Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
The stakeholders of the most successful projects are the catalyst of the traditional managerial functions of planning, organizing, leading, motivating and defining control measures as well (Karlsen, 2002). The observation is also made that the reliance purely on the mechanics of stakeholder management aren't nearly as valuable as having a more unified, highly integrated platform of trust across all stakeholders. The goal of stakeholder management isn't the defining of the status quo from stakeholder requirements or interruptions; it is the creation and solidifying of a very high level of trust and shared risk and reward mindset across the entire stakeholder team.
To enable this level of cross-stakeholder trust and communication, the author has defined a six-step process that is designed for iterative process definition and development of trust-based relationships. These six processes include initial planning, identification, analysis, communication, action and follow-up (Karlsen, 2002). Based on the attitudinal data captured with the 5-point Likert Scale questionnaires given to Norwegian project management...
The intention of this framework is to create a collaborative workflow and series of processes where expectations and results can be quickly compared in real-time communication, further fueling trust (Karlsen, 2002).
Figure 1: Project Stakeholder Management Process (Karlsen, 2002)
Conclusion
The outcome of the empirical research completed in Project Stakeholder Management (Karlsen, 2002) indicates that the traditional, often statically-driven approached to stakeholder management are ineffective in creating trust. What the research completed indicates is that a highly interactive, collaborative framework is superior in creating the necessary information and knowledge sharing to further strengthen trust and support across stakeholder groups.
References
Karlsen, J.T. (2002). Project Stakeholder Management. Engineering Management Journal, 14(4), 19-24.
76). As automation increasingly assumes the more mundane and routine aspects of work of all types, Drucker was visionary in his assessment of how decisions would be made in the years to come. "In the future," said Drucker, "it was possible that all employment would be managerial in nature, and we would then have progressed from a society of labor to a society of management" (Witzel, p. 76). The
In my opinion, valuable organizational change is a process. It is nothing that comes from one day to the other. It requires the combined efforts of the organization as a whole: Skilled managers and the commitment of an organization's workforce alike. Discussion of the paper's results: What are the key findings? What does it add to the body of knowledge? The key findings of the paper are threefold. First, the current management
Managing Diversity Diversity is a fact of American and International business and is a broader, more complex issue than one might initially believe. A universally vital element of global commerce, Diversity has spawned an abundance of theorists, journals and specialists, some of whom are encountered in this composition. Addressing the remarkable breadth and complexity of Diversity, this essay reviews: the nature of Diversity; legally protected classes within the United States; aspects
Managing the Effectiveness of the Audit Process Mission and Objectives of the International Audit Department Stakeholders The IAD stakeholder power-interest grid The Audit Process Objectives, Scope and Approach of the Research Purpose and Mandate Resourcing Competency Development Sustaining People Excellence Tools and Technology Knowledge Management Operations Quality Governance People Infrastructure and Operations Japan Tobacco International (JTI) is an international tobacco business that is operated by Japan Tobacco Inc. Japan Tobacco Inc. is the third largest player in the international tobacco industry with a market capitalization of 32
Managing Employment Relationships The relationships between labour and management can be contentious or amicable, depending on the industry and the leadership involved. When these stakeholders reach loggerheads over disagreements about wages, benefits or working conditions, productivity is diminished, jobs can be lost and national productivity inevitably suffers. To determine what can be done, this paper provides an analysis and explanation concerning the roles of two key stakeholders involved in managing the
15. I see teachers tease students. 16. I tease other students. 17. I see students hurting others physically. 18. I hurt others physically. 19. I hurt others emotionally. Academic Skills: 20. I am interested in coming to school. 21. I am a good listener. 22. I am involved in extra-curricular activities. 23. I do my homework. 24. I get good grades. 25. Adults listen to me. Loneliness: 26. I am lonely. 27. I feel lonely when I'm at school. Emotional Expression: 28. I share my feelings