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Stakeholder analysis case example
Stakeholder analysis
Stakeholder analysis
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Case Study of Boots Plc
Boots Plc have various kinds of stakeholders in their business who do
various kinds of jobs suitable for which group there are in. Like any
other Plc their stakeholders at least have a say in the business
depending their role. E.g. shareholders have a bigger say than the
employees who have very little say in the business. Boots Plc have the
following external stakeholders in their businesses that play
different roles between them are: -
Ø Pressure Groups
Ø Local Community
Ø Government
Ø Financers (Banks/Creditors)
Ø Suppliers
Ø Customers
Although they have external stakeholders in their business the must
have internal stakeholders for them to run their business properly and
be successfully at the same time. These internal stakeholders are
similar to external because they have different roles to play between
them and are essential for the business. These internal stakeholders
who help the business are: -
Ø Employees
Ø Owners
Ø Managers
Roles of external Stakeholders and their influences
Pressure groups
Pressure Groups play a huge part in Boots Plc as they try and help
employees or any other people having problems. (E.g. if 400 employees
are sacked, Pressure Groups try and do the right thing by trying to
get all the jobs back for people who have lost them).
"Trade union Usdaw is to hold talks with management at Boots to
discuss today's announcement that 900 jobs are to be lost at its
Nottingham head office. We are seeking urgent talks with the company,
with a strong emphasis on protecting jobs. Although it was not
unexpected, this remains a devastati...
... middle of paper ...
...holders. Junior employees in Boots Plc don't
have a bigger say than the mangers who also have a say in how the
business is run. Manager's expectations are the following: -
Ø Reputation is vital so the managers want to have a good reputation
for being successful locally and nationally
Ø Working in a business that is constantly growing
Ø Also want a greater role in making decision
Managers of Boots Plc are responsible for the efficiency of running
the business. Manager of Boots Plc have the power to be innovative.
The managers can also be responsible for the failure or the success of
Boots Plc than the owners. It is important that the owners are
appointed with care and are properly rewarded for their management
abilities. This is why senior managers can attract very high salaries,
for their management skills.
The overall idea that Nadar, Green and Seligman present is that we need to allow the board to play its original role and to remove the excessive amounts of power that are current held by the highest company executives. Their goal is to make companies democratic just like the American system government and to make all who participate accountable for the actions they take.
Each party plays his parts – Role of key players like owners, Board of directors and staffs
...was no longer to be a matter of status and deference, but of function and quality of performance. And decisions were to be made by the involved collective, respecting the dignity and legitimate interests of all participants.
They usually make choices based on their own judgements. They demand an absolute and authoritarian control over an organization.
The many jobs the athletic director has, another one is making budgets for the team sports. They are also in charge of ra...
too much power and think they can do whatever they think can improve the team?
Tesco’s management recognizes this and applies it in accordance with the situation at hand. The concern’s leadership takes the authoritarian stance when it comes to emergencies in order to elicit immediate responses to resolve problems before they escalate (Business case studies, 2016a). The experience of the said employee(s) is also an important consideration. When it comes to delegating a decision-making responsibility, managers refrain from allocating this responsibility to new workers (Business case studies, 2016a). This is because they may not have the requisite experience to make important decisions for the
Management’s main responsibility is to convey the vision of the business owner to the team to rally the team to a common goal.
Teams should not appoint members who lack skills or motivation, but the manager should manage the team depending upon its members skills set and motivations, and ensure the size of the team is as required – not too small or large to complete the tasks.
Miuccia Prada once said that “What you wear is how you present yourself to the world, especially today, when human contacts are so quick. Fashion is instant language”. Miuccia Prada and the Prada brand have grown from humble beginnings making quality leather goods to a public traded company with a current market capitalization of over $26 billion (USD) . With the development of Prada as one of the world’s premier luxury brands it provides an excellent case study to examine how strategy paved the way for the success of the Prada brand. First, an examination of Prada’s strategic positioning against luxury brand rivals Louis Vuitton Hennessey Moet (LVHM) and Kering (Gucci). The acquisition history of Prada will be reviewed, where some preliminary conclusions can be made about what has been contributing factors to both the successes and failures. Then finally, an evaluation of what the future holds for Prada and the sustainability of its competitive advantage.
|1959: |Rudolf Dassler's wife and two sons become part owners of the Puma Sportschuhfabriken Rudolf Dassler KG. |
The management process, when properly executed, involves a wide variety of activities, including planning, organizing, directing and controlling. It is management’s role to perform all of these functions in order to maximize results. Management maintains the right to direct all business activities. In order to retain as much authority as possible in the direction of the workplace, management has sought to include certain provisions in collective bargaining agreements. Management has no rights over individual people within the organization, but does maintain rights to property, which are real and legally enforceable.
Owners and managers are responsible for the overall success of a music venue. They are in charge of things like booking acts, and overseeing employees. While owners have the final say in the club's business decisions, managers handle the daily operations of the venue, such as hiring, training, and scheduling staff members, planning music programming, checking music and bar equipment, and ensuring the safety and cleanliness of the club. The key to running a successful music venue is to cater to the audience. Without their continued support, there isn’t much reason to have a venue.
...lanned and things are just not going to work out. A leader with is experience and capability should be able to quickly assess the causes and try and fix those problem.