Relationship Management Quarter

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.
   • Customer relationship management (CRM). Management of relationships with the customers.
   • 

     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.
2. 

   Enterprise justice
   Enterprise justice. An overall perception of what is fair in the workplace, composed of distributive, procedural, informational, and interpersonal justice.
   • Distributive justice. Perceived fairness of the amount and allocation of rewards among individuals.
   • Informational justice. The degree to which employees are provided truthful explanations for decisions.
   • Procedural justice. The perceived fairness of the process used to determine the distribution of rewards.
   • Interpersonal justice. The degree to which employees are treated with dignity and respect.
3. Information distribution. Making needed information available to those stakeholders who are selected to obtain information in a timely manner.
   • 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.
4. Public relations. The professional maintenance of a favorable public image by an enterprise or a famous person.
   • Newsletter. A bulletin issued periodically to the stakeholders of a group, business, or enterprise.
   • Press release. An official statement issued to press giving information on a particular matter.
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.
   • Targeting.
   • Environmental scan.
   • Understanding the audience.
   • Determination of content.
   • Content delivery control.
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.
    • 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.
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.
    • Conflict resolution. Conflict management intended to resolve the conflict.
    • Conflict stimulation. Conflict management intended to create new conflicts or intensify the existing ones.
13. Negotiation. (1) discussion aimed at reaching an agreement; (2) A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them.
    • Fixed pie. The belief that there is only a set amount of goods and services to be divided up between the parties.
    • BATNA. The best alternative to a negotiated agreement; the least the individual should accept.
    • Zero-sum approach. An approach that treats the reward "pie" as fixed, such as that any gains by one individual are at the expense of another.
    • Trade-off. Losing one quality or aspect of something in return for gaining another quality or aspect.
14. Bargaining.

    Bargaining characteristic	Distributive bargaining	Integrative bargaining
    Goal	Get as much of the fixed pie as possible	Expand the pie so that both parties are satisfied
    Intention	Win-lose	Win-win
    Focus	Positions such as I can't go beyond this point on this issue	Interests such as Can you explain why this issue is so important to you?
    Interests	Opposed	Congruent
    Information sharing	Low since sharing information will only allow other party to take advantage	High since sharing information will allow each party to find ways to satisfy interests of each party
    Duration of relationship	Short term	Long term

    • 

      Distributive bargaining
      Distributive bargaining. Negotiation that seeks to divide up a fixed amount of resources; a win-lose situation.
    • Integrative bargaining. Negotiation that seeks one or more settlements that can create a win-win solution.

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.
   • External stakeholder. A stakeholder who indirectly contributes and/or may contribute to business and/or management processes of an enterprise, as well as uses its outcomes.
   • Internal stakeholder. A stakeholder who directly contributes to business and/or management processes of an enterprise.
2. 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.
3. Labor union. An organization that represents workers and seeks to protect their interests through collective bargaining.
   • Allied stakeholder. A stakeholder who is interested in success of the enterprise. Allied stakeholders can include, but are not limited to direct managers, subject matter experts, account managers, salespeople, and legal officers.
   • Adversary stakeholder. A stakeholder who is interested in failure of the enterprise. Adversary stakeholders usually include competitors and may include concerned communities, former customers, political groups, social groups, etc.
4. Whistle-blower. An individual who raises ethical concerns or issues to others or reports unethical practices by their employer to outsiders.

Methods

1. 

   BCG matrix
   Stakeholder-analysis tool. A tangible and/or software implement used to analyze stakeholders.
   • 

     Power-interest grid
     Power-interest grid (or power-interest matrix). A stakeholder-analysis tool designed to help categorize stakeholders depending on their power and interest in the enterprise effort, as well as suggest strategies needed to handle them.
   • Influence-interest grid. A stakeholder-analysis tool designed to help categorize stakeholders depending on their interest in and influence on the enterprise effort.
   • Power-interest-attitude grouping. A stakeholder-analysis tool designed to help categorize stakeholders depending on their power, interest in, and attitude to the enterprise effort.
   • 

     Salience model
     Salience model. A stakeholder-analysis tool that classifies stakeholders depending on three attributes, which are (1) power, (2) legitimacy, and (3) urgency.
2. Survey feedback. The use of questionnaires to identify discrepancies among stakeholder perceptions; discussion follows, and remedies are suggested.
3. Filtering. A sender's deliberate manipulation of information to make it appear more favorable or be seen more favorably by the receiver.

Instruments

1. 

   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.
2. 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.
3. 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.
4. 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.
5. 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.
6. Search engine marketing (SEM, keyword marketing in search engines)
   • Search engine optimization (SEO)
7. Social media.
   • Facebook.
   • Twitter.
   • Instagram.
   • Pinterest.
   • WhatsApp.
8. Television.
   • TVC.
   • Television commercial.
9. Radio.
   • AM.
   • FM.
   • XM.
   • Pandora.
   • Spotify.
10. 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.
   • Target audience.

Practices

• High-involvement work practice. Work practice designed to elicit greater input or involvement from associated stakeholders, especially workers, in order to lead to both high individual and high organizational performance.
  1. Decision-making involvement. High-involvement work practice to allocate more power to make decisions and/or to participate in decision-making to associated stakeholders.
  2. Informational involvement. High-involvement work practice to share more information among associated stakeholders.
  3. Explicitly-rewarded involvement. High-involvement work practice to reward associated stakeholders for their specific performances, for instance, higher productivity or contributed ideas.
  4. Targetedly-supported involvement. High-involvement work practice to provide associated stakeholders with specific support; for instance, self-efficacy sources.

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