Description of stakeholders. Assessment of the impact of stakeholders on the functioning of the organization. Stakeholder analysis of Nestle

Theory of stakeholders (groups of influence) - any group or individual that can influence or be influenced by the organization.

Stakeholder theory argues that the goals of organizations should take into account the diverse interests of various parties, which will represent some type of informal coalition. The relative power of different influence groups is key in assessing their importance, and organizations often rank them in relation to each other, creating a hierarchy of relative importance. There may also be certain relationships between stakeholders, which are not always cooperative in nature, but can also be competitive. However, all stakeholders can be considered as a single contradictory whole, the resultant of the interests of the parts of which will determine the trajectory of the organization's evolution. Such a whole is called the "coalition of influence" or "coalition of business participants" of the organization.

Stakeholders (groups of influence) can be divided into four main categories:

financing the enterprise (for example, shareholders, investors);

the managers who lead it;

employees working at the enterprise (at least, that part of them that is interested in achieving the goals of the organization);

economic partners.

The behavior of influence groups or coalition members is determined by their interests. These interests are relatively stable over time, and different groups are willing to make different efforts to pressure the organization to adjust organizational behavior in accordance with these interests. Consider the typical interests of the main groups of influence

Organizational stakeholders and their interests

The table shows that each group of stakeholders has specific interests, but there are some areas where these interests overlap.

Let us now consider in more detail how stakeholder theory reflects the positions of some of the most important of these groups.

Owners. The rational approach on which economic theory is built involves a number of important assumptions about owners. In particular:

The company exists for the benefit of its owners;

The only task of the owner is to maximize his financial wealth;

Owners are interested in profit maximization;

Owners exercise full control and make all important decisions;

The owners' decisions are based on perfect knowledge, unlimited experience and ability.

Top management. Modern ideas suggest that not the owners, but the top management has the greatest weight in the strategic management of the organization. Ownership and management do not go hand in hand. It often happens that the owners do not attend the annual general meetings, and top management has the freedom to pursue their interests. Top managers can independently carry out the following important actions: receive a large salary, payments in the form of various bonuses and change the structure of the organization in accordance with their own interests; launch projects approved by them; benefit from various activities.

It is assumed that top managers can pursue their goals through the organization's goal of maximizing sales revenue. The argument is that increased sales mean more prestige, higher salaries, a better position in transactions with financial institutions, and easier-to-manage staff.

Employees. The company sets goals and acts in response to the influence exerted by the personnel and their actions. Departments (such as financial, production, etc.) are aimed at attracting a part of the resources distributed by the company.

funding organizations

economic partners.

managers

Which group owns the Promotion Opportunities interest?

Suppliers

Shareholders

Workers.

The company exists for the benefit of its … ?

Owners.

Suppliers

Stakeholder, initially - one of the physical. or legal persons interested in the financial and other results of the company's activities: shareholders, creditors, bondholders, members of management bodies, company employees, customers, society as a whole, government, etc.

Stakeholder theory (originally formulated by Freeman in 1984) states that in achieving the goals of an organization's activities, the diverse interests of various interested parties (stakeholders) should be taken into account. There can be various relationships between stakeholders, which are not always in the nature of cooperation, coincidence of interests, but rather competitive ones. However, all stakeholders can be considered as a single contradictory whole, the resultant of the interests of the parts of which will determine the trajectory of the organization's development.

Freeman's idea is to represent the company, its external and internal environment, as a set of parties interested in its activities, the interests and requirements of which the company's managers must take into account and satisfy.

Highlight the trace. main stakeholder groups: shareholders, institutional investors, employees, consumers, government agencies. and regional authorities, general org-tion, mass media, dealers-distributors and suppliers.

Shareholders

· The main interests of stakeholders: the size of the annual dividend, the increase in the value of shares, the growth of the company's value and its profit, fluctuations in share prices.

· Risks associated with the behavior of stakeholders: sale of a significant block of shares.

Institutional Investors

· The main interests of stakeholders: the size of investments with a high level of risk, the expectation of high profits, the balance of their investment portfolio.

· Risks associated. with the behavior of the stakeholder: withdrawal of investments, abuse of the rights of shareholders.

