Effects of Stakeholders on Communication - Assignment Example

Effects of stakeholders on communication affiliation Effects of stakeholders on communication Task Stakeholders possess immense concern in a specific decision, either as representatives of a group or as individuals. This comprises individuals who an impact on a decision, or can influence it, in addition to those affected by it. Identifying the stakeholder includes assessing the stakeholders attitudes in comparison with to the project proposed (Winch, 2004). These attitudes will assist to determine the level of influence and interest these stakeholders will have on the project proposed.

Internal stakeholders are individuals or groups in a business that work hand in hand with the business; they include investors, owners, and employees. Owners are concerned with maximizing the business profits, investors are interested in earning income from their investment, and employees want to keep their job and earn higher wages. External stakeholders are individuals or groups that are not within the business, and are not working directly with the business, but are affected in a number of ways from the business decisions.

They include the government, trade unions, community, creditors, suppliers, and customers (Liu & Liu, 2009). Task 2 Identifying the stakeholder affects communication in many ways. The best thing is just learning what a particular stakeholder needs to enhance profit or protect and then structure communication according to these factors. First, the information to be communicated and the mode of communication vary for each group. Additionally, the period or frame for delivering the information to a group of stakeholders or a stakeholder varies as there are those that require to be notified immediately, and it will help reduce overloading stakeholders with information.

The level of the stakeholder and their interests influences a lot how you should communicate with them. The interested individuals or groups should be managed closely through status meetings; change logs, and notified about the issues, this is most probably the high power individuals and groups. These that are high powered and have less interest should always be satisfied through board meeting updates and steering committees. Those interested and are in low power, need to be informed in-person or through email updates, and video.

Finally, those who have no interest and are in low power, should be monitored and should be sent emails and status reports (Hillebrand & Biemans, 2003). Task 3 The quality of an organizations communication may influence business operations and reputation. An organizations communication tells a lot about a company, by looking at its vision statements, media alerts, press release, and mission statements a consultant gathers a lot. They indicate the values of a particular organization and what it aspires to achieve in a particular field.

Additionally, the media releases indicate the competitors and the challenges an organization is going through. In addition, they help to analyze the views of other individuals towards how the company carries its duties this can be done by looking at the statistical reports released by the media firms. The press release shows whether the company is making profits or it is going through a loss and consultants will be able to know what to advise them. Lastly, the missions shows what the organizations are currently doing (Gambardella, 2009).

References Gambardella, P. (2009). Application of Strategy Dynamics : Starbucks Corporation. In The 27th International Conference of the System Dynamics Society (pp. 1–29). Retrieved from http://www.systemdynamics.org/conferences/2009/proceed/index.html Hillebrand, B., & Biemans, W. G. (2003). The relationship between internal and external cooperation: Literature review and propositions. Journal of Business Research. Liu, S., & Liu, L. (2009). Implementing corporate external social responsibility strategies through organizational design and operation.

Journal of International Business Ethics, 2(1), 79–83. Retrieved from http://ezproxy.library.capella.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=44369775&site=ehost-live&scope=site Winch, G. M. (2004). Managing Project Stakeholders. In The Wiley Guide to Managing Projects (pp. 321–339).