Difference between revisions of "Relationship Management Quarter"

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[[Social Leadership Quarter]] (hereinafter, the ''Quarter'') is the first of four lectures of [[Operations Quadrivium]] (hereinafter, the ''Quadrivium''):
+
[[Relationship Management Quarter]] (hereinafter, the ''Quarter'') is a lecture introducing the learners to [[social management]] primarily through key topics related to [[stakeholder arrangement]]s. The ''Quarter'' is the last of four lectures of [[Social Quadrivium]], which is the fifth of seven modules of '''[[Septem Artes Administrativi]]''' (hereinafter, the ''Course''). The ''Course'' is designed to introduce the learners to general concepts in [[business administration]], [[management]], and [[organizational behavior]].
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*The ''Quarter'' is designed to introduce its learners to [[enterprise discovery]], or, in other words, to concepts related to obtaining data needed to administer the [[enterprise effort]]; and
 
−
*The ''Quadrivium'' examines concepts of administering various types of enterprises known as [[enterprise administration]] as a whole.
 
−
 
 
−
The ''Quadrivium'' is the first of seven modules of [[Septem Artes Administrativi]], which is a course designed to introduce its learners to general concepts in [[business administration]], [[management]], and [[organizational behavior]].
 
  
  
 
==Outline==
 
==Outline==
−
''The predecessor lecture is [[Stakeholder Arrangements Quarter]].''
+
''[[User Experience Quarter]] is the predecessor lecture.  In the [[enterprise planning]] series, the previous lecture is [[Talent Management Quarter]].''
  