Direction of PR: investor relations (investor relations) ir

Institutionalization within the organization: Investor Relations Department

Specialists: ir-manager, ir consultant

Employees

· Key stakeholder interests: job security, real wages, terms of employment, promotion opportunities.

Risks: strikes, improper execution of their official duties, dissemination of negative information about the enterprise (in particular on the Internet).

Direction PR: hr management (human resources management) - human resource management

· Institutionalization within the org-tion: Department for ex. personnel, department of internal communications

· Specials: hr-manager

Consumers

· Main interests: desired and high-quality products, acceptable prices, variety of choice.

· Risks associated with the behavior of stakeholders: reduced consumption of the product, boycott of products, claims (including in court).

Direction PR: crm (customer relationship management) - customer relationship management

Institutionalization within the organization: customer service department, can be included in the marketing department or sales department

Specialist: Customer Service Specialist

Distributor Dealers

· The main interests of stakeholders: after-sales service, timeliness and reliability of deliveries, quality of the delivered product (service).

Suppliers

· The main interests of the stakeholders: stability of orders, payment on time and under the terms of the contract.

· Risks: refusal to cooperate, cooperation with competitors.

Government representatives

· The main interests of the stakeholders: providing employment, paying taxes, complying with the requirements of the law, supporting or jointly implementing projects.

· Risks associated with the behavior of stakeholders: the adoption of a law restricting entrepreneurial activity (sales, advertising, etc.) of products; blocking bills of interest to the corporation; corruption, the establishment of barriers that hinder entrepreneurial activity.

· Direction of PR: government relations.

· Institutionalization within the organization: department for interaction with state authorities (gr-department).

· Specialists: gr-manager, lobbyist.

Representatives of the regional authorities

· The main interests of stakeholders: contribution to the economic growth of the region, contribution to the local budget, support for the social infrastructure of the region.

· Risks associated with the behavior of stakeholders: corruption, the establishment of barriers that hinder entrepreneurial activity, the organization of protests at the local community level.

Direction of PR: government relations

Institutionalization within the organization: department for work with regions

Specialist: specialist in working with local communities (local community manager)

General groups

· Main interests: caring for the environment, supporting local community activities, introducing CSR (non-financial reporting), the requirement to listen to pressure groups.

· Risks: organizing public actions (rallies, pickets, etc.) directed against the activities of the corporation, stimulating negative coverage in the media, creating a negative image of the corporation, consolidating efforts with authorities state power and media.

Direction of PR: relations with non-profit organizations (NPOs)

Institutionalization within the org-tion: part of the department for work with public authorities or pr-department

· Specialists: specialist in working with NGOs

· The main interests of stakeholders: obtaining truthful and complete information about the activities of the corporation, access to the first persons or their representatives for commentary.

· Risks associated with the behavior of stakeholders: boycott, negative coverage, consolidation of efforts with state authorities and NGOs.

· Direction of PR: media relations.

· Institutionalization within the organization: press service, press center, media department, information policy department.

· Specialists: press secretary, media specialist.

Many relationship between the corporation and interest groups fixed and regulated by the legal

documents, agreements, laws of the country of presence of the corporation, international documents (for example, the Universal Declaration of Human Rights, Conventions international organization Labor (ILO), etc.) This applies to the field of legal. corporate responsibility.

From the point of view of the EU law (Green paper), all interested parties have the right to be heard and understood, because they are equivalent. After all, each interested party (government, NGOs, media) − potential source of risk , a catalyst for a risky situation. A risky situation is a situation in which the stakeholder chooses a behavior model that entails risky events. The likelihood of risk increases as stakeholder groups come together (for example, NGOs involve government authorities and the media).

SO goal — to build harmonious relations with all stakeholder groups based on the principles of openness, transparency and mutual interest. CSR is one of the tools that can contribute to this. Strategic CSR is a long-term process based on continuous dialogue with stakeholders and social reporting, where the corporation reflects its achievements in the field of corporate social responsibility.

International Business Conduct Standards provide for the conduct of business social reporting in accordance with international standards for the preparation of non-financial reports, which makes the CSR process more transparent and verifiable. Moreover, reports prepared by international standards, allow you to compare results and evaluate the effectiveness of CSR, which is of fundamental importance for corporations.

