Top PDF Introducing a Stakeholder Management Methodology into the EU

Introducing a Stakeholder Management Methodology into the EU

Introducing a Stakeholder Management Methodology into the EU

Organisation culture models are not as well understood or codified as national or regional cultures, but must still be recognised as an important factor to consider when developing strategies or plans for those introducing stakeholder relationship management processes and practices Professional or industry culture: Another way to view organisations is through its occupational communities (Schein 1996). In this model there are three typical communities – operators, engineers or technical specialists, and senior managers/CEOs. The operator culture evolves locally within line units of an organisation and is unique to that organisation. The guiding principles of this cultural group are trust and teamwork: rules and hierarchy within this group are often counterproductive. The engineering/technical specialist culture is present in all industries and nations and consists of designers and implementers of technology with common education, work experience, and vocational interest. Project management culture or specialisation fits into this category. The culture of executives, like engineers, industry-wide and
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Introducing the H2020 AQUACROSS project: Knowledge, Assessment, and Management for AQUAtic Biodiversity and Ecosystem Services aCROSS EU policies

Introducing the H2020 AQUACROSS project: Knowledge, Assessment, and Management for AQUAtic Biodiversity and Ecosystem Services aCROSS EU policies

5. Final remarks AQUACROSS emphasises the integration of existing ideas and ap- proaches to provide innovative outcomes and products relevant for the sustainable management of aquatic ecosystems at different scales of application. At its core, AQUACROSS outcomes are aimed at problem solving and responding to pressing societal and economic needs. It ap- plies a policy- and user- led research approach, where science is fur- thered through the co-creation of knowledge between practitioners and stakeholders. AQUACROSS brings together traditionally fragmented research traditions between biodiversity, freshwater, coastal, and ma- rine components, and thereby contributes to integrating knowledge, concepts, information, methods, and tools across multiple research fields in an inter-disciplinary way. In particular, the consolidated out- look on EU policy for biodiversity and aquatic ecosystems (i.e. objec- tives, terminology, concepts) will help build shared values, perceptions, and views. A coherent set of EBM assessment methods and models that cover the further developed DPS-EGS-IR cycle for fresh- water, coastal and marine waters will be produced. More speci fically on monitoring, combined indicators as called for in Resource Ef ficient Europe 2020 are advanced for freshwater, coastal, and marine waters.
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Introducing risk management into the grid

Introducing risk management into the grid

∗ This work has been partially supported by the EU within the 6th Framework Programme under contract IST-031772 ”Advanced Risk As- sessment and Management for Trustable Grids” (AssessGrid). erations research. While risk is traditionally seen as a nega- tive force, modern risk management recognises its positive aspects. In contrast to risk avoidance strategies, accepting certain risks could be also benficial. A typical modern-day example would be that of professional poker players, who have to evaluate the chances of win and of loss. They expect to make a long-term profit but with extremely high variance [30]. Analogous are day-traders who aim to profit by mak- ing statistically profitable decisions in stock market trading.
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METHODOLOGY OF INTRODUCING FLEET MANAGEMENT SYSTEM

METHODOLOGY OF INTRODUCING FLEET MANAGEMENT SYSTEM

Although there is a wide range of different systems and manufacturers of information technology systems available on the market, the requirements of the transport companies a[r]

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Developing Methodology for Stakeholder Management to Achieve Project Success

Developing Methodology for Stakeholder Management to Achieve Project Success

IV. DATA ANALYSIS Depending on the information collected across the literature review of Accessible Literatures and face to Face interview with several Management experts seeking guidance prior starting survey distribution, Accordingly a questionnaire was prepared carefully to achieve the aims and objectives of the dissertation and it was emailed through an online survey web site to 136 selected professionals & 19 survey were handed manually to represent different directions & opinions in construction industry . Selected professionals have been either contacted through an on line specific web sites groups represent Stakeholders Management or selected manually trying to reach the most valuable opinion according to professionalism and experience for each individual person . Out of 136 & 19 participants 100 responses (64.5%) were received than the manual printed surveys were manually entered in the online survey to allow dealing with one type of data (Computerized based). All the Collected data were analyzed using SPSS statistical Package for Social Science after Coding most of the data and transfer them into numbers to allow statistical analysis using the mentioned software trying to quantify & identify a weight & an impact for each factor on the Stakeholders management process.
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Stakeholder participation and stakeholder protest: On the planned revision of the EU Organic regulation

Stakeholder participation and stakeholder protest: On the planned revision of the EU Organic regulation

