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    Mendel Ow

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    RamshanUrdog123
    Mendelow's matrix is a popular method for mapping stakeholders and analyzing their power and interest. It involves plotting stakeholders on a two-by-two grid based on their power and interest in the organization's strategies. Stakeholders with high power and high interest, labeled "key players," require direct participation. Those with high power but low interest, labeled "keep satisfied," need to be reassured to avoid gaining interest. Stakeholders with low power but high interest, labeled "keep informed," need to be convinced the plans are justified. Those with low power and low interest, labeled "minimum effort," will likely accept what they are told. The matrix helps assess stakeholder resistance and determine policies to facilitate strategy acceptance.

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    Mendel Ow

    Uploaded by

    RamshanUrdog123
    353 views3 pages
    Mendelow's matrix is a popular method for mapping stakeholders and analyzing their power and interest. It involves plotting stakeholders on a two-by-two grid based on their power and interest in the organization's strategies. Stakeholders with high power and high interest, labeled "key players," require direct participation. Those with high power but low interest, labeled "keep satisfied," need to be reassured to avoid gaining interest. Stakeholders with low power but high interest, labeled "keep informed," need to be convinced the plans are justified. Those with low power and low interest, labeled "minimum effort," will likely accept what they are told. The matrix helps assess stakeholder resistance and determine policies to facilitate strategy acceptance.

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    Mendelow's matrix is a popular method for mapping stakeholders and analyzing their power and interest. It involves plotting stakeholders on a two-by-two grid based on their power and interest in the organization's strategies. Stakeholders with high power and high interest, labeled "key players," require direct participation. Those with high power but low interest, labeled "keep satisfied," need to be reassured to avoid gaining interest. Stakeholders with low power but high interest, labeled "keep informed," need to be convinced the plans are justified. Those with low power and low interest, labeled "minimum effort," will likely accept what they are told. The matrix helps assess stakeholder resistance and determine policies to facilitate strategy acceptance.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    353 views3 pages

    Mendel Ow

    Uploaded by

    RamshanUrdog123
    Mendelow's matrix is a popular method for mapping stakeholders and analyzing their power and interest. It involves plotting stakeholders on a two-by-two grid based on their power and interest in the organization's strategies. Stakeholders with high power and high interest, labeled "key players," require direct participation. Those with high power but low interest, labeled "keep satisfied," need to be reassured to avoid gaining interest. Stakeholders with low power but high interest, labeled "keep informed," need to be convinced the plans are justified. Those with low power and low interest, labeled "minimum effort," will likely accept what they are told. The matrix helps assess stakeholder resistance and determine policies to facilitate strategy acceptance.

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    Mendelow's matrix

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    A key aspect of formulating corporate strategy is understanding key stakeholders.
    The objectives of an organisation will be governed by its key stakeholders. These key
    stakeholders be determined using stakeholder mapping. Mendelow's matrix is a popular method
    for performing stakeholder mapping.

    Mendelow's matrix
    Stakeholder mapping
    Stakeholder mapping can help deal with stakeholders' conflicting demands. It identifies
    stakeholder expectations and power and helps in establishing political priorities. The process
    involves making decisions on the following two issues.

    How interested the stakeholder is to impress their expectations on the organisation's


    choice of strategies, i.e. how likely is the stakeholder to exercise power?

    To what extent the stakeholder has power to impose its wants?

    Mendelow's matrix
    Mendelow proposed a matrix to help analyse stakeholders.

    Understanding the matrix


    The matrix is normally completed with regard to the stakeholder impact of a particular strategy.

    The purpose is to assess:

    whether stakeholder resistance is likely to inhibit the success of the strategy

    what policies may ease the acceptance of the strategy?

    The following strategies might be applicable to each quadrant:


    Box A - Minimum effort
    Their lack of interest and power makes them open to influence. They are more likely than others
    to accept what they are told and follow instructions.
    Box B - Keep informed
    These stakeholders are interested in the strategy but lack the power to do anything. Management
    needs to convince opponents to the strategy that the plans are justified; otherwise they will try to
    gain power by joining with parties in boxes C and D.
    Box C - Keep satisfied
    The key here is to keep these stakeholders satisfied to avoid them gaining interest and moving to
    box D. This could involve reassuring them of the outcomes of the strategy well in advance.
    Box D - Key players / participation
    These stakeholders are the major drivers of change and could stop management plans if not
    satisfied. Management, therefore, needs to communicate plans to them and then discuss
    implementation issues.

    How to determine interest and power


    How interested are they?
    The 'level of interest' can usefully be described as how likely it is that a stakeholder will take
    some sort of action to exercise his or her power.
    Not all stakeholders have the time or inclination to follow management's decisions closely. Again
    some generalisations are possible about what will lead to interest, e.g.:

    high personal financial or career investment in what the business does

    absence of alternative (e.g. alternative job, customer, supplier or employer)

    potential to be called to account for failing to monitor (e.g. local councils or government
    bodies such as regulators)

    high social impact of firm (e.g. well known, visible product association with particular
    issues).

    Power
    Resignation, withdrawing labour, cancelling orders, refusing to sell, calling in an overdraft,
    dismissing directors, legal action, granting contracts, setting remuneration.
    Note that legislation tends to move power away from shareholders to other stakeholders.

    Employee protection legislation (dismissal, redundancy, health and safety) moves power
    to employees and away from management and shareholders.

    Environmental protection legislation moves power to the local community and other
    interested parties.

    Consumer legislation moves power to customers.

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