The presence of all of the above departments to communicate with different stakeholder groups in every corporation is completely optional. In smaller companies, all these functions are transferred to the MB PR department. In large corporations, the structure of mb departments is very branched and confusing. For example, all of these departments may be part of a separate department for corporate relations.

DETAILS:

Stakeholder(from English stakeholder; lit.

“owner of a share (recipient of interest); holder of the pledge”, initially - the manager (trustee) of the disputed, pledged or ward property, shareholder):

- in the narrow sense of the word: the same as a shareholder (shareholder, participant), that is, a person who has a share in the authorized (share) capital of an enterprise;

- in a broad sense: but from individuals or legal entities interested in the financial and other results of the company's activities: shareholders, creditors, bondholders, members of management bodies, company employees, customers (counterparties), society as a whole, government.

The basic definition of the new concept was given by R. E. Freeman ( R. E. Freeman) in 1984: " Stakeholder- this is a group (individual) that can influence the achievement of the organization's goals or the work of the organization as a whole.

Consequently, stakeholders are all groups of people (or other organizations) whose contribution (work, capital, resources, purchasing power, dissemination of information about the company, etc.) is the basis of the success of the organization.

Newbold and Luffman(1989) divide stakeholders into four main categories:

influence groups financing the enterprise (for example, shareholders);

the managers who lead it;

Employees working in the company

Each of these groups has different interests and power capabilities, which will affect the level of tasks they set.

Mendelow model (1991).

Stakeholder(Stakeholder)

1. physical or entity, directly or indirectly interested in the financial or other results of the company;
2. groups of influence existing in the company or outside it, whose interests must be taken into account in the process of activity.

Usually, the term stakeholder is understood as a wide range of people: shareholders of the company, its creditors, borrowers, customers, members of management bodies, company employees, representatives of authorities, the public, and the like.

The theory of stakeholders, as one of the concepts of business ethics, was developed by R. Freeman in 1984.

In domestic practice, it is customary to use the expression "participant" to refer to the term stakeholder.

Often, the term "stakeholders" means groups of influence that exist inside or outside the company, which must be taken into account when carrying out activities. Stakeholder interests may conflict with each other. Stakeholders can be viewed as a single contradictory whole, the resultant of the interests of the parts of which will determine the trajectory of the evolution of the organization.

The shortest and most succinct definition of a stakeholder was given by Bradley Googins, director of the Boston College Corporate Citizenship Center.

Stakeholders are the groups, organizations, or individuals that the company influences and depends on.

There are usually two groups of stakeholders: primary and secondary.

Primary stakeholders have a legitimate and direct influence on the business (inner circle):

Secondary stakeholders that have an indirect impact on the business (far circle):

1. power (local and state);
2. competitors;
3. other companies;
4. investors;
5. local communities, which include:
   • funds mass media;
   • non-profit organizations, including public and charitable ones;

(See Credit Enhancer, Bank Authorized Person, Bank Member).

You already know the main roles of Scrum: Product Owner, Scrum Master, Development Team. To release a cool Product, they need the help of stakeholders - people interested in the Product. Stakeholders help to improve it and make it in demand: they try the Product and give it to the Team feedback.

Let's see how interested people help the coffee shop win the trust of customers. They have recently been working on Scrum here and do not yet understand why they need stakeholders. Autumn is coming, and the coffee shop is preparing to release a new menu.

What kind of people are interested in the Product

Interested people - those who will use the Product for their own purposes. In a coffee shop, these are customers and baristas. Visitors pay for the coffee themselves and drink it for their own pleasure. The barista is different: The product he uses is not coffee, but a coffee machine. The coffee shop buys it itself or rents it.

The barista is interested in making coffee quickly and well. He knows how to choose the coffee machine with the best performance, so the owner of the coffee shop will ask him for help. If you do not take into account the opinion of the barista, you can buy a bad coffee machine: it will often break down or brew tasteless coffee.

Visitors share coffee reviews, and the barista chooses a coffee machine. They have an interest in the Product, but no influence: if the owner of the coffee shop decides to ignore their opinions, then there is nothing they can do. This will not work with investors - interested people who want to profit from the Product. They invest part of the money in opening a coffee shop. If the coffee shop is not profitable, they will demand a refund.