 
===Concepts===
 
===Concepts===
−
#'''[[Social leadership]]'''.
+
#'''[[Stakeholder relationship management]]'''.  
−
#'''[[Leadership]]'''. A process of influencing a group to achieve a vision or set of goals, as well as the ability to do so.
+
#*[[Customer relationship management]] ([[Customer relationship management|CRM]]). Management of relationships with the customers.
−
#*[[Authentic leadership]]. Leadership expressed by those who know who they are, know what they believe in, and act on those values and beliefs openly and candidly.
+
#*[[File:Affective-events.png|400px|thumb|right|[[Affective events theory]]]][[Affective events theory]]. A [[model]] that suggests that workplace events cause emotional reactions on the part of employees, which then influence workplace attitudes and behaviors.
−
#*[[Socialized charismatic leadership]]. A leadership concept that states that leaders convey values that are other-centered versus self-oriented and who role-model ethical conduct.
+
#[[File:Enterprise-justice.png|400px|thumb|right|[[Enterprise justice]]]]'''[[Enterprise justice]]'''. An overall perception of what is fair in the workplace, composed of [[distributive justice|distributive]], [[procedural justice|procedural]], [[informational justice|informational]], and [[interpersonal justice]].
−
#*[[Strategic leadership]]. The ability to anticipate, envision, maintain flexibility, think strategically, and work with others in the organization to initiate changes that will create a viable and valuable future for the organization.
+
#*[[Distributive justice]]. Perceived fairness of the amount and allocation of rewards among individuals.
−
#*[[Visionary leadership]]. The ability to create and articulate a realistic, credible, and attractive vision of the future that improves upon the present situation.
+
#*[[Informational justice]]. The degree to which employees are provided truthful explanations for decisions.
−
#'''[[Leader credibility]]'''. The degree to which followers perceive someone as honest, competent, and able to inspire.
+
#*[[Procedural justice]]. The perceived fairness of the process used to determine the distribution of rewards.
−
#*[[Credibility]]. The quality of being trusted and believed in.
+
#*[[Interpersonal justice]]. The degree to which employees are treated with dignity and respect.
−
#'''[[Initiating structure behavior]]'''. The extend to which a [[leader]] defines her or his role and the roles of group members in attaining goals.
+
#'''[[Information distribution]]'''. Making needed information available to those [[stakeholder]]s who are selected to obtain information in a timely manner.
−
#*[[Initiating structure]]. The extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment.
+
#*[[Stakeholder resource]]. Informational and/or other assets that can be drawn on by a [[stakeholder]] in order to stay informed about and/or be benefited by an [[enterprise]].
−
#'''[[Leader-member relations]]'''. One of Fiedler's situational contingencies that describes the degree of confidence, trust, and respect employees have for their leader.
+
#'''[[Public relations]]'''. The professional maintenance of a favorable public image by an [[enterprise]] or a famous person.
−
#*[[Leader-member relations]]. The degree of confidence, trust, and respect subordinates have in their leader.
+
#*[[Newsletter]]. A bulletin issued periodically to the [[stakeholder]]s of a [[group]], [[business]], or [[enterprise]].
−
#*[[Consideration]]. The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates' ideas, and regard for their feelings.
+
#*[[Press release]]. An official statement issued to press giving information on a particular matter.
−
#'''[[Trust]]'''. A positive expectation that another will not act opportunistically. For a [[leader]], [[trust]] is the belief in the integrity, character, and ability to lead.
+
#'''[[Media planning]]'''. The process of creating a [[media plan]]. [[Media planning]] is usually outsourced to a media agency and entails sourcing and selecting optimal media platforms for a client's brand or product to use. The job of media planning is to determine the best combination of media to achieve the marketing campaign objectives.
−
#*[[Trust propensity]]. How likely an employee is to trust a leader.
+
#*[[Targeting]].
−
#*[[Identification-based trust]]. Trust based on a mutual understanding of each other's intentions and appreciation of each other's wants and desires.
+
#*[[Environmental scan]].
−
#'''[[Trust component]]'''.  
+
#*[[Understanding the audience]].
−
#*[[Integrity]].  
+
#*[[Determination of content]].
−
#*[[Competence]].
+
#*[[Content delivery control]].  
−
#*[[Consistency]].
+
#'''[[Organizational climate]]'''. The shared perceptions organizational members have about their organization and work environment.
−
#*[[Loyalty]].
+
#*[[Mission]]. The purpose of an organization.
−
#*[[Openness]].
+
#*[[Organizational process]]. One of the ways that organizational work is done.
−
#'''[[Leadership theory]]'''.
+
#*[[Ritual]]. A repetitive sequence of activities that express and reinforce the key values of the organization, which goals are most important, which people are important, and which are expendable.
−
