ENTERPRISE STRATEGY MAC4863
ASSIGNMENT 2 QUESTIONS
YEAR MODULE
1.1
The Mendelow’s Matrix is an instrument for the analysis of key stakeholders with the
help of distinguishing them according to the level of power and interest (Francis, 2016).
This model enables one to know who to consider or prioritise in the procurement
decision-making process or who will be affected by the decisions. In the context of the
negotiation plan:
Figure 3: Mendelow’s Matrix
High Power, High Interest (Manage Closely): Managers and directors who are directly
involved in the decision-making process and are likely to benefit a great deal more from
the negotiation than the other party, such as the CPO.
High Power, Low Interest (Keep Satisfied): Board of directors of a firm or managers of
an organization who set the general strategy of the negotiation but do not necessarily
take part physically.
Low Power, High Interest (Keep Informed): Other organisational departments that
should be informed include the marketing department, which is an internal department
is an example of the many departments that are affected by procurement.
Low Power, Low Interest (Monitor): Those departments that are indirectly related, such
as the administrative department, which only requires that their software be updated,
among others.
In this step, governance makes sure that the planning of negotiation is endorsed by the
senior leadership of the organisation, and the key procurement and finance
stakeholders attend the negotiation event on behalf of the organisation.
Keep Informed: Stakeholders with low power but high interest should be kept informed
about developments and changes. Although they lack the power to significantly
, influence the project or organization, their high interest means they care deeply about
the outcomes. Keeping them informed helps maintain their support and engagement,
and they might influence more powerful stakeholders by forming coalitions or through
lobbying efforts. This strategy ensures that these stakeholders understand the rationale
behind organisational actions, preventing them from joining forces with more powerful
groups that could oppose the organization.
Other Strategies
B. Keep Satisfied: This strategy is used for stakeholders with high power and low
interest. These stakeholders need to be kept satisfied to prevent them from becoming
more active and potentially disruptive.
C. Key Player: This refers to stakeholders with high power and high interest, who should
be actively managed as they can significantly influence the organization's strategy.
D. Minimal Effort: This applies to stakeholders with low power and low interest, where
minimal communication is sufficient. These stakeholders are unlikely to influence the
organization significantly.
1.2
Aero's decision to sell alcohol and tobacco
While considering the decision to sell alcohol and tobacco, the Aero Board
should also take into account the following three stakeholders:
1. Local community
Causes of interest: The local community may be concerned about public health and
safety. Selling alcohol and tobacco can increase the use of substances, which can
affect the well-being of the community. Community members can advocate responsible
sales practices or oppose sales completely. Additionally, the local community may be
concerned about social implications, such as crime rates or public disturbances, which
may arise from the sale of these products.
2. Health organization
ASSIGNMENT 2 QUESTIONS
YEAR MODULE
1.1
The Mendelow’s Matrix is an instrument for the analysis of key stakeholders with the
help of distinguishing them according to the level of power and interest (Francis, 2016).
This model enables one to know who to consider or prioritise in the procurement
decision-making process or who will be affected by the decisions. In the context of the
negotiation plan:
Figure 3: Mendelow’s Matrix
High Power, High Interest (Manage Closely): Managers and directors who are directly
involved in the decision-making process and are likely to benefit a great deal more from
the negotiation than the other party, such as the CPO.
High Power, Low Interest (Keep Satisfied): Board of directors of a firm or managers of
an organization who set the general strategy of the negotiation but do not necessarily
take part physically.
Low Power, High Interest (Keep Informed): Other organisational departments that
should be informed include the marketing department, which is an internal department
is an example of the many departments that are affected by procurement.
Low Power, Low Interest (Monitor): Those departments that are indirectly related, such
as the administrative department, which only requires that their software be updated,
among others.
In this step, governance makes sure that the planning of negotiation is endorsed by the
senior leadership of the organisation, and the key procurement and finance
stakeholders attend the negotiation event on behalf of the organisation.
Keep Informed: Stakeholders with low power but high interest should be kept informed
about developments and changes. Although they lack the power to significantly
, influence the project or organization, their high interest means they care deeply about
the outcomes. Keeping them informed helps maintain their support and engagement,
and they might influence more powerful stakeholders by forming coalitions or through
lobbying efforts. This strategy ensures that these stakeholders understand the rationale
behind organisational actions, preventing them from joining forces with more powerful
groups that could oppose the organization.
Other Strategies
B. Keep Satisfied: This strategy is used for stakeholders with high power and low
interest. These stakeholders need to be kept satisfied to prevent them from becoming
more active and potentially disruptive.
C. Key Player: This refers to stakeholders with high power and high interest, who should
be actively managed as they can significantly influence the organization's strategy.
D. Minimal Effort: This applies to stakeholders with low power and low interest, where
minimal communication is sufficient. These stakeholders are unlikely to influence the
organization significantly.
1.2
Aero's decision to sell alcohol and tobacco
While considering the decision to sell alcohol and tobacco, the Aero Board
should also take into account the following three stakeholders:
1. Local community
Causes of interest: The local community may be concerned about public health and
safety. Selling alcohol and tobacco can increase the use of substances, which can
affect the well-being of the community. Community members can advocate responsible
sales practices or oppose sales completely. Additionally, the local community may be
concerned about social implications, such as crime rates or public disturbances, which
may arise from the sale of these products.
2. Health organization
