Stakeholder Management Plan for Manufacturing Unit of AX Enterprise

The report focuses on identifying and managing stakeholders in the manufacturing unit of AX Enterprise. It includes a communication plan and strategies to overcome barriers in the process of business. The report identifies three internal and external stakeholders and provides a power-interest matrix to manage them effectively.

Your name
Unit code and name
Assessment number

P a g e | 2
Contents
EXECUTIVE SUMMARY................................................................................................................ 3
INTRODUCTION............................................................................................................................ 4
STAKEHOLDERS MANAGEMENT PLAN.....................................................................................4
IDENTIFICATION OF THE STAKEHOLDERS.............................................................................................4
COMMUNICATION PLAN......................................................................................................................5
STRATEGIES TO MANAGE THE STAKEHOLDERS......................................................................................8
CONCLUSION................................................................................................................................. 8
References......................................................................................................................................... 9

P a g e | 3
Executive Summary
The purpose of the report is to understand and identify all the important stakeholders of the
organisation. As the manager of the manufacturing plan the focus on the stakeholders will be
based on the manufacturing unit only. The assignment includes a communication plan along with
some of the strategies to overcome some of the basic barriers in the process of business.

P a g e | 4
Introduction
The stakeholders are the people who are associated with the business and are impacted by
the decisions made by the company1. This effect on the people can be either direct or indirect.
Based on the impact and the association with the company of the stakeholders can be divided in
two categories which is usually used while developing a management plan for the stakeholders.
The two categories are: Internal stakeholders and external stakeholders2. Internal stakeholders
are the ones who are directly associated with the company has stakes in every decisions that the
management of the company takes for example the Board of Directors, the management of the
company the other employees etc3. However the external stakeholders are people who are not
directly related to the decision making process of the business example: the shareholders, the
customers etc. As the plant manager of the Manufacturing unit of the AX Enterprise, this report will
be focusing on the management of three important internal as well as external stakeholders.
Stakeholders management Plan
Identification of the stakeholders
With the help of the power-interest matrix the most important stakeholders of the company
can be identified. The following figure explains the grid and how stakeholders can be placed based
on their role in the company.
1 Mok, Ka Yan, Geoffrey Qiping Shen, and Jing Yang. "Stakeholder management studies in mega
construction projects: A review and future directions." (2015) (33.2) International Journal of Project
Management.
2 Eskerod, Pernille, and Anne Live Vaagaasar. "Stakeholder management strategies and practices during a
project course." (2014) (45.5) Project Management Journal.
3 Eden, Colin, and Fran Ackermann. Making strategy: The journey of strategic management. (Sage, 2013).

P a g e | 5
From the above image it can be said that the stakeholders with high interest and high
power are the ones who are the ones who are most important and has to be management closely.
Internal stakeholders
The three internal stakeholders who have to be managed closely in the manufacturing unit
are: the project team, the management or the general manager of Manufacturing and the CEO.
These are the people who are the most closely related to the project and as the manager it is
important to manage these stakeholders closely4.
External stakeholders
The three most important internal stakeholders that has been identified form the code of
conduct and ethics document are the`: customers, shareholders and the suppliers5. The customers
are the most important stakeholder of the company as is stated in the code of conduct in the
manufacturing unit it should be closely monitored that all the factors and decisions that are taken
by the company to fulfil the requirements and needs of the customers are up to the mark6. On the
other hand the shareholders are also important for the company as they are the ones who have
invested their finances on the company and expect a positive return. Lastly the suppliers, the
products that are manufactured are based on the raw materials that are supplied by them and
hence any chance of policy or any modifications has to be informed to the suppliers as well7.
Communication Plan
Stakeholder Objective Key messages Communication
vehicles
Feedback
mechanism
Internal Stakeholders
The project
team
To Accept and
support
changes
processes and
technology
These are the
people who are
associated with
the
manufacturing
process directly
they are the part
of the operation
and any
information
regarding the
change in the
process should
pass to the
team. For
example:
development of
new software in
the logistics
 Meetings
 Presentations
 Team Hurdles
 Internal e-mail
 Telephonic
conversation
 Feedbacks
With the help of
meetings face
to face with the
team or with
individuals
4 Weiss, Joseph W. Business ethics: A stakeholder and issues management approach. (Berrett-Koehler
Publishers, 2014).
5 Eskerod, Pernille, Martina Huemann, and Grant Savage. "Project stakeholder management—Past and
present." (2015) (46.6) Project Management Journal.
6 Bourne, Lynda. Stakeholder relationship management: a maturity model for organisational implementation.
(Routledge, 2016).
7