#*[[Attribution theory of leadership]]. A [[leadership theory]] that says that leadership is merely an attribution that people make about other individuals.
+
#*[[Small business]]. An organization that is independently owned, operated, and financed; has fewer than 100 employees; doesn't necessarily engage in any new or innovative practices; and has relatively little impact on its industry.
−
#*[[Behavioral theory of leadership]]. Any [[leadership theory]] that identifies behaviors that differentiate effective leaders from ineffective leaders, as well as differentiate leaders from non-leaders.
+
#*[[Workspace]]. Space in which to work.
−
#*[[Charismatic leadership theory]]. A [[leadership theory]] that states that followers make attributions of heroic and extraordinary leadership abilities when they observe certain behaviors.
+
#*[[Workplace]]. A place where people work, such as an office or factory.
−
#*[[Leader-member exchange theory]]. The [[leadership theory]] that says leaders create [[ingroup]]s and [[outgroup]]s and those in the [[ingroup]] will have higher performance ratings, less turnover, and greater [[job satisfaction]].
+
#*[[Organizational demography]]. The degree to which members of a work unit share a common demographic attribute, such as age, sex, race, educational level, or length of service in an organization, and the impact of this attribute on turnover.
−
#*[[Situational leadership theory]]. A leadership contingency theory that focuses on followers' readiness.
+
#*[[Open-book management]]. A motivational approach in which an organization's financial statements (the "books") are shared with all employees.
−
#*[[Trait theory of leadership]]. One of theories that consider personal qualities and characteristics that differentiate leaders from nonleaders.
+
#'''[[Value-based management]]'''. The organization's values guide employees in the way they do their jobs.
−
#*[[Leader-participation model]]. A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations.
+
#*[[Organizational value]]. The primary or dominant value that is accepted throughout the organization.
−
#*[[Fiedler contingency model]]. A [[leadership theory]] that suggests that effective group performance depends on the proper match between a leader's style and the degree to which the situation allows the leader to control and influence.
+
#*[[Rule]]. An explicit statement that tells managers what can or cannot be done.
−
#*[[Path-goal theory]]. A [[leadership theory]] that suggests that the leader's job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the goals of the group or organization.
+
#'''[[Social responsibility]]'''. A business' intention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society.
 +
#*[[Corporate social responsibility]]. An organization's self-regulated actions to benefit society or the environment beyond what is required by law.
 +
#*[[Affirmative action]]. Organizational programs that enhance the status of members of protected groups.
 +
#*[[Glass ceiling]]. The invisible barrier that separates women and minorities from top management positions.
 +
#'''[[Ethical work climate]]'''. The shared concept of right and wrong behavior in the workplace that reflects the true values of the organization and shapes the ethical decision making of its members.
 +
#*[[Code of ethics]]. A formal statement of an organization's primary values and the ethical rules it expects its employees to follow.
 +
#'''[[Stakeholder engagement]]'''. An individual's involvement with, satisfaction with, and enthusiasm for the enterprise he or she works for or is involved with.
 +
#*[[Perceived organizational support]]. The degree to which employees believe an organization values their contribution and cares about their well-being.
 +
#*[[Organizational commitment]]. The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in that organization.
 +
#*[[Workplace spirituality]]. The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community.
 +
#*[[Sexual harassment]]. Any unwanted action or activity of a sexual nature that explicitly or implicitly affects an individual's employment, performance, or work environment.
 +
#'''[[Stakeholder participation]]'''. A participative process that uses the input of stakeholders to increase their commitment to enterprise success.
 +
#*[[Representative participation]]. A system in which workers participate in organizational decision making through a small group of representative employees.
 +
#*[[Participative management]]. A process in which subordinates share a significant degree of decision-making power with their immediate superiors.
 +
#*[[Employee empowerment]]. Giving employees more [[authority]] (power) to make decisions through [[decentralization]] and/or [[participative decision-making]].
 +
#'''[[Conflict management]]'''. The use of [[conflict resolution technique|resolution]] and [[conflict-stimulation|stimulation technique]]s to achieve the desired level of [[conflict]]. In simple words, ''conflict management'' refers to handling a [[conflict]].
 +
#*[[Conflict resolution]]. [[Conflict management]] intended to resolve the [[conflict]].
 +
#*[[Conflict stimulation]]. [[Conflict management]] intended to create new [[conflict]]s or intensify the existing ones.
  
