DPA 8400 Unit 9 AssignmentPolicy Implementation GridIn thi.docx
- 1. DPA 8400 Unit 9 Assignment Policy Implementation Grid In this assignment you collect stakeholder data that contributes to your implementation strategy and action planning. Construct a policy implementation grid and submit it to your instructor for evaluation. Use Exercise 11.1 on page 327 in Crosby and Bryson to complete this assignment. Use this assignment to complete the policy proposal section of your final project. This assignment needs to be completed by Friday, December 12, 2014 @ 5:00pm, EST Policy implementation grid Stakeholder Stake or interest resources Action channels open to stakeholder Probability of participation and the manner of doing so Influence as a product of resources and participation Implication for implementation strategy Action plan elements Supportive stakeholders
- 3. Running head: 1 STAKEHOLDER ANALYSIS 6 Developing Strategic Leadership In The Public Sector Stakeholder Analysis Anise Hawkins Capella University DPA 840 Introduction Sustainable development is dependent on the effective function of the public institutions. The public institutions shape the living standards of the people. When the public institutions are successful the people have high quality services raising their living standards. It is Essential for organizations to identify the public who affect or are affected by the organizations decision.
- 4. An organization cannot function alone and it requires the support of all the stakeholders. A critical element of developing strategic leadership is the analysis of the stakeholders. It helps to determine how to strengthen the relationship for optimum gain (Joyce & JOYCE, 1999, p. 32). There are two broad types of stakeholders, internal and external stakeholders. Internal stakeholders impact the organizational function from within. For instance, employees and board members are internal stakeholders. External stakeholders influence the organization from without. Examples of external stakeholders are communities and the media. They have a stake in determining the value of the organization. The level of influence, amount of power, level of interest and capabilities of the stakeholders vary (Marr & Creelman, 2011, p. 79). They have strong, moderate or low influence and interests in the organizational function. Some are highly active while others are latent and apathetic. It means that the stakeholders cannot be treated equally in any given project. The have to be classified into different categories through stakeholder analysis. Classifying them helps the organization to develop successful strategies for enhancing the relationships (Joyce & JOYCE, 1999, p. 34). below is a classification of the internal and external stakeholders, the influence/interest grid and stakeholders influence diagram for this project of developing strategic leadership in public institutions. List of internal and external stakeholders Internal Stakeholders
- 5. External Stakeholders · Managers · Employees · Corporate leaders · Stockholders · Board members · Suppliers · Creditors · experts · Clients · Community partners · Government · Trade unions · Activist groups · Media · Opinion leader · public
- 6. grid ( High ) KEEP SATISFIED Stockholders Board members ( INFLUENCE ) MANAGE CLOSELY Employees Experts Managers Suppliers Creditors Government Corporate leaders
- 7. ( Low )MONITOR (MINIMUM EFFORT) Public Society Trade unions Activist groups KEEP INFORMED Media Opinion leaders Community partners ( Low ) ( High ) (
- 8. INTEREST ) Stakeholders influence diagram ( KEY Unidirectional influence Bidirectional influence L low influence M medium influence S strong influence ) ( Employees ) (
- 9. Manager ) ( Opinion leaders ) ( Experts ) ( M ) ( M ) ( L ) ( M ) ( L ) ( L ) ( S ) ( L ) ( S ) ( S ) ( S ) ( S ) ( S
- 10. ) ( S ) ( SS ) ( Organization ) ( Community partners ) ( Government ) ( Clients ) ( Creditors ) ( Suppliers ) ( Board members ) ( Stockholders ) ( Corporate leaders ) ( Media ) ( Trade unions ) ( Activists ) References Joyce, P., & JOYCE. (1999). Strategic Management For The Public Services. Open University Press. Marr, B., & Creelman, J. (2011). More with less: Maximizing value in the public sector. New York, NY: Palgrave Macmillan.
- 11. S