capital market stakeholders very different from the for-profit arena? This exercise challenges you to uncover some of the more influential ways in which this is so. Part One In this exercise, you will be working in teams of approximately four students per team. 1. Decide which not-for-profit organization you wish to analyze. If you would like assistance in identifying a not-for-profit organization, a good Web source is the IRS. You may search for charities at http://www.irs.gov/app/pub-78/. 2. Determine two or three key strategic initiatives of this not-for-profit organization. Most not-for-profits, particularly well- known ones, are good about posting their strategic plans on their Web sites. 3. Now perform a macro environmental analysis, and list all known or expected stakeholders for the organization. You should place them in the context of product, market, and organizational stakeholders. Part Two Now you are ready to start thinking critically about the organization and the challenges it faces among its stakeholders as it attempts to roll out its strategic initiatives. 1. For each strategic initiative that the organization has announced, analyze each stakeholder for the organization, and list areas in which the proposed strategy is likely to be supported, or not, by that particular stakeholder. 2. For the purpose of presenting to the class, organize your list so as to be able to present those strategies upon which expected support is likely to be gained and those strategies upon which support is likely to be discouraged. 3. Present to the class your recommendation for how the organization should proceed. For instance, if perceived support is critical to the successful strategic initiative but the strategy is likely to be viewed negatively by the stakeholder, provide some potential actions that the organization might take to mitigate the negative reaction or, alternatively, that might gain the stakeholders' support. Conflicts are normal among organizational stakeholders, and deciding which must be attended to and at which time for which strategic action is a critical strategic leadership activity for every firm. Every organization relies on its own unique bundle of organizational stakeholders. Each one of the relationships between the organization and its stakeholders is influential in its ability to serve its mission and achieve above-average profits in the for-profit sector, or to create value in the not-for-profit sector. However, there are many ways that stakeholder management differs between the for-profit and not-for-profit worlds. It is easy to think of a for-profit firm that has product market stakeholders, such as customers, who can add or subtract their support by their decision of whether or not to purchase the firm's products or services. But who is the customer for a not-for-profit, and are the categories of product, market, organization, and capital market stakeholders very different from the for-profit arena? This exercise challenges you to uncover some of the more influential ways in which this is so. Part One In this exercise, you will be working in teams of approximately four students per team. 1. Decide which not-for-profit organization you wish to analyze. If you would like assistance in identifying a not-for-profit organization, a good Web source is the IRS. You may search for charities at http://www.irs.gov/app/pub-78/. 2. Determine two or three key strategic initiatives of this not-for-profit organization. Most not-for-profits, particularly well- known ones, are good about posting their strategic plans on their Web sites. 3. Now perform a macro environmental analysis, and list all known or expected stakeholders for the organization. You should place them in the context of product, market, and organizational stakeholders. Part Two Now you are ready to start thinking critically about the organization and the challenges it faces among its stakeholders as it attempts to roll out its strategic initiatives. 1. For each strategic initiative that the organization has announced, analyze each stakeholder for the organization, and list areas in which the proposed strategy is likely to be supported, or not, by that particular stakeholder. 2. For the purpose of presenting to the class, organize your list so as to be able to present those strategies upon which expected support is likely to be gained and those strategies upon which support is likely to be discouraged. 3. Present to the class your recommendation for how the organization should proceed. For instance, if perceived support is critical to the successful strategic initiative but the strategy is likely to be viewed negatively by the stakeholder, provide some potential actions that the organization might take to mitigate the negative reaction or, alternatively, that might gain the stakeholders' support. Conflicts are normal among organizational stakeholders, and deciding which must be attended to and at which time for which strategic action is a critical strategic leadership activity for every firm.
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Our nonprofit organization is Elder haven Assisted Living Home Tucson Arizona The initiatives of this organization include 1 Provision of Elder Care ambulatory assisted living services in an environme... View the full answer
Related Book For
Governmental and Nonprofit Accounting
ISBN: 978-0132751261
10th edition
Authors: Robert Freeman, Craig Shoulders, Gregory Allison, Robert Smi
Posted Date:
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