 
===Roles===
 
===Roles===
−
#'''[[Leader]]'''. Someone who can influence others and who has managerial authority.
+
#[[File:Stakeholders.png|400px|thumb|right|[[Stakeholder]]]]'''[[Stakeholder]]'''. Anyone in the [[enterprise environment]] that is, can be, or perceives him-, her-, or itself to be affected by an enterprise's decisions and actions. In [[Agile methodology]], a [[stakeholder]] is anyone outside the team who has an interest in the product that the team is producing.
−
#*[[Charismatic leader]]. An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways.
+
#*[[External stakeholder]]. A [[stakeholder]] who indirectly contributes and/or may contribute to [[business process|business]] and/or [[management process]]es of an [[enterprise]], as well as uses its [[enterprise outcome|outcome]]s.
−
#*[[Transactional leader]]. A [[leader]] who leads primarily by using social exchanges (or transactions).
+
#*[[Internal stakeholder]]. A [[stakeholder]] who directly contributes to [[business process|business]] and/or [[management process]]es of an [[enterprise]].
−
#*#[[Transactional leader]]. A leader who guides or motivates his or her followers in the direction of established goals by clarifying role and task requirements.
+
#[[File:Enterprise-constituencies.png|400px|thumb|right|[[Enterprise constituency]]]]'''[[Enterprise constituency]]'''.
−
#*[[Transformational leader]]. A [[leader]] who stimulates and inspires (transforms) followers to achieve extraordinary outcomes.
+
#'''[[Work council]]'''. A group of nominated or elected employees who must be consulted when management makes decisions involving personnel.
−
#*#[[Transformational leader]]. A leader who inspires his or her followers to transcend their own self-interests and who is capable of having a profound and extraordinary effect on followers.
+
#*[[Board representative]]. An employee who sits on a company's board of directors and represents the interests of the firm's employees.
−
#*[[Authentic leader]]. A leader who knows who he or she is, knows what he or she believes in and values, and acts on those values and beliefs openly and candidly. Their followers would consider them to be ethical people.
+
#'''[[Labor union]]'''. An organization that represents workers and seeks to protect their interests through collective bargaining.
−
#*[[High-high leader]]. A [[leader]] high in both [[initiating structure behavior|initiating structure]] and [[consideration behavior]]s.
+
#*[[Allied stakeholder]]. A [[stakeholder]] who is interested in success of the [[enterprise]]. [[Allied stakeholder]]s can include, but are not limited to direct managers, [[subject matter expert]]s, account managers, salespeople, and legal officers.
 +
#*[[Adversary stakeholder]]. A [[stakeholder]] who is interested in failure of the [[enterprise]]. [[Adversary stakeholder]]s usually include [[competitor]]s and may include concerned communities, former customers, political groups, social groups, etc.
 +
#'''[[Whistle-blower]]'''. An individual who raises ethical concerns or issues to others or reports unethical practices by their employer to outsiders.
  
