Introduction to Management and Leadership Cluster 2: Interpersonal People Skills Show 1 Networks, re

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Introduction to Management and Leadership
Cluster 2 Interpersonal People Skills Show 1
Networks, relationships, stakeholders
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Overview

• At the organisation level we now need to promote
  communication not just as a necessary task, but
  also as a strategic activity where business
  success is enhanced by the translation of an
  individuals improved involvement with overall
  organisational success. It is possible to build
  communication frameworks and partnerships that
  construct relationships beyond the organisation.
  For modern organisations communication networks
  or communities that extend beyond the
  boundaries of the organisation have value. In
  real terms this may simply deliver collaboration
  that improves information flow or assists
  identify new business opportunities in a timely
  manner. Some may have much greater
  consequences. They can interact in physical or
  virtual communities to trade and achieve
  productive outcomes, they can transform human
  competence through shared experiences, or raise
  the profile of the organisation and brand within
  a market. Equally, the communities may purely
  enable the organisation to contribute to the
  well-being of others.

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Defining Communities

• Communities are one means of building internal
  networks between individuals that share meaning
  and shared visions. When discussing communities
  we are specifically using the term in a
  management communication context.
• The term community specifically defines
  commonality amongst participants and with
  increasing mobility or people and information
  escapes the geographically cohesive units we once
  knew

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Networks and Communities
Networks communities can exist within the
organisation, beyond the organisation.
Organisation
External
Team (Internal community)
An individual could be member of an
organisations community contributeexternal
communities
Individual-Employee
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Types of Networks and Communities

• Types of communities
• Communities of Practice
• Learning communities
• Communities of learners
• Knowledge communities
• Professional associations, work groups, etc.)
• Educational (university, self-development)
• Social (Religious, schools)
• Recreational (sporting clubs, hobby groups,
  gymnasiums)
• Two styles of community structures are
  discussed. Divergent networks or communities are
  those constituted by members who have different
  reasons for being involved. While mutually
  supportive they are interpreting the contribution
  of the group from their own perspectives.
• In contrast to a divergent community the
  relationship between players in a convergent
  community is based on the removal of structures
  imposed by each other that specifically hinder a
  sense of shared purpose. All partners can create
  and disseminate information, value add to each
  others processes and still achieve their own
  needs. It is the desire to interact within the
  network that forms the basis for the
  relationships.

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Divergent Networks
Customers
Government and Community Organisations
The Organisations Goal-Focus
Individual employees
Strategic business partners supply partners,
strategic alliances, etc
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Convergent networked communities
The Organisation

• External Strategic Contributors
• Suppliers
• Partners
• Customers
• Etc.

• Internal strategic contributors
• Individuals
• Teams
• Groups

Shared Meaning
Social bodies impacting work (Schools,
regulatory bodies, etc.)
Converged purpose (Identity)
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Networks Communities

• Divergent
• Established for problem/ purpose
• Self-interests
• Value in members ability to attain own goals
• Problem-centred

• Convergent
• Established to network
• Mutual interests
• Re-usable
• Value in network
• Multi-purpose
• Solution-centred

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Who are Stakeholders?

• Stakeholders have a stake in the business, the
  plan or the desired outcomes.
• That may come from
• An interest (commercial interest such as a
  supplier or a non-commercial interest such as
  government)
• A right (social, moral or legal right)
• Ownership (commercial owners such as
  shareholders)

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Different stakeholders

Suppliers/Supply ChainPartners
Government
Business or project
Customers
Owners
Staff/Employees
Society
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Primary and secondary stakeholders

• Core or primary stakeholders are those who are
  directly involved in the process of delivering
  the outcomes being sought or will be positively
  or negatively affected by the outcomes being
  sought.
• Non-core or secondary stakeholders are those who
  are indirectly involved in the process of
  achieving the outcomes or may be indirectly
  affected by the outcomes being sought