Stakeholder Identification And Prioritization Using A Case Study Of Stakeholder Management

A stakeholder analysis is a process for providing insights into, and understanding of, the interactions between a project and its stakeholders. It is a powerful tool to help project members identify and prioritise stakeholders who can have an impact on project success. It can prompt thinking about the type of influence individuals have and in what way they might be an asset (or hindrance) to achieving successful outcomes. It is an essential starting place for understanding critical stakeholders and is the first step for developing engagement strategies for building and maintaining the networks that are necessary for the delivery of successful project outcomes.

80). Strategic thinking is a skill that helps pursue logical information and answer assumptions at all levels of the workplace. Forming the ability to deliver operational plans with the objectives put in place by an organization is imperative in strategically thinking within Mayo Clinic. To be strategically relevant Mayo Clinic must improve and increase the core business and must live the primary values which are the needs of the patient comes first according to The Mayo Effect. Incorporating the stakeholder theory, the strategic plan on behalf of Mayo Clinic, key stakeholders truly relay that the persistence of the clinic is to create as much value possible for the stakeholders involved. The top stakeholders in the plan are the patients, the general public and local communities surrounding Mayo. Furthermore the employees and competitors are stakeholders that are visible in the plan. In terms of the long-term plan, the global community could also be defined as a stakeholder within the strategic plan.

“The outcome of the research phase is not only consensus about the facts of the organization and its environment; it also gives focus to the next step, that of formulating the organization’s vision for itself” (Berman, 2006, p. 70). Organizational mandates and the type of stakeholders that need to be engaged are often identified prior to developing mission, vision and values. Once an understanding of mandates and stakeholders are clear, then the design phase can continue. The MDHHS strategic planning team and its designated stakeholders develop statements to describe what the department does and why it exists, decides upon principles and beliefs that will guide the continued work of the department, and a statement of the ideal future state based on the work the department intends to do (mission, vision, values, respectively). In addition, the information collected in the research phase is compiled and assessed and any additional data needs are identified and summarized. Organizational strengths and weaknesses and external opportunities and threats (SWOT) or challenges (SWOC) are identified in this phase (Berman, 2006, p. 71).

The fourth step in the strategic process will include the implementation of strategies by forming projects. “The conceptual framework for strategy implementation lacks the structure and discipline found in strategy formulation. Implementation requires action and completing tasks” (Gray, Larson, 2008).

The society we reside in has evolved to the point of no return. Most of our health care system consist of technology, implementation, goals, scanning, monitoring, forecasting and assessing. However, critical strategies and resource priorities involve ensuring that all the essential elements are currently met within the organization. Also, prioritizing strategies are as follows strategic thinking, strategic planning and managing strategic momentum. Each facet acknowledges and identifies what is important in hospitals and health care. Therefore, the delivery of each process allows the organization to recognize the need for the patient and population. THE LITTLE BOOK “the plan sets direction for the organization and through a common understanding

Picture the face of a student receiving a research paper, not to thrilling, some will start sooner than others but everyone must start their research papers somehow and some way. Google means “to search” and now in days it can be used for browsing, personal computing, email, and broadband networking (Krazit). Years ago when internet and Google did not exist students actually went to the library to not only study but to get and look through books. That is how students got their research for papers, while students today use the internet and mostly Google. Now when students go to the library they use it for a study area and internet access. Walking into the library

Temple University initiated to develop 35,000 seat football stadium with an estimated cost of $100 million in the campus area of Philadelphia (Clearing the Way for a Football Stadium. Philly.com). The objective of this stakeholder analysis paper is to identify the most powerful and influential stakeholders of Temple University stadium using three attributes - power, legitimacy and urgency. There are two divisions of stakeholders- Primary and Secondary Stakeholders. According to Clarkson (1995), Primary stakeholders are the most important groups as there is high level of dependency between each other and without which the organization/Institute cannot survive. On the other hand, Secondary stakeholders are those who don’t have direct

Most healthcare organization are facing tremendous amount of challenges as they attempt to solve problems and take advantages of the numerous opportunities brought about by the advancement in information technology, and information system. The decision to embark on a certain project can prove to be a daunting task, due to the fact that most proposed project will encounter major resistance and experience low stakeholder buy-in. One of the major reason that project faces resistance is the lack a well articulated vision statement at the initial phase of the project. As in the case of FutureCare Medical Group, a clear vision for the project was ambiguous at best, and achieve very little in persuading the physician's group to offer their full support.