 
===Methods===
 
===Methods===
 +
#'''[[Survey feedback]]'''. The use of questionnaires to identify discrepancies among stakeholder perceptions; discussion follows, and remedies are suggested.
 +
#'''[[Filtering]]'''. A sender's deliberate manipulation of information to make it appear more favorable or be seen more favorably by the receiver.
 +
#'''[[Conflict-management technique]]'''. An established [[procedure]], either a [[conflict-resolution technique|conflict-resolution]] or [[conflict-stimulation technique]], for [[conflict management]].
 +
#*[[File:Solve-vs-suppress.png|400px|thumb|right|[[Conflict-resolution technique]]]][[Conflict-resolution technique]]. An established way of resolving the [[conflict]].
 +
#[[File:Conflict-resolution.png|400px|thumb|right|[[Conflict-resolution strategy]]]]'''[[Conflict-resolution strategy]]'''. A [[policy]] behind a [[conflict-resolution technique]] to be chosen in order to resolve the [[conflict]].
 +
#*[[Just behave defensively]]. The [[conflict-resolution strategy]] behind [[conflict-suppressing technique]]s that involve retreating from an actual or potential conflict situation; postponing active involvement to be better prepared or to wait the [[conflict]] to be resolved by others and/or to fade with time.
 +
#*[[Resource and accommodate]]. The [[conflict-resolution strategy]] behind [[conflict-solving technique]]s that involve (a) adding resources to solve the [[conflict]] and/or (b) conceding one's position to the needs of others to maintain harmony and relationships.
 +
#*[[Compromise and reconcile]]. The [[conflict-resolution strategy]] behind [[conflict-solving technique]]s that involve searching for solutions that bring some degree of satisfaction to all parties in order to temporarily or partially resolve the conflict.
 +
#*[[Force and direct]]. The [[conflict-resolution strategy]] behind [[conflict-suppressing technique]]s that involve pushing one's viewpoint at the expense of others; offering only win-lose solutions, usually enforced through a power position to resolve an emergency.
 +
#*[[Collaborate and problem solve]]. The [[conflict-resolution strategy]] behind [[conflict-solving technique]]s that involve incorporating multiple viewpoints and insights from differing perspectives; requires a cooperative attitude and open dialogue that typically leads to consensus and commitment.
 +
#[[File:De-escalating.png|400px|thumb|right|[[De-escalating]]]]'''[[De-escalating]]'''. Decreasing the [[conflict]] in extent, volume, or scope especially through (a) [[active listening]], (b) [[smoothing]], and (c) [[conflict-solving technique]]s.
 +
#*[[Smoothing]]. Emphasizing common interests and areas of agreement between the conflicting parties while playing down differences in order to ease the tensions.
 +
#'''[[Conflict-stimulation technique]]'''. An established way of stimulating the [[conflict]].
 +
#*[[Provocative communication]]. Using ambiguous or threatening messages to increase conflict levels.
 +
#*[[Bringing in outsiders]]. Adding employees to a group whose backgrounds, values, attitudes, or managerial styles differ from those of present members.
 +
#*[[Stressing the structure]]. Realigning [[workgroup]]s, altering rules and regulations, increasing interdependence, and making similar structural changes to disrupt the status quo.
 +
#*[[Appointing a devil's advocate]]. Designating a critic to purposely argue against the majority positions held by the group.
 +
#'''[[Conflict-solving technique]]'''. An established way of resolving the [[conflict]] having all the parties of the conflict]] to agree on its solution. [[Conflict-solving technique]]s follow [[collaborate and problem solve]], [[resource and accommodate]], and [[compromise and reconcile]] [[Conflict-resolution strategy|strategies]].<blockquote><table class="wikitable" width=100%><tr><td style="text-align:center;">[[Conflict-resolution strategy|Strategy]]</td><th>[[Conflict-solving technique]]</th></tr><tr><th>[[Resource and accommodate]]</th><td><ul><li>[[Accommodating]]. The willingness of one party in a [[conflict]] to place the opponent's interests above his or her own; conceding one's position to the needs of others to maintain harmony and relationships.</li><li>[[Conflict crashing]]. Expansion of the resources can create a win-win solution especially when a conflict is caused by the scarcity of a resource (for example, money, promotion, opportunities, office space, etc.).</li></ul></td></tr><tr><th>[[Compromise and reconcile]]</th><td><ul><li>[[Compromising]]. A situation in which each party to a [[conflict]] is willing to give up something in order to gain something; each party to the conflict gives up something of value.</li><li>[[Engaging a third party]]. </li><li>[[Distributive bargaining]]. </li><li>[[Engaging a conciliator]]. </li></ul></td></tr><tr><th>[[Collaborate and problem solve]]</th><td><ul><li>[[Collaborating]]. A situation in which the parties to a [[conflict]] each desire to satisfy fully the concerns of all parties.</li><li>[[Problem solving]]. Face-to-face meeting of the conflicting parties for the purpose of identifying the problem and resolving it through open discussion.</li><li>[[Integrative bargaining]]. </li><li>[[Engaging a mediator]]. </li><li>[[Superordinate goal setting]]. Creating a shared goal that cannot be attained without the cooperation of each of the conflicting parties.</li><li>[[Improving the human variables]]. Using behavioral change techniques such as human relations training to alter attitudes and behaviors that cause conflict.</li><li>[[Improving the structural variables]]. Changing the formal organization structure and the interaction patterns of conflicting parties through job redesign, transfers, creation of coordinating positions, and the like.</li></ul></td></tr></table></blockquote>
 +
#'''[[Conflict-suppressing technique]]'''. An established way of resolving the [[conflict]] not having all the parties of the conflict]] to agree on its solution. [[Conflict-suppressing technique]]s follow [[just behave defensively]] and [[force and direct]] [[Conflict-resolution strategy|strategies]].<blockquote><table class="wikitable" width=100%><tr><td style="text-align:center;">[[Conflict-suppressing strategy|Strategy]]</td><th>[[Conflict-solving technique]]</th></tr><tr><th>[[Force and direct]]</th><td><ul><li>[[Competing]]. A desire to satisfy one's interests, regardless of the impact on the other party of the conflict.</li><li>[[Authoritative conflict-resolution]]. In a formal setting, an [[authority]] may use its powers to resolve the conflict and then communicate its desires to the parties involved.</li><li>[[Engaging an arbitrator]]. </li></ul></td></tr><tr><th>[[Defensive behavior|Behave&nbsp;defensively]]</th><td style="text-align:center;">A variety of [[defensive-behavior technique]]s.</td></tr></table></blockquote>
 +
#'''[[Good Cop/Bad Cop]]'''.
 +
 