P a g e | 6
department to
take care of the
supplies in the
manufacturing
unit. Any
information that
is related to the
function and the
job role of the
people in the
team should be
passed on. Apart
from that any
information
which will impact
the state of their
position in the
company should
also be
informed. For
example if the
management
has taken
decisions of an
increase in the
wage rate, this
should be
informed to the
team.
The general
manager of the
manufacturing
unit
To inform
progression
and also
provide
feedbacks
The decisions of
the
manufacturing
unit are taken by
the Gm with the
approval of the
CEO. All the
progress reports
and the gap
reports are
information
based on which
the decisions
and policies are
formulated by
the GM.
Furthermore the
GM is
responsible for
any operations
related functions
in the
manufacturing
department; on
the other hand
they are also
responsible for
 Progress Reports
 Gap reports
 Suppliers reports
 Presentations
 Meetings
 E-mails
 Telephones
Can be
provided to the
manager or the
team via
meetings or e-
mails

P a g e | 7
people and
hence any HR
related or
conflict related
information
should also be
furbished to the
GM.
The CEO To understand
that the
policies are
aligned with
the objectives
of the
company
The CEO is
responsible for
any aspect of
the company, he
is the head of all
the departments
and hence he
has the right to
any information
in the
organisation no
matter how
insignificant it
might be.
 Reports
 Presentations
 Meetings
 E-mails
 Telephones
To the GM of
the unit with the
help of face to
face meeting
and
presentations
External Stakeholders
Customers Information
regarding any
change in the
raw materials or
anything that is
going to impact
the purchase
decision of the
customers
should be
informed.
 Promotional tools From digital
medium and
sales report
Shareholders Any investment
on the
manufacturing
unit in the
financial year
should be
communicated
to the
shareholders,
they should also
be informed
regarding the
depreciation of
the
manufacturing
assets and the
also the scrape
value in case
there are any.
 Published reports
and letters
 E-mails
From the
grievances or
replies that are
provided form
the
shareholders
Suppliers They mostly
provide the raw
 E-mails
 Telephone
To the
conversation

P a g e | 8
materials for the
products and
thus any
changes or
modification of
their orders
should be
informed.
Usually the
suppliers are
under contract
all the aspects in
the contract
have to be
informed to the
suppliers. They
also have the
right to know
their status in
the company in
each financial
year.
 Meetings with the
company
Strategies to manage the stakeholders
 In order to build trust and confidence among the stakeholders the company has to
keep the information sharing process transparent and in order to uphold ethical and
cultural diversity, the management should include people while taking decisions
 A safety feedback from can be floated with the help of digital means, this will
provide the idea as to where the issue is. Policies should be made on basis of the
consultation and people who will be impacts should be informed with the help of the
tools discussed above8.
 Conflict is likely when running an organisation every individual cannot agree on a
point. There is likely to exist the conflict of interest as well as ideology among the
stakeholders. These conflicts can be resolved with the help of effective
communication and understanding at the right time these conflicts can be resolved.
Conclusion
The stakeholders are important for running the day to day business and managing the
stakeholders is also essential to avoid barriers in the function of the business. The information in
terms of feedback and report should be shared with the stakeholders in the right time using the
right medium in order to keep a string value of the relationship. The most important stakeholder of
the company as is stated in the code of conduct and ethics in the manufacturing unit it should be
closely monitored that all the factors and decisions that are taken by the company to fulfil the
requirements and needs of the customers are up to the mark.
8 Doh, Jonathan P., and Narda R. Quigley. "Responsible leadership and stakeholder management: Influence
pathways and organizational outcomes." (2014) (28.3) Academy of Management Perspectives.

P a g e | 9
References
Bourne, Lynda. Stakeholder relationship management: a maturity model for organisational
implementation. (Routledge, 2016).
Doh, Jonathan P., and Narda R. Quigley. "Responsible leadership and stakeholder management:
Influence pathways and organizational outcomes." (2014) (28.3) Academy of Management
Perspectives.
Eden, Colin, and Fran Ackermann. Making strategy: The journey of strategic management. (Sage,
2013).
Eskerod, Pernille, and Anne Live Vaagaasar. "Stakeholder management strategies and practices
during a project course." (2014) (45.5) Project Management Journal.
Eskerod, Pernille, Martina Huemann, and Grant Savage. "Project stakeholder management—Past
and present." (2015) (46.6) Project Management Journal.
Mok, Ka Yan, Geoffrey Qiping Shen, and Jing Yang. "Stakeholder management studies in mega
construction projects: A review and future directions." (2015) (33.2) International Journal of Project
Management.
Weiss, Joseph W. Business ethics: A stakeholder and issues management approach. (Berrett-
Koehler Publishers, 2014) .