Relationship Management Quarter

Relationship Management Quarter (hereinafter, the Quarter) is a lecture introducing the learners to social implementations 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

Information Architecture Quarter is the predecessor lecture. In the enterprise implementation series, the previous lecture is Worker Productivity Quarter.

Concepts

1. Stakeholder arrangement. The action, process, or result of arranging or being arranged that an enterprise does for and/or offers to its stakeholders.
   • 

     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.
   • Interactional 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.
   • 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.
4. 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.
5. 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.
6. Organizational citizenship. Actions that contribute to the psychological environment of the organization, such as helping others when not required.
   • Utilitarianism. A system in which decisions are made to provide the greatest good for the greatest number.
   • Positive diversity climate. In an organization, an environment of inclusiveness and an acceptance of diversity.
   • Organizational citizenship behavior. Discretionary behavior that contributes to the psychological and social environment of the workspace, while not being part of employee's formal job requirements.
7. 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.
8. 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.
9. 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.
   • 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.
   • 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.
10. 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.

Roles

1. 

   Stakeholder
   Stakeholder. (1) 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; (2) Associated stakeholder. In Agile methodology, a stakeholder is anyone outside the team who has an interest in the product that the team is producing.
   • Associated stakeholder. A stakeholder who is interested in success of the enterprise. Associated stakeholders can include, but are not limited to direct managers, subject matter experts, account managers, salespeople, and legal officers.
   • Dissociated stakeholder. A stakeholder who is interested in failure of the enterprise. Dissociated stakeholders usually include, but are not limited to competitors.
2. Regulator. A stakeholder with legal or governance authority over the solution or the process used to develop it.
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. Whistle-blower. An individual who raises ethical concerns or issues to others or reports unethical practices by their employer to outsiders.
5. Labor union. An organization that represents workers and seeks to protect their interests through collective bargaining.

Instruments

1. 

   Equity comparison
   Equity comparison.
   • Comparison to self inside.
   • Comparison to self outside.
   • Comparison to other inside.
   • Comparison to other outside.
2. 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.
3. Exception report. A document that includes major variations from plan (not all variations) and is distributed to selected stakeholders.
4. 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.
5. 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.

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 implementation series, the next lecture is Leadership Quarter.