===Instruments===
 
===Instruments===
 +
#[[File:Bcg-matrix.png|400px|thumb|right|[[BCG matrix]]]]'''[[Stakeholder-analysis tool]]'''. A tangible and/or software implement used to analyze [[stakeholder]]s.
 +
#*[[File:Power-interest.png|400px|thumb|right|[[Power-interest grid]]]][[Power-interest grid]] (or [[power-interest matrix]]). A [[stakeholder-analysis tool]] designed to help categorize [[stakeholder]]s depending on their power and interest in the [[enterprise effort]], as well as suggest [[strategy|strategi]]es needed to handle them.
 +
#*[[Influence-interest grid]]. A [[stakeholder-analysis tool]] designed to help categorize [[stakeholder]]s depending on their interest in and influence on the [[enterprise effort]].
 +
#*[[Power-interest-attitude grouping]].  A [[stakeholder-analysis tool]] designed to help categorize [[stakeholder]]s depending on their power, interest in, and attitude to the [[enterprise effort]].
 +
#*[[File:Salience.png|400px|thumb|right|[[Salience model]]]][[Salience model]]. A [[stakeholder-analysis tool]] that classifies [[stakeholder]]s depending on three attributes, which are (1) power, (2) legitimacy, and (3) urgency.
 +
#[[File:Equity-comparison.png|400px|thumb|right|[[Equity comparison]]]]'''[[Equity comparison]]'''. One's examination of two or more items related to equity and performance in order to establish similarities and dissimilarities in equity rewards.
 +
#*[[Comparison to self inside]].
 +
#*[[Comparison to self outside]].
 +
#*[[Comparison to other inside]].
 +
#*[[Comparison to other outside]].
 +
#'''[[Relationship map]]'''. A business model that shows the organizational context in terms of the relationships that exist among the organization, external customers, and providers.
 +
#*[[Relationship]]. A defined association between concepts, classes or entities. Relationships are usually named and include the cardinality of the association.
 +
#'''[[Entity-relationship diagram]]'''. An entity-relationship diagram is a graphical representation of the entities relevant to a chosen problem domain, the relationships between them, and their attributes.
 +
#'''[[Media mix]]'''. A combination of communication and media channels use that is utilized to meet marketing objectives, such as social media platforms and magazines.
 +
#*[[Newspaper]]
 +
#*[[Magazine]]. (consumer and trade)
 +
#*[[Outdoor billboard]].
 +
#*[[Ambient experiential]].
 +
#*[[Public transportation]].
 +
#*[[Digital advertising]] (such as web-based, mobile and mobile applications)
 +
#*[[Specialty advertising]] (on items such as matchboxes, pencils, calendars, telephone pads, shopping bags and so on)
 +
#*[[Handout media]]. catalogs, samples, handouts, brochures, newsletters and so on.
 +
#'''[[Direct media]]''' ([[Direct media|DM]]).
 +
#*[[Performance report]]. A [[report]] that contains enterprise performance information and is distributed to selected [[stakeholder]]s. Usually, this ''report'' includes key status updates, progress measurements, and estimates.
 +
#*[[Exception report]]. A [[report]] that includes major variations from plan (not all variations) and is distributed to selected [[stakeholder]]s.
 +
#*[[FYI message]]. The abbreviation ''FYI'' stays for "[[For your information]]" and is commonly used in email, instant messaging or memo and messages, typically in the message subject, to flag the message as an informational message, with the intent to communicate to the receiver that he/she may be interested in the topic, but is not required to perform any action. [[FYSA]] (or "[[For your situation awareness]]") is another abbreviation that serves a similar purpose.
 +
#'''[[Search engine marketing]]''' (SEM, keyword marketing in search engines)
 +
#*[[Search engine optimization]] (SEO)
 +
#'''[[Social media]]'''.
 +
#*[[Facebook]].
 +
#*[[Twitter]].
 +
#*[[Instagram]].
 +
#*[[Pinterest]].
 +
#*[[WhatsApp]].
 +
#'''[[Television]]'''.
 +
#*[[TVC]].
 +
#*[[Television commercial]].
 +
#'''[[Radio]]'''.
 +
#*[[AM]].
 +
#*[[FM]].
 +
#*[[XM]].
 +
#*[[Pandora]].
 +
#*[[Spotify]].
 +
#'''[[Customer relationship management software]]''' ([[Customer relationship management software|CRM software]]).
 +
 +
===Results===
 +
#'''[[Media plan]]'''. Document describing objectives, strategy, tactics, resource allocation, and media schedule and media mix to be used in reaching a targeted audience.
 +
#*[[Target audience]].
 +
 
===Practices===
 
===Practices===
 +
*'''[[High-involvement work practice]]'''. Work practice designed to elicit greater input or involvement from [[associated stakeholder]]s, especially workers, in order to lead to both high individual and high organizational performance.
 +
*#[[Decision-making involvement]]. [[High-involvement work practice]] to allocate more power to make decisions and/or to participate in decision-making to [[associated stakeholder]]s.
 +
*#[[Informational involvement]]. [[High-involvement work practice]] to share more information among [[associated stakeholder]]s.
 +
*#[[Explicitly-rewarded involvement]]. [[High-involvement work practice]] to reward [[associated stakeholder]]s for their specific performances, for instance, higher productivity or contributed ideas.
 +
*#[[Targetedly-supported involvement]]. [[High-involvement work practice]] to provide [[associated stakeholder]]s with specific support; for instance, [[self-efficacy source]]s.
  