The most important aspects of the project include the budget and the schedule. When presenting the project theory to the key stakeholders and decision makers of a organization, “how long will it take” is one of the main questions or concerns. This is very important in case the health care facility needs to shut down during the project or if there are modifications that have to take place. In the case of the project that I choose there is no need to shut down the health care facility or cause any major modifications, only minor changes will be made. When looking at the roles, the schedule is ultimately left up to the director, manager, and assistant manager. The director would be the one to make the final changes and improvements that are needed for the schedule before it is presented to the key stakeholders.

This assignment will be a good review of the following: Choose a company or an industry in which you have worked or would like to work. It could be a hospital or a physician practice. Identify all the important stakeholders for the entity. Determine the primary aims/objectives of each stakeholder. Assess the power of each stakeholder to affect the company’s strategic plans, and how it may apply that power. Explain how the company might respond to the possible actions of each stakeholder. Recommend tradeoffs that company managers could make to accommodate the stakeholders in a way that optimizes the company’s own performance.

Change in any organization depends not only with its internal environment, but is also influenced by the external environment as well. One of the common road blocks that organizations has to cross through is the budget constraints. The following case study focuses on the similar issue that the Basic Health (BH) had to face in order to continue its program in providing health coverage to low-income families. BH is overseen by Health Care Authority (HCA), which is a Washington state agency that oversees seven health care programs.

To produce a set of recommendations in a written document about how McDonalds PLC, can reduce its carbon footprint through the management of key stakeholder relationships.

Common goals and potential synergy between an organisation and a stakeholder is identified by understanding the needs and interests of an organisation and the stakeholder and establishing goals that can be long or short term that will be able to meet the needs and expectations of the stakeholders. You can establish these goals by communicating and negotiating with the stakeholders. By communicating you will also be able to understand what the capabilities of the stakeholder are with resources and finances.

This case study, which is based on real life events of an organization located in an eastern US city, revolves around Lincoln Women’s Service Center, a not-for-profit organization that serves the purpose of catering to the progress needs of young women, with moderate to severe medical conditions, serving in it a niche client base. Currently amidst steady growth and possible expansion due to favorable market conditions and no dearth of support in terms of public aid, but faced with the problem of a space constraint, owing to the location of their facility, and some competition in the facility itself; Lincoln’s executive director, Maria Worthington, was in pursuit of a strategic planning facilitator to help solve the dilemma and draft a strategic plan for the future of the organization. As a result of these circumstances, the board, with John Balmore as the chair, were referred to an OD consultant, in the form of Barry Kravich, for the facilitation of the strategic planning. Barry, with the proposal (and subsequent execution) of an adversarial strategic team, composed of stakeholders well beyond just the professional staff and customers, in an effort to consider and garner feedback on a full range of strategic issues by involving all those who were affected or in turn affected the organization, for what he termed as external stakeholders, seemed to have gained favorable support for his plans by Maria. A kickoff meeting was underway, wherein a

This report is on developing organizational vision and strategic direction. For this purpose a healthcare organization is taken for analyzing the given learning outcomes of the assignment. The first section of this report assesses the development of an organizational vision involving environmental assessment and stakeholders. Second section of this report will discuss about communication of the vision so developed to the stakeholders and finally the last section of this report makes an assessment of the implementation of the organizational vision and strategic direction.