One potentially far-reaching change in the cooperation between the EU Commission and the sector is certainly the downgrading of the existing Annexes to the EU Organic Regulation into implementation provisions. These Annexes regulate the numerous details which quite practically define what actually makes organic agriculture organic. According to the draft of the new regulation, these detailed descriptions of organic agriculture should be placed in provisions on implementation which in the future can be determined by the Commission using the Management Committee procedure. Compared to the current Legislation Committee procedure, the position of the Commission will be strengthened. This reduces the sector’s potential influence on their specific contents. It is no mere administrative simplification, because it shifts the responsibility of determining what makes organic agriculture distinctively organic towards the EU Commission. Some actors in the sector have commented on these changes in drastic terms, feeling that the sector is being disenfranchised, “having its child taken away”. In other words, from the perspective of many stakeholders, by shutting out the private sector the ground is being prepared for subordination to state control.
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An applied methodology for stakeholder identification in transdisciplinary research

An applied methodology for stakeholder identification in transdisciplinary research

Further extension of existing networks, and of the range of stakeholders uncovered, was ensured by the lead author. Completed forms were collected by the lead author in order to summarise stakeholders, check for problems or gaps, and provide feedback to the case study partners. This step reduced the time commitment for case study partners as it meant they did not have to integrate or analyse data collected. It also gave an opportunity for some impartial input and iteration. The submission was checked to see if instructions had been followed, at least six identified stakeholders had been contacted, and that part 1 forms had been completed for all stakeholders identified by the partners and their contacted stakehold- ers. Where there were gaps in the data, the partner was contacted and asked to submit the missing data. When submissions were considered complete, the lead author input all data into an Excel spreadsheet. The tables were then considered by the lead author, in combination with her understanding of the soil threat. Administrative levels, topics or sectors that appeared to be underrepre- sented were identified. Suggestions were then made to case study partners via a written report about gaps they may wish to fill, and what function this would play in their stakeholder engagement. In future, allowing time for face-to-face feedback and discussion would be an improvement.
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The ECOUTER methodology for stakeholder engagement in translational research

The ECOUTER methodology for stakeholder engagement in translational research

When translating research into practice, engaging the public and other stakeholders is explicitly intended to make the outcomes of translation relevant to its constituency of users. Methods: In practice, engagement faces numerous challenges and is often time-consuming, expensive and ‘ thorny ’ work. We explore the epistemic and ontological considerations and implications of four common critiques of engagement methodologies that contest: representativeness, communication and articulation, impacts and outcome, and democracy. The ECOUTER (Employing COnceptUal schema for policy and Translation Engagement in Research) methodology addresses problems of representation and epistemic foundationalism using a methodology that asks, “ How could it be otherwise? ” ECOUTER affords the possibility of engagement where spatial and temporal constraints are present, relying on saturation as a method of ‘ keeping open ’ the possible considerations that might emerge and including reflexive use of qualitative analytic methods.
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Identification of stakeholder perspectives on future flood management in the Rhine basin using Q methodology

Identification of stakeholder perspectives on future flood management in the Rhine basin using Q methodology

viewpoints. The P set should maximize the likelihood that all major perspectives on the issue are included (Brown, 1980). The number of respondents is usually between 20 and 40. A4 Ranking of statements by respondents (“Q sorting”) After completion of the P set, the Q sorting can start. Re- spondents are instructed to rank the statements according to some rule or question. The statements have to be ranked into score categories representing a gliding scale, for example from strong agreement to strong disagreement. For respon- dents, the time for executing the Q sorting task varies be- tween fifteen minutes and one hour, dependent on the number of statements and the way of sorting. The way of sorting can influence both quality of results and effectiveness of applica- tion. Using an online tool, instead of face-to-face Q sorting interviews, allows respondents to perform the sort at any con- venient time. Furthermore, it significantly reduces the time the analyst needs to conduct the sort. Disadvantages of an online set-up are the potentially lower response rate and lim- ited possibilities to explain respondents how to perform the task. Whether conducted online or face-to-face, it is recom- mended to follow up the Q sorting with the question why the respondent assigned certain statements to the most extreme score categories. This supports a valid and fast interpretation of factors in the last step of Q methodology (cf. Steelman and Maguire, 1999). Face-to-face interviews provide more opportunities for additional questions. There is no apparent difference, however, in reliability and validity of computer- and interview-based Q sorts (van Tubergen and Olins, 1979 in van Exel and de Graaf, 2005).
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Stakeholder Relationship Management

