What, if any, is the relationship and/or responsibility of the Senior Management of an organisation, to its stakeholders?
Senior managers of an organisation are high-level directors that manage the day-to-day activities that businesses encounter. McLaney and Atrill (2016) state that directors have three major tasks: to set the overall strategy and direction of the business, monitor and control business activity and to communicate with shareholders. Stakeholders are known to be people who have a direction interest in an organisation, and it is important that the Board of Directors shows sound leadership to ensure that relationships with stakeholders work well and avoid conflict. This essay will explore the relationship and responsibility Senior Managers of organisations have with four of the main stakeholders: shareholders, employees, the government and
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Public Limited Companies are owned by shareholders; people who have purchased a stake within an organisation in exchange for a share in the business. The purchase of a share represents ownership in company, and the higher share percentage a person has within a company can wield them tremendous power and influence of decisions. Elections take place within organisations to decide the Board of Directors, where shareholders vote for who they want to be part of the Senior Management team. Atrill et al (2013) explains how typically one share is worth one vote in the election, demonstrating the power of owning a large stake within an organisation. Companies such as Sainsbury’s do not have a majority shareholder, thus the Board of Directors at Sainsbury’s decide the frequency and amount per share of dividend payment that are issued each year (J. Sainsbury, 2016). In order to maintain investment, the Board of Directors must offer a dividend of their
In this assignment I will discuss about key stakeholders who influence the purposes of two business, the business I have chosen are Tesco and Oxfam. Also, I will be talking about interest owners, customers, suppliers, employees, trade unions and employer associations have in the business. Another point I will be talking about is why business must consider local communities and pressure groups when operating their business.
According to the Case Management Society of America, case management is "a collaborative process of assessment, planning, facilitation, care coordination, evaluation, and advocacy for options and services to meet an individual's and family's comprehensive health needs through communication and available resources to promote quality, cost effective outcomes" (Case Management Society of America [CMSA], 2010). As a method, case management has moved to the forefront of social work practice. The social work profession, along with other fields of study, recognizes the difficulty of locating and accessing comprehensive services to meet needs. Therefore, case managers work with these
Stakeholder is the different types of clients that you have as an organisation/ business. Primary clients are the clients that Havering or an organisation/business do main business with. For example, at Havering our primary clients are the residents that ones that we provide to services that we offer to. Our secondary clients would be the contractors, they are the ones that we speak to on a daily basis and help the organisation be able to provide its services, we chase work up with them that they are completing for the residents on behalf of Havering. The key client at Havering would be Havering Residents in Housing Service in other departments the key clients would also be Newham Council Residents as we are in partnership with them. External
Hence, the stakeholders which are described as those who are affected by the organisation performance ,actions and duties and those actions includes employees, clients, local community and investors as well. The theory of stakeholders also suggests that it is the responsibility of firm to make sure no rights of stakeholders are dishonoured and make decisions in the interest of stakeholders which is also the purpose of stakeholder theory to make more profit and balancing it while considering its stakeholders (Freeman 2008 pp. 162-165). In the other words organisation must also operates in a more socially accountable approach by carrying out corporate social responsibility as (CSR) activities.
Many organisations are addressing the relationship they have with stakeholders. Select an organisation that is currently changing its policies towards stakeholders and, acting the role of a key stakeholder representative prepare a positioning statement/report that summarises key issues for your supporters.
Corporate governance implies governing a company/organization by a set of rules, principles, systems and processes. It guides the company about how to achieve its vision in a way that benefits the company and provides long-term benefits to its stakeholders. In the corporate business context, stake-holders comprise board of directors, management, employees and with the rising awareness about Corporate Social Responsibility; it includes shareholders and society as well. The principles which...
Regarding to organizational stakeholders, there are three main groups of stakeholders: customers, employees and investors. The company attempts to link stakeholders’ needs and expectations to the company’s goals. For customers, the company must treat them fairly and honestly. For employees, the company needs to treat them fairly, make them a part of the company and respect their needs. For investor, managers should comply with the accounting procedure, do not manip...
Common stock ownership has the benefit of allowing its shareholders to vote on the organization's board of members. Usually, one share of common stock equates to one vote. Companies sell common stock through public offerings, and it's traded among investors on the secondary market. Share...
As a consequence of the separate legal entity and limited liability doctrines within the UK’s unitary based system, company law had to develop responses to the ‘agency costs’ that arose. The central response is directors’ duties; these are owed by the directors to the company and operate as a counterbalance to the vast scope of powers given to the board. The benefit of the unitary board system is reflected in the efficiency gains it brings, however the disadvantage is clear, the directors may act to further their own interests to the detriment of the company. It is evident within executive remuneration that directors are placed in a stark conflict of interest position in that they may disproportionately reward themselves. The counterbalance to this concern is S175 Companies Act 2006 (CA 2006) this acts to prevent certain conflicts arising and punishes directors who find themselves in this position. Furthermore, there are specific provisions within the CA 2006 that empower third parties such as shareholders to influence directors’ remuneration.
Stakeholders are individuals, groups, and organisations with the power to influence the delivery of an organisation’s strategy and thus the organisation’s performance and/or a significant interest in an organisation’s strategy and thus the organisation’s performance (Wisniewski, 2001; Ackermann & Eden, 2011). In the context of the draft BSC to be developed, however, the analysis shall focus on relatively aggregated stakeholder groups. Firstly, the aim of this stakeholder analysis is not to pinpoint individual persons as stakeholders who may then be managed more easily than large organisations, but to identify rather broad stakeholder groups interested in Zara’s performance. Secondly, addressing
Stakeholders are those groups or individual in society that have a direct interest in the performance and activities of business. The main stakeholders are employees, shareholders, customers, suppliers, financiers and the local community. Stakeholders may not hold any formal authority over the organization, but theorists such as Professor Charles Handy believe that a firm’s best long-term interests are served by paying close attention to the needs of each of these stakeholders. The modern view is that a firm has responsibilities to all its stakeholders i.e. everyone with a legitimate interest in the company. These include shareholders, competitors, government, employees, directors, distributors, customers, sub-contractors, pressure groups and local community. Although a company’s directors owes a legal duty to the shareholders, they also have moral responsibilities to other stakeholder group’s objectives in their entirely. As a firm can’t meet all stakeholders’ objectives in their entirety, they have to compromise. A company should try to serve the needs of these groups or individuals, but whilst some needs are common, other needs conflict. By the development of this second runway, the public and stakeholders are affected in one or other way and it can be positive and negative.
Nottingham Trent University. (2013). Lecture 1 - An Introduction to Corporate Governance. Available: https://now.ntu.ac.uk/d2l/le/content/248250/viewContent/1053845/View. Last accessed 16th Dec 2013.
There is a clear division of work and responsibility between the management and workers involved in the firm. Workers simply carry out the work while managers are concerned only with th...
Stakeholders refer to individuals or groups of people that have an interest in a business. Management argues that as long as there is wealth for shareholders, then anything is done in a responsible manner and things should be done to promote the interest of other stakeholders.
According to Carol Padgett (2012, 1), “companies are important part of our daily lives…in today’s economy, we are bound together through a myriad of relationships with companies”. The board of directors remain the highest echelon of management in any company. It is the “group of executive and non-executive directors which forms corporate strategy and is responsible for monitoring performance on the behalf of shareholders” (Padgett, 2012:1). Boards are clearly critical to the operation of companies and they are endowed with substantial power in the statute (Companies Act, 2014). The board is responsible for directing and steering the company. The board accomplishes this by business planning and risk management through proper corporate governance.