Internal Stakeholders in the Organization

Olusanya Oyeyemi

Walden University

MMSL 6150

Dr. Raymond Williamson

26 March 2016

Abstract

This paper analyzes the importance of engaging internal stakeholders in the progress of any project. The group of stakeholders that is necessary to be considered, their level of involvement and the need for their contributions.  I also use Stakeholders analyzes tools to analyze their individual contributions.

                                  

Internal stakeholders in the organization

In dealing with this topic, I will consider my formal engineering company where I serve for four years and a half years. Flynn referred to internal/primary stakeholders as employees, and that we will need to depend on them as we “’walk the sustainability talk’ on a daily basis and to bring all our effort to life over time” (2009). The primary stakeholders are the chairman, Managing Director, (,M.D), General Manager/Accountant, Human resources (H.R), Lead Engineer, My immediate Supervisor, My colleagues, and Driver.

When you are been assign a project, even though your supervisor supposed to give the report of your progress to the top management, for the fact that chairmen and M.D have to sign before they issue the require money, it is necessary one involve them and give them a daily progress report. The same goes with accountant and HR, because they are close to the top management (chairman and M.D). Whatever they tell them they listen. Their advice and tutelage are accurate most especially when you request for money or when they want to recommend people for another project.

            Even though I need to give the report to both lead engineer and my immediate supervisor, but involving all of them in the daily running of the project helps to tap from their wealth of experience. They have more knowledge on the project from their previous experience and how to deal with top management. As my colleague that we  handle different project consecutively, involving them help to see what they are going through on their project and share experience. A stakeholder like logistics head may not be receiving appropriate representation because if the project like the one I handle then was dealing with local purchasing, then logistic involvement may not be necessary

unless it has to do with international shipping.

The Informal group of stakeholders that need consideration is the driver, all my movement in and out the company regarding the project needs allocation of an official car and a driver. I need to update the assigned driver on my plan of the day and listening to his schedule and work things out to meet our plan. Because we had the shortage of official cars and drivers, if the driver is not informed about the plan ahead, one may not have them when is needed and it will slow down the progress of the project. Sequel to the problem analyzed in week 3, it affects the top management in that it limit the numbers of contracts awarded to the company, reduce the company income, and make most of the professional engineer idle and eventually lead to their resignation.

The job of middle management (Accountant and H.R) were increased because when able hands leave the company, it was their job to search and recruit new one to fill open positions. Their effect was not recognized because the company could not retain professionals because of lack of project flows. We had experience a whole year without project which does not upgrade the profile of professionals, who has the license with expiration date.

                                                High

Chairman and M.D Keep Satisfy	General Manager and H.R Manage Closely
Colleague and Driver Monitor (Minimum effort)	Lead Engineer and Immediate Supervisor Keep Informed

 

                                             Power 

                                                Low

                                                            Low                                                     Interest                            High

            Chairman and M.D fall into high power, less interest where satisfaction is very essential, engaging them will build their confidence in me toward another project. My ability to satisfy them will raise my profile before them.

High power, less interest people are G.M and H.R, once we are given the project, these people stand aloof. Even though not directly they are monitoring the progress from afar, if one did not involve them and they withdraw their support, the processing time to get money and all other support from their side may take a longer time and it will slow down the progress of the project. Involving them is a wisdom that will help to stimulate the progress of the project.

Low power, interested people are the lead engineer and my immediate supervisor. They need to be informed adequately about the day-to-day progress of the project, listen to their views, and incorporate their advice. They are the point of contact in case of any request for the execution of the project.

Low power, less interested people are my colleagues and driver. We share experience and assist each other when necessary. Good communication with these people enhances their availability when needed.

In all, the purpose of engaging all these people “is critical to reaping the employee attraction, retention and productivity benefits associated with responsible practices, all the more important to your financial viability times of economic crisis” (Flynn, 2009).

                   

Reference

Flynn, M., & Flynn B. (2009). Sustainability step one: Who are stakeholders and

            why should we engage them? Paperboard Packaging, 94(2), 28–30.