Operations Management. Operations Management questions and answers. Which of the following stakeholder groups should not be included in strategic planning? O Board of Trustees O All of the above should be included as appropriate O Senior Leadership O Medical Staff O Community leaders.
Quiz 5 Question 1 of 20 5.0/ 5.0 Points Which of the following statements about the inclusion of key financial indicators in the planning process is true? Correct A. Pricing and/or rate setting arrangements should be included. B. Budget targets are not relevant to the planning process. C. The financial reserves of an organization need not be considered. D.
Which of the following stakeholder groups should not be included in strategic planning? All of the above should be included as appropriate Which of the following statements about the inclusion of key financial indicators in the planning process is true?
Dec 15, 2020 · Case Study Ch 11 Governance at Pacific Blue Cross – Questions 88-92 88) The roles of people involved in the governance process of PBC are A) project committee which works closely on the project and will drive the project forward B) project sponsor that will give initial thumbs up/down to the project and bring the project forward to the committee C) project …
Stakeholders are those who may be affected by or have an effect on an effort. They may also include people who have a strong interest in the effort for academic, philosophical, or political reasons, even though they and their families, friends, and associates are not directly affected by it.
It increases the credibility of your organization. Involving and attending to the concerns of all stakeholders establishes your organization as fair, ethical, and transparent, and makes it more likely that others will work with you in other circumstances. It increases the chances for the success of your effort.
In order to gain stakeholder participation and support, it’s important to understand not only who potential stakeholders are, but the nature of their interest in the effort. With that understanding, you’ll be able to invite their involvement, address their concerns, and demonstrate how the effort will benefit them.
Stakeholder management is where analysis and practice meet. It allows you to use the analysis to help gain support and buy-in for your effort. Although, as we’ll see, it can be quite helpful in health and community work, the stakeholder analysis model we’re using comes out of business, and is largely meant to help people make sure to get the power on their side for any project they attempt. Community-based and community-focused organizations and institutions may be more likely to have other purposes in mind when the issue of stakeholder management arises.
The most important reason for identifying and understanding stakeholders is that it allows you to recruit them as part of the effort. The Community Tool Box believes that, in most cases, a participatory effort that involves representation of as many stakeholders as possible has a number of important advantages:
As you can see, low to high influence over the effort runs along a line from the bottom to the top of the grid, and low to high interest in the effort runs along a line from left to right. Both influence and interest can be either positive or negative, depending on the perspectives of the stakeholders in question.
Secondary stakeholders are people or groups that are indirectly affected, either positively or negatively, by an effort or the actions of an agency, institution, or organization.