1. Stakeholder Perspective
Persons or groups with interest in the organization and its activities
“Persons or groups that have or claim ownership, rights, or interests in a corporation and its activities, past, present, or future.”—Clarkson, 1995, p. 106
“Any group or individual who can affect or is affected by the achievement of the organization’s objectives.”—Freeman, 1984, p. 46

2. Human Resource Management Stakeholder Management
Memos XII-2009
April 19-25, 2009
Amman, Jordan
Human Resource Management
Stakeholder Management

3. Stakeholder Perspective
Primary Stakeholders:
those whose continuing participation is necessary for organizational survival
Secondary Stakeholders:
those who do not interact directly but can affect or be affected by the organization

4. Demand-side Stakeholders Consumers/Clients of organizationas
Voluntary Stakeholders
Entities directly associated with the system
Involuntary stakeholders
Entities not so associated but affected in one way or another
Demand-side Stakeholders
Consumers/Clients of organizationas
Supply-side Stakeholders
Facilitators of the products of the organization

5. Stakeholder Salience
Salience Attributes:
Power
to influence the organization
Legitimacy
legal or moral rights
Urgency
needing immediate attention

6. Sources of Power
1. Legitimate Power: formal “legal” authority in a position
2. Reward Power: capacity to reward others.
3. Coercive Power: capacity and willingness to punish.
4. Connection Power: relationships with other influential, important or competent people.
5. Information Power: having information that others do not
6. Expert Power: skill, knowledge, accomplishments or reputation.
7. Referent Power: personal feelings of attraction, or admiration, that others have for you.

7. Managing Stakeholders
Effective stakeholder management involves having a clear understanding of stakeholder perceptions and preferences.
Members within a single stakeholder group may differ widely in the priorities they place on organizational goals and processes.

8. Sports Entity # 1
Sports Entity #2
Sports Entity #8
Sports Entity #7
Sports Entity # 3
Sports Entity # 6
Sports Entity # 4
Sports Entity # 5

9. Inter-organizational Neywork
SGB 1
NOC
SGB 6
SGB 5
SGB 4
SGB 3
SGB 2

10. Inter-organizational Neywork
Club 1
SGB
Club 6
Club 5
Club 4
Club 3
Club 2

11. SGB’s Apical Responsibilities/Duties
Generate/Share Revenues
Enhance Member Capacity to Generate Funds
Promotion of the Sport

12. SGB’s Apical Responsibilities/Duties
Developing New Services/Products
New/Format of Competitions
Altered Form of Sport
Develop Managerial and Coaching Skills
Protect the Image of the Sport

13. SGB’s Apical Responsibilities/Duties (continued)
Managing Diversity
Athlete Welfare
Guide Pursuit of Excellence
Build Relationships Among Members
Create Trust

14. Implications
Vision/Mission Statements and Apical Functions
Philosophy
Desired Public Image
Target Clients/Critical Stakeholders
Principal Services
Commitment to Serve and Survive

15. IOC Mission
Top Level Sport & Sport for All
Celebration of Olympic Games
Women in Sport
Sport Ethics
Protection of Athletes

16. Olympic Solidarity’s 20 Programs
Athletes
Coaches
NOC Management
Olympic Values

17. Vision/Mission of Basketball Ontario
Accountability to
Membership, Funding Agencies, sponsors
Community Ownership/Partnership
Athlete Development
Equity (barrier free programs)
Participation Development
Risk Management
Gender Parity
100% women coaches for provincial teams
90% women coaches in all programs

18. IOC
Olympic Games
Market

19. Sponsors
Government
Media
Costs
SGB
Benefits
Athletes
Member O’s