Investors may not interfere in the work of a coffee shop, but they can also help: choose a premises if they have experience opening a cafe. Or introduce you to the coolest chef barista in town. It often happens that investors begin to dictate their terms. Scrum protects against such interference: only the Product Owner - the owner of the coffee shop - decides what the Product will be.

He can take into account those opinions that he considers important, or he can ignore all. But then the Product runs the risk of becoming useless: no one will buy coffee, and the coffee shop will have to close. In the worst case, the owner will lose the confidence of investors who will not give him money for new projects.



How Stakeholders Help Make the Product

The team invites interested people to understand how to improve the Product. They can come to Product Backlog Refinement and Daily Scrum if they want. Without them, there will definitely not be a Sprint Review.

Such meetings for stakeholders are not an obligation. They come if there is free time and a desire to help.

Stakeholders will help the Team to refine the Product Backlog. This meeting is different from other Sprint events: the Team decides whether to hold it or not. Usually it is needed if the Product Backlog has large and complex tasks that need to be clarified, supplemented or divided into small ones. After that, the Team will take small tasks to the Sprint Backlog.

A coffee shop owner wants to sell coffee to go. He calls for a meeting of clients who often take coffee with them. Customers describe how they are served in coffee shops: what they usually do before getting coffee. The manager and barista will learn how to divide the service into stages. Now they will think about how to speed up and improve each stage.

Stakeholders come to the Daily Scrum to find out how the Team is moving towards the Sprint Goal. But these events are optional for them, unlike the Sprint Review. It is not carried out without interested people.

The Sprint Review is more than just a presentation where everyone is looking at slides, yawning and looking at their smartphones. The Product Owner shows what the Team has done in a Sprint. Interested people try the Product, share their impressions with the Team and say what they lack. Feedback helps the Team understand how to improve the Product in the next Sprint.

The coffee house successfully works with the opinions of customers: The team immediately receives feedback, and customers see how the coffee house is getting better thanks to them. At the next Sprint Review, the chef shows desserts that will soon appear on the menu. Customers try them and ask to sell them to take away: this way they can run into a coffee shop on their way to work and have breakfast in the office. The manager takes note of this and orders boxes for desserts.



Who can become a stakeholder

The owner of the coffee shop collects as many different opinions as possible in order to clarify and update the list of possible improvements to the coffee shop.

His mother and brother love coffee, so they are stakeholders. If a person has no power or interest in the Product, he will not be a stakeholder. For example, people who prefer green tea will not be helpful to baristas when developing coffee recipes.

If one of the interested people is busy and cannot come to the meeting, another one will take his place. Changing stakeholders is useful in order to get different feedback and constantly improve the Product.

Stakeholders are important contributors to Scrum work who assist the Product Owner and the Team in every Sprint. Thanks to them, the Scrum Team makes the Product more valuable. If you ignore the opinions of interested people, you can get a non-working and outdated Product.

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Text: Alena Maslik

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Who are the stakeholders?

The shortest and most succinct definition of this concept was given by Bradley Googins, director of the Boston College Corporate Citizenship Center. Stakeholders are groups, organizations, or individuals that a company influences and depends on.

There are usually two groups of stakeholders: primary and secondary. Primary, have a legitimate and direct impact on business (inner circle):

• owners; clients; employees;
• business partners along the production chain.

Secondary, having an indirect impact on business (far circle): 1) power (local and state); 2) competitors; 3) other companies; 4) investors; 5) local communities, which include:

• mass media; non-profit organizations, including public and charitable ones;
• local activists who form public opinion.

On the local level the main stakeholders include local authorities, on which the business activity itself depends; customers, on whose attitude to your company its business indicators depend; non-profit organizations that form public opinion; media that affect the local population and the reputation of the company. “Stakeholders” actively influence the success of a business. It is no coincidence that 72% of entrepreneurs around the world admit that successful businessmen take into account the interests not only of shareholders, but also of wider interest groups: customers, employees, suppliers and local communities.

Stakeholders form an interdependent system, a kind of<паутину>, which sometimes supports business in Hard time, and sometimes, on the contrary, deprives the company of the opportunity to act.

The modern economy needs radical modernization and strengthening of its competitiveness. This measure is aimed at Russia's technological breakthrough in world economy. Modernization is subject to institutional, financial, managerial, technological areas of activity of enterprises and industries, reflecting the interests of the company's stakeholders.

