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Types of responsibilities an organization has to stakeholders
This article is subject to the responsibilities that the organization has towards the stakeholders. They include both external and internal stakeholders. Internal stakeholders refer to the shareholders who are the management and employees. External stakeholders refer to the community, credit competitors, suppliers and consumers. The employees are considered significant stakeholders. The employees remain in a subservient position in the organization regardless of the fact that they provide the necessary labor. Regarding this fact, state and federal laws have been put in place to govern the rights of employees and ensure that they are fairly compensated and treated with respect. The employment laws provides for 8 rights of the employee. They include the freedom of voicing concerns without retaliation from the employer, medical and family leave, non-discriminatory hiring, benefits of unemployment, safe working environment, and equal compensation regardless of gender, minimum wage and the ability to organize. Cases of employment law are discussed upon with regard to the equity...
Shareholders are a significant component of the business, because they hold a primary stake in the business. The responsibilities of the organization of the stakeholders are: protecting the assets of the shareholder, giving the relevant information, just investment returns and providing professional management. The responsibilities of the organization towards the employee include provision of equal opportunities, giving room for suggestions and complaints, maintaining honest and open communication and good working conditions. The management of a business performs a significant function in scaling the various claims of stakeholders. Consequently, the duty of the management includes sustaining relationships that are healthy between the stakeholders. The responsibilities of the organization to the consumer include fair customer treatment, provision of prompt service and offering quality goods.
These form the foundation for creating more agile, and responsive change management strategies. What makes the 7-S Model stand out however is the integration of its seven core factors with a Balanced Scorecard (BSC), which seeks to equate organizational strategies to financial performance. Specifically included in the BSC approach are financial and customer perspectives, internal process perspective, and learning and growth perspective (Kaplan, 2005). The integration of the 7-S
c) Change support In the context of the closing of the Orlon manufacturing operations, a useful approach to the problem would be constituted by the action research. This type of research specifically implies that the individual assesses the situation, but in doing so, also seeks solutions to resolving the problem (Saunders, Lewis and Thornhill, 2009). This type of research combines the theoretical stance with the practical stance. Through its lenses then,
Organizational Technology Plan Human Resource Management Organizational Technology Plan Creating an organization capable of responding quickly to turbulent market conditions while continually aligning human resources to the highest priority challenges and opportunities is a critical success factor in the 21st century. Using technologies to accelerate these strategies, while also aggregating and use knowledge effectively as also key. This is where human resource management systems are delivering contributions to enterprises, making them more
Managing Organizational Change It is reasonable to suggest that companies of all types and sizes have integrated information technology systems of some sort to help them manage their businesses and achieve a competitive advantage in recent years. Because computer systems tend to become obsolete rapidly as Moore's Law continues to hold true, many companies have accumulated a mish-mash of various computer types and capabilities that may not operate efficiently in a
Human Resources Managing Organisational Culture The values and behaviors that contribute to the unique social and psychological environment of an organization make up the organizations culture. Organizational culture is the summation total of an organization's past and current suppositions, incidents, viewpoint, and values that hold it together, and is articulated in its self-image, inner workings, connections with the outside world, and future prospects. In dealing with the management of organisational culture, it is
Change Management Organizational Change Organizational change aims at ensuring that the implementation of changes in an organization is smooth and successful. Moreover, it ensures that the benefits of these changes are achievable (Burke 2010). The introduction of social media and technology has recently had much effect on business in the recent past. Accessing information by the organization is easier nowadays thus; the need for introducing changes to business to cope with the