Beruflich Dokumente
Kultur Dokumente
Stake olders are any constituencies in an organization͛s
environment t at are affected by t e organization͛s decisions
and actions. Stake olders include bot internal and external
groups. As bot can effect w at an organization does
and ow it operates. Managers care about stake older͛s
relations ip for one t ing; doing so can lead
to desirable organizational outcomes, suc as improved
predictability of environmental c anges, more
successful innovations greater degree of trust among
stake olders and greater organizational
performance.
As a provider of one of t e most important services, almost
all stake olders are important to t e Mississippi power
company suc as (employees, customers, trade and
industry associations, governments, s are olders
As for t e concerns t at eac stake older mig t ave:
are t eir main concern is to restore t e power
network as soon as possible. T ey mig t also be concerns
t at t eir efforts s ould be encourage and reward must be
given to boost t eir motivation level
á
: t eir concern will be about being reconnected
wit power
: Government can also be stake older as
government can earn tax revenue from company and it͛s
also t e responsibility of government to provide electricity
to citizen of state.
: S are olders are also key stake older in
company as t ey ave invested in company. T ey mainly
concerns wit t e profitability of company.
In case of a disaster, stake olders will not c ange;
owever, t e company͛s priorities will c ange, in
our case, restoring t e power network; i.e., employees are
t e most important stake olders
uestion #3
d at could ot er organization learn from Mississippi
power about t e importance of organization culture?
Ans: T e ot er organization can understand t e
company͛s decentralized decision making approac to
contribute to t e way in w ic employees were able to
accomplis w at t ey did. T e old
approac were responding to a disaster wit top down
decision making being pus furt er down to t e
electrical substation level, a distribution point t at
serves some 5,000 people.
T is structure made t ings appen faster t en t e
expected people were getting more done.͟At t e end all
employees if Mississippi power worked in difficult
treac erous and often dangerous situations did w at t ey
ad to do t ey got t e job done t e reorganization of t e
company͛s outstanding efforts to restore power in t e
wake of urricane Katrina Mississippi power was onored
wit an ͞emergency response award͟
by t e Edison electric institute in January 2006 its an
award t at all t e company͛s employees can be proud of.
Ot er organization could learn from t e Mississippi power
company t eir values, principles, and traditions and ow
t ey influence t eir employees and allow t em to take
risks and innovate in order to complete t eir tasks.
Ot er organizations could also learn t at in strong and
dynamic cultures almost all goals could be ac ieved
t roug delegation of aut ority, decentralization,
motivation of employees. And after all, rewarding and
recognizing successful employees, also conveying t e
company͛s culture to new employees.