Enterprise Intelligence Quarter

Stakeholder Engagement Quarter (hereinafter, the Quarter) is the first of four lectures of Operations Quadrivium (hereinafter, the Quadrivium):

• 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

The predecessor lecture is Enterprise Acquisitions Quarter.

Concepts

1. Stakeholder analysis.
   • Stakeholder involvement.
   • Stakeholder power

• Perceived organizational support. Employees' general belief that their organization values their contribution and cares about their well-being.
• Perceived organizational support. The degree to which employees believe an organization values their contribution and cares about their well-being.
• Attitude survey. A survey that elicits responses from employees through questions about how they feel about their jobs, work groups, supervisors, or the organization.
• Team efficacy. A team's collective belief that they can succeed at their tasks.
• Team identity. A team member's affinity for and sense of belongingness to his or her team.
• Team cohesion. A situation when team members are emotionally attached to one another and motivated toward the team because of their attachment.
• Wellness program. An organizationally supported program that focuses on the employee's total physical and mental condition.
• Voice. Dissatisfaction expressed through active and constructive attempts to improve conditions.
• Withdrawal behavior. The set of actions employees take to separate themselves from the organization.
• Work council. A group of nominated or elected employees who must be consulted when management makes decisions involving personnel.
• Sexual harassment. Any unwanted action or activity of a sexual nature that explicitly or implicitly affects an individual's employment, performance, or work environment.
• Sexual harassment. Any unwanted activity of a sexual nature that affects an individual's employment and creates a hostile work environment.
• Turnover. The voluntary and involuntary permanent withdrawal from an organization.
• Absenteeism. The failure to show up for work.
• Deviant workplace behavior (also known as antisocial behavior or workplace incivility). Voluntary behavior that violates significant organizational norms and, in so doing, threatens the well-being of the organization or its members.
• Employee theft. Any unauthorized taking of company property by employees for their personal use.
• Employee engagement. An individual's involvement with, satisfaction with, and enthusiasm for the work he or she does.
• Employee engagement. When employees are connected to, satisfied with, and enthusiastic about their jobs.
• Flexible benefits. A benefits plan that allows each employee to put together a benefits package individually tailored to his or her own needs and situation.
• Flextime (flexible work hours). A scheduling system in which employees are required to work a specific number of hours a week but are free to vary those hours within certain limits.
• Flextime. Flexible work hours.
• Forced comparison. Method of performance evaluation where an employee's performance is made in explicit comparison to others (e.g., an employee may rank third out of 10 employees in his or her work unit).
• Job satisfaction. A positive feeling about one's job resulting from an evaluation of its characteristics.
• Job satisfaction. An employee's general attitude toward her or his job.
• Loyalty. Dissatisfaction expressed by passively waiting for conditions to improve.
• Employee involvement and participation. A participative process that uses the input of employees to increase employee commitment to organizational success.
• Employee recognition program. A plan to encourage specific employee behaviors by formally appreciating specific employee contributions.
• Employee recognition program. Personal attention and expressing interest, approval, and appreciation for a job well done.
• Employee stock ownership plan. A company-established benefits plan in which employees acquire stock, often at below-market prices, as part of their benefits.
• Bonus. A pay plan that rewards employees for recent performance rather than historical performance.
• 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.
• Neglect. Dissatisfaction expressed through allowing conditions to worsen.
• Motivating potential score. A predictive index that suggests the motivating potential in a job.
• Organizational commitment. The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in that organization.
• Organizational commitment. The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization.
• Profit-sharing plan. An organization-wide program that distributes compensation based on some established formula designed around a company's profitability.
• Procedural justice. Perceived fairness of the process used to determine the distribution of rewards.
• Procedural justice. The perceived fairness of the process used to determine the distribution of rewards.
• Psychological contract. An unwritten agreement that sets out what management expects from an employee and vice versa.
• Psychological empowerment. Employee's belief in the degree to which they affect their work environment, their competence, the meaningfulness of their job, and their perceived autonomy in their work.
• Representative participation. A system in which workers participate in organizational decision making through a small group of representative employees.
• 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.

Roles

1. Whistle-blower. An individual who raises ethical concerns or issues to others.
   • Whistle-blower. An individual who reports unethical practices by their employer to outsiders.

Practices

The successor lecture is Work Setup Quarter.