Stakeholder Relationship Management

SuppORt fOR teAM decISIOn-MAkIng The application of any methodology in a consistent manner provides a more effective means for successfully implementing work in an organisation. This is particularly so with stakeholder relationship management. As has been stated earlier, making decisions about other people is difficult and in a business situation, no one person can know enough about another to guarantee effective communication and relationship management. The Stakeholder Circle methodology, with its emphasis on team decision-making and team allocation of communication responsibilities, attempts to minimise subjectivity through insistence on team reviews and also through emphasis on the consistent set of ratings for different attributes of each stakeholder. The methodology encourages a team focus (not the individual heroic approach) through the following:
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STAKEHOLDER RELATIONSHIP MANAGEMENT:

STAKEHOLDER RELATIONSHIP MANAGEMENT:

This paper applies the processes supporting effective communication to the task of building and maintaining robust relationships with organisational stakeholders, through analysis of a case study – that of the construction and opening of Heathrow Terminal 5. They are two separate projects: one considered very successful and the other considered to have marred the reputation of British Airways staff and management because of the first disastrous week of operation. The first section will analyse the factors, both positive and negative, that led to development of perception of the success of the first and failure of the second. The second section describes a structured methodology, the Stakeholder Circle, which provides guidance for teams to identify which of an organisation’s stakeholders are the
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Intranet Stakeholder Management

Intranet Stakeholder Management

Summary There is general agreement that intranet stakeholders need to be managed but there seems to be very little guidance on how this should be undertaken. In fact stakeholder management is a core element of any well-managed project and there is a substantial amount of good practice advice available. At Intranet Focus Ltd we have been using this stakeholder management methodology for intranet and search strategy projects for some time. This Research Note summarises our approach and the lessons we have learned.

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Assessing the feasibility of introducing health insurance in Afghanistan: a qualitative stakeholder analysis

Assessing the feasibility of introducing health insurance in Afghanistan: a qualitative stakeholder analysis

one hand, the population expects the government to take a major role in providing and financing healthcare and, on the other hand, people are concerned about the implementation and effectiveness of such programs and do not trust public programs due to the prevalent cor- ruption. Improving the transparency and accountability of the government to the public would mitigate such concerns. The MoPH has conducted the National Health Accounts (NHA) and Public Expenditure Tracking Sur- vey (PETS), and developed the Expenditure Management Information System (EMIS). These activities contribute to anti-corruption efforts in the country and these ef- forts and their results should be communicated to the population in an easy-to-understand way.
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1.0 Purpose and scope. 2.0 Stakeholder involvement. 3.0 Methodology

1.0 Purpose and scope. 2.0 Stakeholder involvement. 3.0 Methodology

11 Æ0 Summary The details of evidence are given above. Alopecia areata is dif- ficult to treat and few treatments have been assessed in RCTs. The tendency to spontaneous remission and the lack of adverse effects on general health are important considerations in management, and not treating is the best option in many cases. On the other hand, alopecia areata may cause consider- able psychological and social disability and in some cases, par- ticularly those seen in secondary care, it may be a chronic and persistent disease causing extensive or universal hair loss. In those cases where treatment is appropriate there is reasonable evidence to support the following (strength of recommenda- tions are defined in Appendix 1):
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Stakeholder Management And Sustainable Development

Stakeholder Management And Sustainable Development

However, this communication language should also be tailored depending on the perspectives or industry of the stakeholder as it helps establish a relationship that can eventually lead to them directly engaging in the energy process. Local media should also be used to communicate information clearly and facilitate stakeholder engagement. Schools are being encouraged to include sustainability in their curriculum by creating fun and innovative programs where students from as young as ten years of age can learn from experts in the areas of climate protection, energy, and the environment. To ensure continuous engagement in topics relating to energy conservation and renewable energy teachers are also given training sessions to keep them aware of the ongoing discussions surrounding energy within the political context so that they can learn new methods to integrate sustainability into the courses (ManagEnergy, 2014).
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Prerequisites of Stakeholder Management in an Organization