−
''The successor lecture is [[Market Engagement Quarter]].''
+
''[[Market Intercourses Quarter]] is the successor lecture. In the [[enterprise planning]] series, the next lecture is [[Leadership Quarter]].''
  
 
==Materials==
 
==Materials==
Line 67: Line 157:
  
 
==See also==
 
==See also==
 +
 +
[[Category:Septem Artes Administrativi]][[Category:Lecture notes]]

Latest revision as of 01:06, 14 June 2023

Relationship Management Quarter (hereinafter, the Quarter) is a lecture introducing the learners to social management primarily through key topics related to stakeholder arrangements. The Quarter is the last of four lectures of Social Quadrivium, which is the fifth of seven modules of Septem Artes Administrativi (hereinafter, the Course). The Course is designed to introduce the learners to general concepts in business administration, management, and organizational behavior.


Outline

User Experience Quarter is the predecessor lecture. In the enterprise planning series, the previous lecture is Talent Management Quarter.

Concepts

  1. Stakeholder relationship management.
  2. Enterprise justice
    Enterprise justice. An overall perception of what is fair in the workplace, composed of distributive, procedural, informational, and interpersonal justice.
  3. Information distribution. Making needed information available to those stakeholders who are selected to obtain information in a timely manner.
  4. Public relations. The professional maintenance of a favorable public image by an enterprise or a famous person.
  5. Media planning. The process of creating a media plan. Media planning is usually outsourced to a media agency and entails sourcing and selecting optimal media platforms for a client's brand or product to use. The job of media planning is to determine the best combination of media to achieve the marketing campaign objectives.
  6. Organizational climate. The shared perceptions organizational members have about their organization and work environment.
    • Mission. The purpose of an organization.
    • Organizational process. One of the ways that organizational work is done.
    • Ritual. A repetitive sequence of activities that express and reinforce the key values of the organization, which goals are most important, which people are important, and which are expendable.
    • Small business. An organization that is independently owned, operated, and financed; has fewer than 100 employees; doesn't necessarily engage in any new or innovative practices; and has relatively little impact on its industry.
    • Workspace. Space in which to work.
    • Workplace. A place where people work, such as an office or factory.
    • Organizational demography. The degree to which members of a work unit share a common demographic attribute, such as age, sex, race, educational level, or length of service in an organization, and the impact of this attribute on turnover.
    • Open-book management. A motivational approach in which an organization's financial statements (the "books") are shared with all employees.
  7. Value-based management. The organization's values guide employees in the way they do their jobs.
    • Organizational value. The primary or dominant value that is accepted throughout the organization.
    • Rule. An explicit statement that tells managers what can or cannot be done.
  8. Social responsibility. A business' intention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society.
    • Corporate social responsibility. An organization's self-regulated actions to benefit society or the environment beyond what is required by law.
    • Affirmative action. Organizational programs that enhance the status of members of protected groups.
    • Glass ceiling. The invisible barrier that separates women and minorities from top management positions.
  9. Ethical work climate. The shared concept of right and wrong behavior in the workplace that reflects the true values of the organization and shapes the ethical decision making of its members.
    • Code of ethics. A formal statement of an organization's primary values and the ethical rules it expects its employees to follow.
  10. Stakeholder engagement. An individual's involvement with, satisfaction with, and enthusiasm for the enterprise he or she works for or is involved with.
    • Perceived organizational support. The degree to which employees believe an organization values their contribution and cares about their well-being.
    • Organizational commitment. The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in that organization.
    • Workplace spirituality. The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community.
    • Sexual harassment. Any unwanted action or activity of a sexual nature that explicitly or implicitly affects an individual's employment, performance, or work environment.
  11. Stakeholder participation. A participative process that uses the input of stakeholders to increase their commitment to enterprise success.
  12. Conflict management. The use of resolution and stimulation techniques to achieve the desired level of conflict. In simple words, conflict management refers to handling a conflict.

