Internal stakeholders

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Internal stakeholders

Employees and management are intimately connected with the company. This means that the objectives will have a strong and immediate influence on how it is run. Management and employees, key internal stakeholders are interested in the following:

– The organisation’s continuation and growth;

– Managers and employees have individual expectations. Managers and employees look to the organisation for:

o Security of income;

o Increases in income;

o A safe and comfortable work environment;

o A sense of community;

o Interesting work;

o Skills and career development;

o A sense of doing something worthwhile.

The interests and expectations of internal stakeholders vary between cultures.

Companies face a dilemma in meeting the needs of internal stakeholders with marketing needs.

Satisfying the needs of internal stakeholders will help the marketing effort. If the workforce is demotivated, a number of adverse affects will occur:

– Low productivity;

– High staff turnover resulting in training and recruitment costs;

– Increased militancy;

– Presentation of poor image to customer.

Organisations practice internal marketing. This means that employees are treated as internal customers. Communication of a company’s values are a key part of internal marketing.

Employees’ organisations

Dissatisfied employees end their misery by resigning and seeking employment elsewhere. However it is easier to stay in their job and seek improvement in their current employment conditions. Many employees join trade unions to protect their workplace interests.

A trade unions objective is to promote their interests and improve their pay and conditions of employment, and to represent them in negotiations. Unions also provide personal services to members.

Trade unions have wider social objectives and seek to influence governments on matters such as employment and the welfare of workers.

Employers’ organisations

Employers share vested interests with each other and frequently join voluntary associations of employers representing a particular area. Collectively employers agree on conditions of employments with unions in a particular sector.

The board of directors: co-ordinating internal and some connected stakeholders

At the top of an organisation is a body of people with decision-making powers. The quality of this body’s decisions is subject to review but a board should run the organisation.

The board provides both functions with executive directors who run the business and non-executive directors with real influence.


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partijiet interessati interni

 

Impjegati u l-ġestjoni huma intimament konnessi mal-kumpannija. Dan ifisser li l-għanijiet se jkollha influwenza qawwija u immedjata dwar kif hi mmexxija. Ġestjoni u l-impjegati, il-partijiet interessati interni ewlenin huma interessati f’dan li ġej:

– Il organisationâ € ™ s kontinwazzjoni u t-tkabbir;

– Maniġers u l-impjegati għandhom aspettattivi individwali. Maniġers u l-impjegati tfittex għall-organizzazzjoni ta ‘:

o Is-sigurtà tal-introjtu;

Żidiet o fid-dħul;

o ambjent tax-xogħol sigur u komdu;

o sens ta ‘komunità;

o xogħol Interessanti;

o Ħiliet u l-iżvilupp tal-karriera;

o Sens ta ‘kif isir xi ħaġa utli.

 

L-interessi u l-aspettattivi tal-partijiet interessati interni jvarjaw bejn il-kulturi.

 

Kumpaniji jiffaċċjaw dilemma biex jintlaħqu l-ħtiġijiet tal-partijiet interessati interni mal-bżonnijiet ta ‘kummerċjalizzazzjoni.

 

Li jissodisfa l-ħtiġijiet tal-partijiet interessati interni se jgħin l-isforz kummerċjali. Jekk il-forza tax-xogħol hija demotivated, numru ta ‘effetti ħżiena se jseħħ:

– Produttività baxxa;

– Fatturat tal-persunal Għoli jirriżultaw fi spejjeż tat-taħriġ u reklutaġġ;

– Militanza Żieda;

– Preżentazzjoni tal-immaġini fqira lill-klijent.

 

Organizzazzjonijiet prattika kummerċjalizzazzjoni interna. Dan ifisser li l-impjegati jiġu ttrattati bħala klijenti interni. Komunikazzjoni tal-valuri ta ‘companyâ € ™ s huma parti ewlenija tal-marketing intern.

 

organizzazzjonijiet employeesâ € ™

 

impjegati sodisfatti tmiem miżerja tagħhom billi jirriżenja u jfittxu impjieg xi mkien ieħor. Madankollu huwa aktar faċli li jibqgħu fl-impjieg tagħhom u jfittxu titjib fil-kondizzjonijiet ta ‘impjieg attwali tagħhom. Ħafna impjegati tidħol f’sindakali għall-protezzjoni ta ‘interessi post tax-xogħol tagħhom.