Prerequisites of Stakeholder Management in an Organization

Methodology of meeting stakeholder needs must be grounded on organizational management that should frame the premises for creating value to stakeholders and eventually meet their needs (Waddock, et.al., 2002, Harrison, Fiet, 1999). Satisfaction of stakeholder needs is a multidimensional process, therefore certain criteria must be identified and adapted to organization’s processes to ensure efficient organizational management in the context of satisfaction of stakeholders needs. These criteria will allow to collect and analyze data on the quality of organizational processes pertinent to the capacity of stakeholder value creation and to identify the need and ways for process improvement. Research problem: there is a lack of criteria that could cover the most important stakeholder management aspects and allow developing this complicated, multidimensional relationship network effectively harmonizing and integrating stakeholder interests in unison with the implementation of organizational goals. Research goal: to create the tool that can frame the premises in organization management to perform stakeholders and their interests’ analysis, to clear out the aspects of value creation for stakeholders. Research objectives: to identify and arrange the criteria that will generate the premises for stakeholder needs satisfaction and adapt them and their comprising indicators to organization’s processes. Research methods: comparative analysis of academic literature, review of published researches, formulation of conclusions.
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Stakeholder management in international projects

Stakeholder management in international projects

(Flyvbjerg et al., 2003; Kolltveit and Gronhaug, 2004; Miller and Lessard, 2000). Kolltveit and Gronhaug (2004) argue that the potential influence of stakeholders, particularly of the external stakeholders, is highest in the early project phase, before detailed plans are confirmed and while the cost of making changes is still moderate. Therefore, various negotiations with diverse stakeholder groups should take place in this phase, of which the most important ones, according to Miller and Hobbs (2002), are negotiations with regulatory agencies and political representatives that can support in the modifying efforts of the institutional framework. Consequently, deploying proactive cooptation strategies by bringing affected parties and pressure groups into the project development and approval process is considered as an effective mean to support the project implementation (Flyvbjerg et al., 2003; IFC, 2007; Miller and Hobbs, 2002; Olander and Landin, 2005). Yet, the difficulty may rise from the fact that in the early phases it is often impossible to identify all the potential stakeholders and their actions that could pose a threat to the project during its lifecycle. For example, Flyvbjerg et al. (2003) present empirical evidence that, in conventional megaproject development, concerns related to the external effects of projects are not typically addressed until later in the project lifecycle. This may lead to the destabilization of projects as issues surface that need to go through public hearings or need formal approval by authorities, at a stage when the possibility for making changes is diminished. Flyvbjerg et al. (2003) further advocate that in practice negatively affected stakeholder groups and the general public are involved only to a limited extent and at a late phase of the project cycle. Even though the research on project lifecycle acknowledges that external stakeholder influences and behavior may vary over different stages of the project lifecycle (Ward and Chapman, 2008), this issue has not been considered in detail in previous literature. Furthermore, the perspective of the lifecycle model is mainly the perspective of a project, while stakeholders’ orientations, interpretations and perspective to the project lifecycle have been studied only to a limited extent.
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The Amsterdam energy transition roadmap – introducing the City-zen methodology

The Amsterdam energy transition roadmap – introducing the City-zen methodology

Figure 2 illustrates the the City-zen Urban Energy Transition Methodology. In this figure different steps are highlighted: 1. Energy analysis (present circumstances, current energy demands etc.), 2. Current planning and trends (the near future plan already started), 3. Societal and stakeholder analysis (political, legal, social, economic analysis), 4. Scenarios for the future (external variables that will influence the future state of cities), 5. Sustainable city vision with goals and principles (inspired by a so-called Book of Inspiration, produced from the City-zen project), and 6. The Roadmap, with energy strategies and actions (supported by the City-zen ‘Catalogue of Measures’).
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Introducing Project Procurement Management

Introducing Project Procurement Management

When buying anything from a vendor, the buyer needs a contract, which becomes a key input to many of the processes within the project. The contract, more than anything else, specifies the rules and agreements for the project. Here’s a neat twist: when the seller is completing its obligations to supply a product, PMI treats those obligations as a project itself. In other words, if ABC Electricians were wiring a building for your company, ABC Electricians would be the performing organization completing its own project. Your company becomes the customer of their project—and is, of course, a stakeholder in their project.
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Using SOA to Improve Operational Efficiency A Management Overview. Introducing MIKE2.0 An Open Source Methodology for Information Development

Using SOA to Improve Operational Efficiency A Management Overview. Introducing MIKE2.0 An Open Source Methodology for Information Development

What are the Key Components of a SOA for Enterprise Data Management? Interfaces Services encapsulate discrete application functions and expose them via the Common Messaging Model. Although logically seen as one entity, an Interface Service often contains multiple physical components. Interface Service and implemented as either Service Requesters or Service Providers. Multiple services can be brought together into a Composite Application.

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