Who are the stakeholders

In short and succinctly, a stakeholder is a group, organization or individual that can be influenced by a certain company dependent on them.
There are two large segments: primary and secondary. The primary stakeholder is the closest circle that has a direct impact on the business:

Owners, investors, shareholders, clients and employees of the company;
business partners.

A secondary stakeholder is a far-flung circle that has an implicit impact on the business:

Representatives of local and state authorities;
competitors;
media, public and charity organisations, activists, on whose opinion the people rely.

The main stakeholders can be represented by the local authorities of a particular region, on which the direction and development of the business depends. Most successful companies consider relationships not only within the firm, but also widely outside of it. Taking into account the interests of clients, shareholders, employees and officials, businessmen develop their business more successfully. Not all stakeholder relationships are of a financial nature.

Internal stakeholders are represented by top managers, employees, board of directors, owners, investors and shareholders. Their interests often do not coincide. Management wants freedom, shareholders want more control. Employees want pay increases, management want cost cuts. To resolve such disagreements, a system of incentives and motivations is being introduced. Thus, the goals for the development of the company become common.

Shareholders and investors

Shareholders bought back the shares of the company, invested their funds in its development and are waiting to receive financial profit. They are also interested in the growth of annual dividends and the growth of the market value of the company's securities. After all, if the shares were purchased at a speculative rate, the shareholder expects an increase in the value of the shares, which means that there is an opportunity to earn more on resale.


The role of the stakeholders who financed own funds firm is clear. Investors are interested in a quick return on business and constant growth. They risk their investments, so they are interested in stabilizing the investment portfolio.

Top management and employees of the firm

The company's management is interested in the stability of the company's work and the fulfillment of monthly and quarterly development plans. It is this factor that determines the size of the premium bonus. Also, the manager strives for freedom of action and he is very interested in his area of ​​​​responsibility.


Employees of the company expect timely payment of wages and the availability of bonus, social and insurance guarantees from the management. Each employee is endowed with a special level of responsibility and authority within a narrow specialization.

Consumers, dealers and partners

The final stakeholder plays an important role. This is the consumer. This group uses the company's products. This segment is quite extensive, since it can include both manufacturing companies and individuals who use the company's products. The consumer expects a quality product from the company at an affordable price and the fulfillment of warranty obligations.


Dealers and partners of the company sell and supply the company's products to their counterparties. They are interested in the stability of the company, in the quality of goods and services.

Suppliers and financial corporations

Suppliers of raw materials and products are interested in the company constantly purchasing from them, paying according to the concluded contracts. Each supplier hopes for the growth and development of the company in order to conclude better deals and increase the volume of deliveries.

Financial structures are interested in the stable operation of the company. If the bank has issued a loan to the company, it is also interested in timely monthly payments under a loan agreement.

Power structures and social groups

The activity of stakeholders, representatives of local authorities is to expect the company to replenish the city budget with tax revenues, to ensure local population new jobs and legal and transparent farming.


Public groups of the local population can be represented by both political parties and charitable organizations. These stakeholders want the company to accept their opinion. For example, environmental centers may oblige a company to eliminate sources of emissions. Or the sickness fund may apply for funding for the operation.

All types of stakeholders, one way or another, are able to influence the dynamics of business development. Nowadays, many companies are faced with such a paradox, where the public is replaced by groups of individuals, representing a narrow target audience. The company's problem is to discern in the mass of groups precisely its own potential clients. So, accurately segment the portrait target audience. By correctly identifying the interests of stakeholders, the growth of the company's business is ensured.

This is the second evaluation tool external environment important for government organizations. Understanding who is the key group in making decisions regarding the development of the organization, understanding the level of support and involvement of one or another key player is a key factor if the organization is interested in the success of its strategic plans. Stakeholders are any person, group or organization that can influence organizational strategy, resources and results, or who are affected by the organization's performance. Examples of stakeholders in any government are citizens, taxpayers, service users, government organizations, political parties working citizens, labor unions, the financial community, business organizations and other governments. For non-profit organizations among the key stakeholders are clients or consumers, foundations or other charitable organizations, employees, board of directors, volunteers, other NGOs providing similar services or involved in similar projects, banks, suppliers.