Roles

  1. Stakeholder
    Stakeholder. Anyone in the enterprise environment that is, can be, or perceives him-, her-, or itself to be affected by an enterprise's decisions and actions. In Agile methodology, a stakeholder is anyone outside the team who has an interest in the product that the team is producing.
  2. Enterprise constituency
    Enterprise constituency.
  3. Work council. A group of nominated or elected employees who must be consulted when management makes decisions involving personnel.
    • Board representative. An employee who sits on a company's board of directors and represents the interests of the firm's employees.
  4. Labor union. An organization that represents workers and seeks to protect their interests through collective bargaining.
  5. Whistle-blower. An individual who raises ethical concerns or issues to others or reports unethical practices by their employer to outsiders.

Methods

  1. Survey feedback. The use of questionnaires to identify discrepancies among stakeholder perceptions; discussion follows, and remedies are suggested.
  2. Filtering. A sender's deliberate manipulation of information to make it appear more favorable or be seen more favorably by the receiver.
  3. Conflict-management technique. An established procedure, either a conflict-resolution or conflict-stimulation technique, for conflict management.
  4. Conflict-resolution strategy
    Conflict-resolution strategy. A policy behind a conflict-resolution technique to be chosen in order to resolve the conflict.
  5. De-escalating
    De-escalating. Decreasing the conflict in extent, volume, or scope especially through (a) active listening, (b) smoothing, and (c) conflict-solving techniques.
    • Smoothing. Emphasizing common interests and areas of agreement between the conflicting parties while playing down differences in order to ease the tensions.
  6. Conflict-stimulation technique. An established way of stimulating the conflict.
  7. Conflict-solving technique. An established way of resolving the conflict having all the parties of the conflict]] to agree on its solution. Conflict-solving techniques follow collaborate and problem solve, resource and accommodate, and compromise and reconcile strategies.
    StrategyConflict-solving technique
    Resource and accommodate
    • Accommodating. The willingness of one party in a conflict to place the opponent's interests above his or her own; conceding one's position to the needs of others to maintain harmony and relationships.
    • Conflict crashing. Expansion of the resources can create a win-win solution especially when a conflict is caused by the scarcity of a resource (for example, money, promotion, opportunities, office space, etc.).
    Compromise and reconcile
    Collaborate and problem solve
  8. Conflict-suppressing technique. An established way of resolving the conflict not having all the parties of the conflict]] to agree on its solution. Conflict-suppressing techniques follow just behave defensively and force and direct strategies.
    StrategyConflict-solving technique
    Force and direct
    Behave defensivelyA variety of defensive-behavior techniques.
  9. Good Cop/Bad Cop.

Instruments

  1. BCG matrix
    Stakeholder-analysis tool. A tangible and/or software implement used to analyze stakeholders.
  2. Equity comparison
    Equity comparison. One's examination of two or more items related to equity and performance in order to establish similarities and dissimilarities in equity rewards.
  3. Relationship map. A business model that shows the organizational context in terms of the relationships that exist among the organization, external customers, and providers.
    • Relationship. A defined association between concepts, classes or entities. Relationships are usually named and include the cardinality of the association.
  4. Entity-relationship diagram. An entity-relationship diagram is a graphical representation of the entities relevant to a chosen problem domain, the relationships between them, and their attributes.
  5. Media mix. A combination of communication and media channels use that is utilized to meet marketing objectives, such as social media platforms and magazines.
  6. Direct media (DM).
    • Performance report. A report that contains enterprise performance information and is distributed to selected stakeholders. Usually, this report includes key status updates, progress measurements, and estimates.
    • Exception report. A report that includes major variations from plan (not all variations) and is distributed to selected stakeholders.
    • FYI message. The abbreviation FYI stays for "For your information" and is commonly used in email, instant messaging or memo and messages, typically in the message subject, to flag the message as an informational message, with the intent to communicate to the receiver that he/she may be interested in the topic, but is not required to perform any action. FYSA (or "For your situation awareness") is another abbreviation that serves a similar purpose.
  7. Search engine marketing (SEM, keyword marketing in search engines)
  8. Social media.
  9. Television.
  10. Radio.
  11. Customer relationship management software (CRM software).

Results

  1. Media plan. Document describing objectives, strategy, tactics, resource allocation, and media schedule and media mix to be used in reaching a targeted audience.

Practices

Market Intercourses Quarter is the successor lecture. In the enterprise planning series, the next lecture is Leadership Quarter.

Materials

Recorded audio

Recorded video

Live sessions

Texts and graphics

See also

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