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. The work to identify the stakeholders who may be impacted by a proposed initiative and assess their interests and likely participation.
   • Stakeholder involvement.
   • Stakeholder power
   • Stakeholder participation. A participative process that uses the input of stakeholders to increase their commitment to enterprise success.

• Informational justice. The degree to which employees are provided truthful explanations for decisions.
• 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.
• 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.
• 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.
• 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.
• 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.

• 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.

Instruments

1. Stakeholder register. A listing of the stakeholders affected by a business need or proposed solution and a description of their participation in a project or other initiative.

Practices

The successor lecture is Workgroup Design Quarter.