Influencing Stakeholders: Relationship Management Issues and Strategies

Influencing
Stakeholders
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Contents
INTRODUCTION...........................................................................................................................3
Background of the case study......................................................................................................3
What relationships are important to the manager in the given case study,..................................3
What difficulties did he/she experience and................................................................................4
What could she have done differently.........................................................................................4
Discuss relevant theoretical concepts and frameworks...............................................................5
Outline what needs to happen to make the relationship management more effective.................6
CONCLUSION................................................................................................................................6
REFERENCES................................................................................................................................7
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INTRODUCTION
A stakeholder refers as a party that has an interest within an organisation and can either
influence or be affected through the business. The main stakeholders in an organisation are its
employees, customers, investors and suppliers (Bepari and Mollik, 2016). On the other hand, the
current theory of the idea goes away from this unique concept to include additional stakeholders
which are community, government or trade association. This report is based on a case study that
is mainly related with three relationship management issues. Along with this, this report divided
into different points which are background of the case study, understanding and justification of
the issues, implementation of theories for reducing relationship management issues.
Background of the case study
Sheila baker is doing the job in pharmaceutical company. She was very happy in the
organisation while working over the post of production controller. At that time, she had the
responsibility to handle thirty production staff and four supervisors, all women. All have the
knowledge about their own working and never asked the questions to Sheila while performing
the work at workplace. All the workers praised the working of supervisor and able to attain their
group production bonuses (Chen, Sparrow and Cooper, 2016). At the new post, she was uneasy
and not able to perform the duties properly. The new post hold by Sheila is head of product
development unit. Here, she has to supervise the team of 10 members. She has the responsibility
to compete the work on time. It is difficult for her do to so because of the various management
issues such as lots of questioning by the team members regarding their tasks i.e. lack of
coordination and support, irritated by the interference of new manager i.e. lack of team bonding
and did not having vast knowledge regarding production and marketing i.e. lack in knowledge of
diverse fields.
What relationships are important to the manager in the given case study,
In order to maintain a strong employee and employer relationship can be the essential to
the ultimate success and growth of an organisation, the outputs are advantageous. It is identified
that if a strong or effective relationship is in place workers will be more creative more efficient
or productive, generate less conflict as well as will be more loyal. According to the given case
study, Sheila Baker’s is a manager in pharmaceutical organisation where she had roles and
responsibilities for production staffs and supervisors. There is requirement for Sheila Baker’s in
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