Essay on Stakeholders in an Organization

3 pages
625 words
George Washington University
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In any organization today, stakeholders play a significant role in decision making. In the book Stakeholder Relationship Management,' by Lynda Bourne, the author states various roles played by stakeholders as well as the management team in decision making. Similarly, the author outlines multiple ways to make decisions more confidently and its importance. Equally, in almost all business organizations in the United States today, the management officials or instead business directors have continued to advocate for the teamwork of stakeholders as well as teamwork in decision making among the stakeholders in different organizations (Lynda, 2009). Thus, the kind of stakeholders that an organization engages in business matters a lot not only in decision making but also business engagement.

In my current business organization, American Advertising Federation, I have engaged and interacted with various types of stakeholders. I have witnessed the stakeholders who act as bottlenecks try to build the organization through ethical decision making. On the other hand, I have also seen and interacted with stakeholders who are empowered or somewhat ready to break and delay the growth of an organization. There it is the role of the management team where I act as a member to check on this kind of stakeholders and come up with ways to deal with them. Both the bottleneck stakeholders and the breaks have a role to play in any business organization such as in the American Advertising Federation.

When dealing with the stakeholders, I have learned to hear their concerns and interests. In my organization, I have directed the corporate governance to adhere with the interests and concerns of the stakeholders or rather the customers who take part in the society. Similarly, I have learned that clients ought to be served in adherence to be rules of the organization. Thus, it is good for any firm to have laid down rules that government clients as well as which guide the stakeholders (Paul, 2006).

Additionally, in his book How to make the decision more confidently, Will Yakowicz states the importance of self-doubting when making decisions in an organization. The business pioneer, Will Yakowicz, narrates that second-guessing helps one to have trust and believe in his decision. Thus, to my team, I motivate the stakeholders to give a chance to doubting their choices as it helps to attract more opinions or rather more decisions which will eventually count to the final decision making in the organization.

Correspondingly, I have always advocated for serving global customers through self-leadership and using the matrix skill set among the stakeholders. I ensure teamwork among the organization's stakeholders as this also leads to ethical decision making. As Kevan Hall states in his article Making the Matrix Work' I ought to ensure inclusive decision making. Consultation with various stakeholders and what they want will enhance teamwork hence providing the growth and establishment of multiple organizations (Hall, 2013).

As discussed above, it is essential to learn and act on the concerns and interests of stakeholders in an organization. Similarly, as stated, I have learned to listen and work on the concerns of stakeholders in my current team. It is good to understand the type of stakeholders in a firm as well as to ensure inclusiveness in decision making. In the article Making the Matrix Work' it is essential to have self-leadership and flexibility when dealing with stakeholders as discussed above.


Hall, K. (2013). Making the matrix work: How matrix managers engage people and cut through complexity. London: Nicholas Brealey Publishing.

Kevan Hall, "Making the Matrix Work," Training Journal, July 2013: 45-48 (4 pp.)

Lynda Bourne, Stakeholder Relationship Management: A maturity model for organizational implementation, Burlington, VT: Ashgate (2009). Chapters 3-4, pp. 49-90 (52 pp.)Paul Rogers and Marcia Blenko, "Who Has the D? How Clear Decision Roles Enhance Organizational Performance," HBR, January 2006, pp. 3-11 (9 pp.)

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