Attention to stakeholders is especially important for the organization: "the key to the success of government and non-profit organizations (and communities) is the satisfaction of key stakeholders."

Stakeholder analysis provides an organization with a way to make the right decisions when developing strategies and policies. A broad view of the definition of at least a list of stakeholders helps the organization to understand in what social and other relationships it is involved, to understand who and what "counts". Also, such an analysis gives the organization an idea that it has not only one “client”, but various groups of stakeholders for whom the activities of the organization are important and which can have a certain impact on it.

There are various ways to assess the stakeholders of an organization. Here we will consider an approach based on the identification of the expectations of the various stakeholders of the organization in relation to the organization and the level of their influence on the organization.

The analysis begins with the creation of a list of potential stakeholders. Sometimes they identify the criteria against which they evaluate the performance of the organization and determine how well the organization performs in accordance with the specified criteria from the point of view of stakeholders. Next, you need to determine how important this or that stakeholder is for the organization, and understand in what ways stakeholders can influence the organization, what the organization needs from each stakeholder (for example, employees, money, political support, etc.).

Thus, a so-called stakeholder matrix is ​​created, which makes it possible to determine the most influential groups that determine the development of the organization. It helps to understand and analyze the impact of a particular stakeholder on the organization's development strategy. The matrix looks like this (Fig. 1):

Fig.1. Stakeholder matrix

The matrix indicates the type of relationship that an organization can establish with each stakeholder group. As a result of such a complete analysis, the organization can understand whether it needs to develop different missions and strategies for each stakeholder group.

Of course, the adoption of the organization's strategy by key D players is most important. They may be the President, a key investor, a lead ministry or agency.

Segment C is the most difficult. Stakeholders from this group can be quite passive in relation to the organization, but sometimes there are situations when their interest is sharply manifested and they can move to group D, hindering or facilitating the organization's strategic decisions. These can be, for example, institutional stakeholders.

It is very important to take into account the expectations of sector B stakeholders, such as local communities, for example, by providing them with the necessary information about the proposed actions of the organization. These stakeholders can become very important allies in influencing more powerful stakeholders.

Let us consider the application of stakeholder analysis in the development of a planning project for sections of a linear object of the road network "Road from Kyiv highway to Kaluga highway (village Salaryevo - village Mamyri)" in the settlements of Sosenskoye, Moskovskiy and Mosrentgen (in one of the administrative districts of the city of Moscow, the study was conducted at the Faculty of State and municipal government NRU HSE Klimova A.V. and Martsinyuk A.M. in 2013) (the exact names are not indicated at the request of the representatives of the organization).

The main stakeholders of this project are: the District Prefecture, the Government of Moscow, residents of the district, residents of the villages of Salaryevo and Mamyri, the settlements of Moskovsky and Mosrentgen, LLC Mosgortrans, construction companies, Moskomarchitectura, Department of Construction of Moscow, Association of Administrative and Technical Inspections of the City of Moscow (OATI). Stakeholders also include residents living farther from the potential road, organizations Mosenergosbyt and Mosgaz (communications pass on the site allocated for the road), trade and service enterprises, members of the organization for the protection of nature.

To carry out the analysis, we will build a matrix of stakeholders, where we mark the degree of stakeholder support for the project horizontally, and the degree of their potential impact on the project implementation vertically. Those stakeholders with the most interest and the most influence are the key players. Stakeholders with a high degree of influence but minimal interest determine external context project (they may help or hinder the implementation of the project, but they have no direct interest in this particular project). Their level of satisfaction needs to be monitored. High stakeholder, low impact groups should be kept informed of project developments at all times. Groups with a low degree of interest and influence require minimal attention from the organization (see Table 1).

