Create A PowerPoint Presentation For Management

Eate A Power Point Presentation For Management The Presentation Sho

Eate a Power Point Presentation For Management The Presentation Sho

eate a Power Point presentation for management. The presentation should be 10 content slides (title slide and reference slide do not count). The presentation should include: An explanation of what a stakeholder is and why it is important to identify each group. Internal stakeholders and their responsibilities (just saying employees is too broad). Potential external stakeholders and their stake in the company – why are they concerned about potential crisis a company can experience.

An introduction and conclusion At least 3 credible peer-reviewed sources or industry recognized sources. Develop the slide content as if you were making a presentation to management. Slides should be concise. Use the Speaker Notes section or audio option of the PowerPoint slide to provide the details you would say if you were presenting this to management.

Paper For Above instruction

Introduction

Effective stakeholder management is a critical component of organizational success. Identifying and understanding stakeholders enables management to align strategies that mitigate risks, foster positive relationships, and enhance overall company sustainability. This presentation aims to clarify what stakeholders are, distinguish between internal and external stakeholders, and emphasize the importance of recognizing the diverse interests and potential concerns of each group in the context of organizational crises.

What Is a Stakeholder? And Why Is It Important to Identify Each Group?

A stakeholder is any individual, group, or organization that can affect or be affected by the operations, decisions, and policies of a company (Freeman, 1984). Identifying stakeholders is vital because it allows organizations to anticipate their expectations, manage conflicts, and build strategic alliances. Proper stakeholder analysis ensures that the company considers the diverse needs and potential influences of each group, thus enabling more informed and effective decision-making (Mitchell, Agle, & Wood, 1997).

Internal Stakeholders and Their Responsibilities

Internal stakeholders are individuals or groups within the organization who directly influence or are influenced by its operations. These include employees, management, shareholders, and board members. For example, employees are responsible for executing day-to-day operations, maintaining quality standards, and upholding the organization’s culture and values. Management teams develop strategic plans and ensure operational efficiency, while shareholders invest capital and expect financial returns. Each internal stakeholder has distinct responsibilities that contribute to the company's stability and growth (Freeman, 1984).

External Stakeholders and Their Stake in the Company

External stakeholders encompass individuals or entities outside the company who have a vested interest in its performance. These include customers, suppliers, regulators, community members, and investors. Their stakes vary—for instance, customers depend on quality and reliability, while regulators are concerned with compliance and safety standards. Suppliers' interests revolve around consistent orders and timely payments. External stakeholders are concerned about potential crises because such events can diminish trust, impact profitability, or cause regulatory repercussions. For example, a product recall can erode customer confidence and damage the company's reputation (Clarkson, 1995).

Importance of Recognizing Potential External Stakeholder Concerns During Crises

During crises, external stakeholders’ concerns can escalate, demanding transparent communication and prompt action. Identifying these groups enables management to mitigate adverse effects swiftly. For instance, environmental incidents may prompt community protests or regulatory investigations, while investor confidence can dwindle if crises are poorly managed. Recognizing external stakeholders’ perspectives facilitates the development of crisis communication plans and strategies to restore trust and safeguard the organization’s reputation (Coombs, 2007).

Control and Engagement Strategies for Stakeholders

Effective stakeholder management involves tailored communication and engagement strategies. Internal stakeholders require clear communication channels and involvement in decision-making processes. External stakeholders are best engaged through timely updates, transparent disclosures, and responsiveness to concerns. Building strong relationships can turn stakeholders into advocates, which is especially crucial during crises. For example, engaging community leaders during environmental crises helps manage public perception and supports recovery efforts (Freeman, 1984).

The Role of Stakeholder Analysis in Crisis Management

Stakeholder analysis identifies key groups, assesses their interests, and evaluates their influence. This process helps prioritize actions during crises, ensuring critical stakeholders are managed promptly. Using tools like stakeholder mapping allows organizations to visualize relationships and potential impacts, enabling proactive crisis planning. A well-conducted stakeholder analysis can facilitate resilience by aligning organizational responses with stakeholders’ expectations (Mitchell, Agle, & Wood, 1997).

Case Example: Crisis Management and Stakeholder Engagement

Consider the case of Johnson & Johnson’s handling of the Tylenol crisis in 1982. The company swiftly identified external stakeholders—consumers, regulators, and media—and engaged with transparency and responsibility. They issued recalls, communicated openly, and took accountability, restoring public trust and ensuring long-term viability. This case highlights the importance of identifying stakeholder concerns early and responding appropriately during crises (Levitt, 1983).

Conclusion

Understanding and managing stakeholders are fundamental to organizational resilience and success. Internal stakeholders play vital roles within the company, with responsibilities that support sustained growth. External stakeholders, whose interests may be threatened during crises, require careful attention and proactive engagement. Effective stakeholder analysis and communication strategies can significantly mitigate risks, preserve reputation, and ensure organizational stability amid crises.

References

• Clarkson, M. B. E. (1995). A stakeholder framework for analyzing and evaluating corporate social performance. Academy of Management Review, 20(1), 92-117.
• Coombs, W. T. (2007). Crisis Management and Communications. Institute for Public Relations.
• Freeman, R. E. (1984). Strategic Management: A Stakeholder Approach. Pitman Publishing.
• Levitt, T. (1983). Good management means doing the right things. Harvard Business Review, 61(4), 95-105.
• Mitchell, R. K., Agle, B. R., & Wood, D. J. (1997). Toward a Theory of Stakeholder Identification and Salience. Academy of Management Review, 22(4), 853-886.