Stakeholder Engagement and Roles in Strategic Planning
This assignment is responding to the two post below. Requirements for each response is:
- At least one paragraph
- Contain intext citation where appropriate
- At least one reference per paragraph (it could be the same reference for each)
Do not connect the two posts. They are completely separate. No introduction and no summary.
ASSIGNMENT: Respond to two colleagues by sharing additional insights or alternative perspectives.
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POST 1
Amonica: Discussion – Week 6
Question One
Creative and effective collaboration within the American Heart Association ensures improved modern innovations. However, enhancing innovative partnerships can sometimes be challenging because it has some issues, such as personality conflicts, limited resources, and vague guidelines, which might result in project failure (Allison & Kaye, 2015). The purpose of this discussion post is to identify the most critical aspects that organizational leaders should consider when developing effective and impactful collaborative support for new strategies in terms of stakeholder engagement and cultural competency.
First, the organizational leaders should set expectations of the business. O’Cathain (2018) argues that many companies engage in collaborative programs without the required knowledge about necessary resources due to excitement and enthusiasm for possible success or implementing new ideas. Therefore, managers should outline essential participation expectations, including coordinated programming, fundraising, sharing of data in a signed agreement between stakeholders and the project committee members.
Second, organizational leaders should maintain effective communication throughout the multiple stakeholders, mainly when there are no current relationships. According to Allison and Kaye (2015), stakeholders should be aware of the objectives of the organization, and its values for the market, consumers, and providers using available means of communication to help them align with the company’s goals and direction. They must also create management teams and task forces that are responsible for engaging stakeholders and effectively sharing relevant information by providing precise and consistent data.
Another significant element to consider is the evaluation process. O’Cathain (2018) suggests that it is essential to create a strategy of change, showing how the business leaders expect the strategic planning to lead them to their expected results during the first step of developing collaborative support. In the implementation stage of the new strategies, stakeholder engagements, system changes, as well as required policies and practices, the organizational leaders should evaluate to achieve the organizational goals.
References
Allison, M., & Kaye, J. (2015). Strategic Planning for Nonprofit Organizations: A Practical Guide for Dynamic Times. Hoboken: John Wiley & Sons.
O’Cathain, A. (2018). Engaging with key stakeholders. Oxford Medicine Online. doi:10.1093/med/9780198802082.003.0015
POST 2
Latarsha
RE: Discussion – Week 6
Question 2
The environment in which stakeholders operate may have considerable impacts on the role they play. For instance, the role of stakeholders in an organization with a complex and vibrant environment fundamentally differs from that which has a more stable environment. In complex and dynamic environments, the roles of stakeholders require more expertise, in particular for the employees. Moreover, the functions of stakeholders in corporations with complex environments take priority. The reason for this is that an organization would not want to lose any of its stakeholders as such a loss would result in imminent losses for the establishment. It is crucial to note that the roles of stakeholders in such environments are indefinite and unspecific; the duties keep on changing depending on the vicissitudes decipherable in the environment (Ugboro, Obeng, & Spann, 2011). On the other hand, the role of stakeholders in organizations with more stable environment is definite and more distinct. The reason for this is that the business environment is not dynamic; thus, stakeholders can easily find their functions and fit in them efficiently.
The difference depicted above may have considerable impacts on the structure of strategic planning process. Choosing a business strategy requires the managers to make elaborate choices regarding the relative value of different players in the market and other stakeholders. Since the roles of stakeholders in organizations with complex and dynamic environments keep on changing, strategic planning process may take a substantial time due to lengthy consultations resulting from the multiplicity of factors that ought to be considered in the planning process. In addition, the strategic planning process is complicated and may be expensive as many stakeholders must be consulted.
On the other hand, in organizations operating in more stable environments, the strategic planning process takes a short period since only minimal consultations are required. In fact, because stakeholder roles are definable and distinct, the process of strategic planning is simple and less involving than that in the complex and dynamic environments. To sum everything up, it is evident that the environment in which an organization operates affects stakeholder roles, and that differences in stakeholder roles have direct impacts on the strategic planning process.
References
Ugboro, I., Obeng, K., & Spann, O. (2011). Strategic planning as an effective tool of strategic management in public sector organizations : Evidence from public transit organizations. In I. Ugboro, K. Obeng, & O. Spann, Administration and society (pp. 87-123). New York: SAGE Publications.
Possible Resources
Required Resources
Note: To access this week’s required library resources, please click on the link to the Course Readings List, found in the Course Materials section of your Syllabus.
Readings
Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement (5th ed.). Hoboken, NJ: John Wiley & Sons, Inc.
• Chapter 8, “Establishing an Effective Organizational Vision for the Future” (pp. 269-279)
This chapter explores the importance of clearly outlining an organization’s vision. It also provides an example of an effective vision, as well as guidelines for establishing your own organizational vision.
Ugboro, I. O., Obeng, K., Spann, O. (2011). Strategic planning as an effective tool of strategic management in public sector organizations: Evidence from public transit organizations. Administration & Society, 43(1), 87-123.
This article explores the effectiveness of strategic planning in strategic management. It also examines the impact of environmental changes and other challenges on strategic planning.
Optional Resources
Aguilar, O. (2003). How strategic performance management is helping companies create business value. Strategic Finance, 84(7), 44–49.
Sherman, H., Rowley, D. J., & Armandi, B. R. (2007). Developing a strategic profile: The pre-planning phase of strategic management. Business Strategy Series, 8(3), 162–171.
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Discussion – Week 6
Stakeholder Engagement and Roles in Strategic Planning
Stakeholders can have a powerful impact on organizational decision-making and strategic planning, making stakeholder engagement essential. As a leader and manager of an organization, you will not only be tasked with building relationships and engaging key stakeholders, but also identifying their role in the strategic planning process. In this Discussion, you examine stakeholder engagement and the role of stakeholders in strategic planning.
By Day 3
Post a response to one of the following three prompts:
- Suppose you are an organizational leader trying to develop collaborative support for new strategies. What is the most critical aspect for you to consider in terms of stakeholder roles (i.e., cultural competency, stakeholder engagement, etc.)?
- Suppose you are working with the stakeholders of an organization that has a dynamic and complex environment. How might the role of stakeholders in this environment differ from a more stable environment? How might this difference impact the structure of the strategic planning process?
- Suppose you are an organizational leader trying to build relationships and stakeholder support virtually. How might virtual stakeholder relationship building differ from on-ground relationship building? How might the role of a virtual stakeholder differ from the role of an on-ground stakeholder?