Table 1. Matrix of stakeholders

Degree of interest, Degree of influence	Minimum		Maximum
Minimum	Movement for nature (the original construction project did not include the destruction of trees)	Mosgaz OJSC, Mosenergosbyt LLC (communications are being carried out on the territory of reconstruction)	Logistics companies, residents of the settlement of Moskovsky (they urgently need a road), trade and service enterprises, access to which is carried out along a reconstructed road.
	The rest of the villagers Mamyri and der. Salaryevo	Mosgortrans	Association of residents of the village. Salaryevo and der. Mamyrs, who are afraid that a colossal flow of cars will go to the new “highway”. County prefecture
Maximum		Construction companies participating in the competition for the reconstruction of the road	Moscow Government, Department of Construction

Let's summarize the analysis. The Moscow Government turned out to be the key player, due to the fact that they had to implement the plan for the reconstruction of roads in Moscow in 2013. The key players can also include the association of residents of the villages of Salaryevo and Mamyri, who are afraid that the traffic of the reconstructed street will increase and they will not be able to leave their villages due to traffic jams, and children will be threatened due to the growth of “non-local cars”. They can influence the implementation of the project through meetings, letters to the Moscow Government, appeals to deputies. This also includes the majority of residents of the Moskovsky settlement, as transport accessibility to Moscow will increase for them, and an alternative to entering and exiting the Moscow Ring Road will appear.

Those who are strongly opposed are not so many: for example, the Green Society is against any expansion of the roadway, but they can be neglected at this stage, since the reconstruction of the road does not lead to deforestation or the use of protected lands.

Based on this analysis, it would be possible to recommend holding an exposition and public hearings on the territory of the Moskovsky settlement, since in this way it is possible to avoid untenable criticism of the inhabitants of the village. Salaryevo and der. Mamyri. The notification method can be posting on the official website of the settlement and posting ads at trade enterprises, which will increase the number of positive reviews.

The public hearings themselves are a way of collecting information, as the protocol reflects the proposals and wishes of the participants in the public hearings. It was after the analysis of the hearings that it was possible to identify new groups of stakeholders - these are residents of the Sodruzhestvo-Dudkino SNT, and to clarify the wishes of the residents of the Moskovsky settlement (continuation of reconstruction and the creation of a road to the Moskovsky settlement), and also managed to collect information on the locations of traffic lights and crossings , since the initially proposed project did not meet the needs of the stakeholders. Public hearings can also be a means of informing stakeholders about the project, which will prevent the transition of stakeholders from one group to another or ensure their support for the project.

It can also be noted that stakeholder groups are heterogeneous, in each segment you can find subgroups with different levels of influence and interest that can support the project, be indifferent to it or openly hostile. Therefore, when analyzing, it is necessary to strike a balance between combining various subgroups into one or too much fragmentation of stakeholder groups.

Consider the concept of stakeholders. There is a certain group of persons or organizations that invest their resources, capital in the company. In addition, they contribute to the growth of purchasing power, the dissemination of information about the company, and so on. A stakeholder is a person (legal or natural) who has certain interests, rights or requirements. They are presented and directed in relation to the system and its properties. This is the general meaning of the word "stakeholder". It can be said in other words that there is a relationship management between stakeholders. AT modern world Stakeholders are organizations or groups of individuals who are the backbone of the success of any organization.

Classification

You can also say that the stakeholder - (individual), which has a direct impact on the system. As such, there is no classification of groups, but the most common examples can be given. The following groups can be distinguished:




Identification

As you can see, each system consists of certain stages. This is the development of the project, its production and implementation, operation and subsequent liquidation. Each stage is served by a certain category of stakeholders. They have their own interest in the newly created system. Concrete actions are needed to accurately define and validate the full set of stakeholder needs.

Quality control

Stakeholders are required to set different goals for each project to achieve High Quality goods. Subsequently, the organization undertakes to carry out audits to ensure it in accordance with the approved plan. The purpose of such events is to identify all the necessary nuances at all stages of development to ensure the correct development of the product. This, in turn, allows us to achieve high quality products (goods).



Management of risks

A stakeholder is a company that has a certain interest in the system in terms of risk management. Components this process include category descriptions, technical and coordination tasks, and any limitations and assumptions. In addition, it is necessary to create and constantly maintain a risk profile, which indicates the importance of each of its types separately. All these points must be documented and formalized without fail. The criteria are determined by the importance set by the stakeholders themselves. Please note that this may change from time to time. All information about deviations must be provided to stakeholders. In turn, they conduct an analysis of possible risks. If necessary, they also decide what actions should be taken to optimize the process. If the stakeholders accept the risk with the maximum value, then it must be constantly monitored in order to determine the necessary possible actions in the future.