The paper provides a report on matching the interests of the primary stakeholders, which are involved in the office reorganization project, to the goals of the task. The matter refers to the process of opening a new division in Arizona and transmitting the networking appliances to the new place.
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The challenge of ensuring that the stakeholders remain satisfied with the outcomes of the project concern the main manager, who must employ the optimal communication strategies in order to solve the issue. Primarily, it is critical outlining the stakeholders, whose interests are put into question. Thus, the planning of the networking transmission is guided by the J. Smith & Associates group, which positions the members of the team as the main stakeholders. Secondly, the employees of the company are directly addressed since the reorganization of appliances’ positioning affects the performance of the workforce. Finally, the customers of the firm are the third stakeholders since the networking systems, which are transferred, contain the private data of the customers.
Task of the project manager
The task, which is tackled by the project manager, may be resolved if the latter uses successful stakeholder engagement techniques. Mainly, the first essential engagement rule concerns learning the needs of the stakeholders. In other words, the results of the performed work must stem from the main requirements of the involved figures. Secondly, the reorganization must be based on a solid and early preparation for the change. Thus, the task of the project manager is to inform the stakeholders about the alterations as soon as possible so that to prepare them for the new working system. Thirdly, one may consider taking up the opinions of stakeholders’ as the leading principles of the project.
Thus, before launching the planning, a project manager might print the expected results of the reorganization and spread the information. Thus, the stakeholders might receive a chance to provide their feedback to the project. Alternatively, a mass survey may be applied, which can show the personal suggestions of the stakeholders, which can modify the transmission planning before the alterations are made. Furthermore, the project manager might consider creating the so-called learning communities within the organization, the objective of which is to spread the knowledge of the optimal systems’ functioning as well as enhance the level of stakeholders’ trust in the hierarchy of company engagement (Sharma, 2008).
First group: Company administrators
The primary stakeholder group is the board of the company administrators, which comprise J. Smith & Associates group. Ensuring the interests of this team regards two other stakeholder environments since the relations between customers’ satisfaction, employees’ successes and managements’ efficiency are interdependent. The project manager might care about the engagement of the board by executing a complex calculation of the reorganization’s advantages.
Thus, the planning claims that the objective of the reorganization is creating a new constructive service delivery system, which embraces a substantial economic use of resources. Therefore, outlining the benefits of the networking transmission is a winning strategy, which draws the intention of the major stakeholders. The calculation must emphasize the advantages of customers’ involvement as well. The model of providing the analyzed stakeholder feedback might follow the model, which was applied in the sphere of U.K. water industry privatization.
Thus, the experts claim that the successful project was implemented only thanks to the elaboration of shareholder advantages. Thus, the managers of the water delivery reformation figured the formula, according to which even a costly firm reorganization may pose new service benefits if it is implemented correctly (Ogden & Watson, 2009). Conclusively, the challenge for the project manager is to prove the associate board of the new company division that the transfer contributes to the elaboration of company progress.
Second group: Firm employees
The second group of stakeholders includes the firm employees, who are affected by the reforming changes. Thus, one of the vital project tasks is transferring 500 workers to the new service platforms, which poses the new tasks and challenges for employees’ engagement. The ability of the project manager to adjust the workers to the changes influences the conditions of the reorganization as well as the experiences of the workers.
Therefore, the challenge may be approached in the following way. Since the transfer report claims that the networking transition saves a solid part of financial resources, it may be beneficial to offer the work improvements to the employees so that to inspire them for the productive work in the new environment. Mainly, the networking transfer reveals all the drawbacks of the existing appliances as well as the possible breakages
. Therefore, in the frames of the reorganization, the latter may be changed for the new systems, which would bring the usage comfort and increase the service quality. The stressful transfer conditions may also be smoothed if the workers are fully aware of what they should expect from the alteration. Conclusively, the employment of the efficient communication strategies has to be aimed at the improvement of transfer awareness and delivering the benefits of the modification.
Third group: Customers
Finally, the group of the company customers has to be addressed by the project manager as well since the prosperity of the company services relies on the clients’ satisfaction with the firm’s work. The attention of the customers may be drawn by providing maximum company advertisement. Since the firm transfers to the new place, it is possible that some clients might lose the contact with the company, which damages the firm sales. Therefore, the contact information of the company clients must be used with the aim of sending the transfer details to them by post.
Moreover, the spread emails might contain some information about the benefits of the new service so that the customers could stay updated about the new opportunities, which are offered by the opened division. Furthermore, an extensive customer engagement should be launched in the firm before the transfer as well as after it. Thus, the optimal communication techniques have to be employed so that to prove the clients that the reorganization may benefit their company engagement.
Conclusively, the planning of stakeholder involvement shows that the optimization of new services’ delivery should be sustained on three levels. First, the project management should take care of ensuring board interests in the transfer since the latter directs financial distribution. Secondly, the project management is responsible for the improvement of working conditions so that to adjust both the employees and the clients to the new work system.
Ogden, S. & Watson, R. (2009). Corporate performance and stakeholder management: Balancing shareholder and customer interests in the U.K. privatized water industry. Academic Management Journal, 42(5), 526-538.
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Sharma, R. (2008). The six principles of stakeholder management. Supply Chain Management Review, 3, 1-12.