 

Għan trade unions huwa li tippromwovi l-interessi tagħhom u jtejbu l-paga u l-kondizzjonijiet tal-impjieg tagħhom, u biex jirrappreżentawhom fin-negozjati. Unjonijiet jipprovdu wkoll servizzi personali lill-membri.

 

It-trejdjunjins għandhom għanijiet soċjali usa ‘u jfittxu li jinfluwenzaw gvernijiet dwar kwistjonijiet bħall-impjiegi u l-benesseri tal-ħaddiema.

 

organizzazzjonijiet Employersâ € ™

 

Min iħaddem jaqsmu l-interessi vestiti ma ‘xulxin u ta’ spiss jissieħbu f’assoċjazzjonijiet volontarji ta ‘min iħaddem li jirrappreżentaw żona partikolari. Kollettivament jħaddmu jaqblu dwar il-kundizzjonijiet ta ’employments bil unions f’settur partikolari.

 

Il-bord tad-diretturi: jikkoordina interna u xi partijiet interessati konnessi

 

Fil-quċċata ta ‘organizzazzjoni huwa korp ta’ persuni setgħa deċiżjonali. Il-kwalità tad-deċiżjonijiet dan l bodyâ € ™ s hija soġġetta għal reviżjoni iżda bord għandu imexxu l-organizzazzjoni.

 

Il-bord jipprovdi żewġ funzjonijiet ma ‘diretturi eżekuttivi li jmexxu l-kummerċ u mhux eżekuttivi diretturi b’influwenza reali.


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interne belanghebbendes

 

Werknemers en bestuur word ten nouste verband hou met die maatskappy. Dit beteken dat die doelwitte ‘n sterk en onmiddellike invloed op hoe dit uitgevoer sal hê. Bestuur en werknemers, sleutel interne belanghebbendes belangstel in die volgende:

– Die organisationâ € ™ s voortsetting en groei;

– Bestuurders en werknemers moet individuele verwagtinge. Bestuurders en werknemers te kyk na die organisasie vir:

o Veiligheidsraad van inkomste;

o Toeneem in inkomste;

o ‘n veilige en gemaklike werksomgewing;

o ‘n gevoel van die gemeenskap;

o interessante werk;

o Vaardighede en loopbaanontwikkeling;

o ‘n gevoel van iets die moeite werd te doen.

 

Die belange en verwagtinge van interne belanghebbendes wissel tussen kulture.

 

Maatskappye in die gesig staar ‘n dilemma in die behoeftes van interne belanghebbendes met bemarking behoeftes.

 

Voldoen aan die behoeftes van interne belanghebbendes sal help om die bemarkingspoging. As die arbeidsmag is gedemotiveerde, ‘n aantal negatiewe invloed sal plaasvind:

– Lae produktiwiteit;

– Hoë personeelomset wat lei tot opleiding en werwing koste;

– Verhoogde militante;

– Aanbieding van swak beeld aan die kliënt.

 

Organisasies oefen interne bemarking. Dit beteken dat werknemers word as interne kliënte. Kommunikasie van ‘n companyâ € ™ s waardes is ‘n belangrike deel van interne bemarking.

 

Employeesâ € ™ organisasies

 

Ontevrede werknemers uiteindelik hul ellende deur te bedank en op soek na werk elders. Dit is egter makliker om te bly in hul werk en soek verbetering in hul huidige diensvoorwaardes. Baie werknemers by vakbonde aansluit om hul werkplek belange te beskerm.

 

A vakbonde doel is om hul belange te bevorder en hulle betaal en diensvoorwaardes te verbeter, en om hulle in onderhandelinge verteenwoordig. Unies bied ook persoonlike dienste aan lede.

 

Vakbonde het wyer sosiale doelwitte en probeer om regerings te beïnvloed oor kwessies soos indiensneming en die welsyn van werkers.

 

Employersâ € ™ organisasies

 

Werkgewers deel gevestigde belange met mekaar en dikwels saam met vrywillige verenigings van werkgewers wat ‘n spesifieke gebied. Gesamentlik werkgewers saamstem oor toestande van employments met vakbonde in ‘n bepaalde sektor.

 

Die direksie: koördinerende interne en ‘n paar gekoppel belanghebbendes