The stakeholders in the organization both internal and external

Chorus, a network and broadband servicing company has had internal environmental management systems. The purpose of this study was to develop a methodology for assessing the admissibility of the strategy of the Chorus. A technique is known that makes it possible to assess the feasibility of a firm’s strategy. This methodology was modified and supplemented with new tools due to the fact that the municipal entity is a much more complex socioeconomic system than a commercial organization (Al Saifi, 2015)

A stakeholder is anyone who has particular interest on a business either directly or indirectly.

• Management
• Employees
• Suppliers

• Shareholders
• Government
• Competitor

Identification of stakeholders and the formation of their finite set. The order of solving this problem is based on the use of typical classifications for the formation of a finite set of stakeholders. The number of parties that will be taken into account depends on the degree of detail and the criteria chosen by the administration for inclusion in the finite set (Beare, Caldwell, & Millikan, 2018). . However, it seems inexpedient to form both too broad sets and too narrow sets. Identification of stakeholder attributes and their relevance to the strategy in question. Assessment of the mutual influence of the administration and stakeholders.

The conceptual basis of this stage of the methodology is the Mitchell Model based on the attributes of “power”, “legality” and “urgency”. Based on the logic of this Model, with information on the attributes of each stakeholder, it is possible to assess the influence of this party on the administration. Attributes are a characteristic of its relationship with the Chorus company, considered in dynamics. The attribute of power indicates the ability of the interested party to change the structure and parameters of these relations in accordance with their own interests, to seek satisfaction of their requirements. The attribute of legality testifies to the legality of these requirements, their acceptability from the point of view of the system of norms accepted in society. The attribute of urgency indicates the dynamic aspect of the relationship: the willingness of the interested party to change their structure (Bolden, 2016)..Analysis of the strategy based on the management prism toolkit: the distribution of stakeholders to groups of key, beneficiaries and others (Carvalho, Rebentisch, Carvalho, & Saraiva, 2017).. Using the concept of management prism allows us to establish logical links between Chorus relations with stakeholders, its strategy and business processes, and distribute them to key groups, beneficiaries and others. This is a very convenient tool, giving the researcher the opportunity to determine the place of each stakeholder in the process of creating value (value).

Power interest matrix

Here, management is also associated with resource exchange, but the main parameter and way of its formation is Fi. As you know, Fi can be formed on an institutional, market or contractual basis. Usually the way of establishing Fi is an exogenous parameter, but if it is possible to exert influence on it, Fi turns out to be a very powerful tool and should be included in the composition used by the administration.

Analysis of the relationship between Chorus and the stakeholders. When formulating the main directions of development, the interests of all interested parties should be taken into account. To achieve this, it is necessary to analyze the basic needs of each group and the negative factors that affect their satisfaction (Crane, 2017).. Based on the results of the analysis of interaction with all groups of stakeholders, strengths and weaknesses, opportunities, threats and competitive advantages, according to the mission and vision, priority directions of socio-economic. Evaluation of the admissibility of the strategy: an assessment of the consistency of the positions of the stakeholders.

Quite a lot of attention was paid to theorists of strategic management, and continues to be given the first two points – strategic analysis and strategic choice. At the same time, the issue of implementing the strategy remains poorly developed – therefore, in the past few years, this subject has been given special attention, but no solutions have been found at the moment (there are a number of approaches and principles that are being tested in practice, but unfortunately, the adherents of each methodology were inclined to compare their “innovation” with “traditional” methods, showing advantages).This concept was also considered from the point of view of new possibilities for its application.

Implementation of the strategy is possible only with the participation of the leader, while the leader must belong to the top management of the company. We examined the main obstacles (mistakes) in the way of the leader, as well as the principles of strategic communications and the construction of an effective compensation system.

Often the acquisition of a leader capable of carrying out organizational changes related to the implementation of the strategy requires the development of a specific training program for top management. Also, at a certain stage of implementation (usually at the very beginning of the process) of strategic changes, it becomes necessary to train the management team for new methods of doing business and skills, because they will lead their subordinates through the breakers of change, uncertainty and instability.In accordance with this, we give the basic principles of leadership training and enumerate the steps in the development and application of the efficiency assessment system.

Learning in Chorus, Individually and Organizationally

In this context, the operating environment includes all aspects that are external to the organization: not only economic and political circumstances that can vary significantly across countries, but also competitors, consumers and suppliers that may be more or less aggressive. Therefore, the organization must develop its strategies based on its strengths and weaknesses in interaction with the environment of the enterprise. It is necessary to take into account not only changes in the operating environment and resource management issues. You need to create added value (Chang 2015). To ensure the survival of the organization in the long term, the organization must take materials, add value, using internal operations, and ensure delivery of the final product to the consumer.

The goal of the corporate strategy is to create conditions in which the organization is able to create this added value and deliver it to the consumer.The corporate strategy should also ensure the organization’s ability to adapt to changing conditions in a timely manner, and create value in the future.

The company at the present stage faces the problem of radically changing the paradigm of its development , change of orientations and priorities. In order for this process to pass less painfully, it is necessary to turn to strategic management to determine a clear path for the development of the company and to achieve manageability and control of the process (Corfield, & Paton, 2016).. Nevertheless, it should be noted that even the most perfect strategy is doomed to failure if it is not realized and accepted by the majority of the company management and if it will not be provided with the necessary financial content. The main stages of the company strategy development Strategic management as a process consists of a number of consecutive and interrelated stages.

The action of some brings new opportunities for development, while others pose obstacles, their action is a threat to the organization. In this regard, two main problems can be identified: To isolate from a multitude of factors an overall picture of the environmental impact for strategic choice. The number of variables is usually so large that it may be impossible or unrealistic to consider each of them. Strategic Opportunities In this context, the resources of the organization should be considered. In addition to external influence on the firm and its strategic choice, there is also an internal impact (Doppelt, 2017).. One way to consider the organization’s strategic capabilities is to pay attention to strengths and weaknesses (which is good or not very good, or what are the competitive advantages and disadvantages, for example).

Behavioral, Cognitive and constructive Theory

Thus, two groups of managers working in different divisions of the organization can arrive at completely different conclusions about the strategy, although they will be in the same conditions from the point of view of the environment and available resources. What opinion will outweigh will largely depend on which group has great strength; understanding this can be crucial to understanding why a company should or will most likely follow a particular strategy (Macdonald, Burke, & Stewart, 2017)..The comprehensive review of the environment, resources of the organization, expectations and goals within the culture of the organization, represents the basis for a strategic analysis of the organization.

Developing strategic options There are usually several possible options for action. When developing strategic options, it is usually possible to distinguish such concepts as the directions by which the development of the organization and the methods by which this can be achieved. The choice of the direction of the development of the organization is influenced by the following factors: To what extent is the organization competitive within its current field of activity, and, Thus, it has real opportunities to protect its current position in the future. Availability of opportunities for improvements within the field of the organization’s activities (Pollack, & Pollack 2015).. Here you can talk about improving the position of the organization through improving activities in key areas such as quality or innovation. This improvement can provide an opportunity to increase the market share. To what extent can the organization be able to gain advantages through the creation of new products within the current activities, or the development of new opportunities in current markets. The ability of the organization to introduce its products and services to new markets.

1. More efficiency- a positive workplace inspires trust among employees creating synergies and effiviencies in chorus.
2. More productivity in terms of sales and profits of the company.

Nevertheless, in order to understand the strategic position occupied by the organization, it is necessary to analyze the extent to which the direction and application of the current strategy and objectives are in accordance with strategic analysis. In the sense that it is necessary to carry out the analysis, taking into account the future.

1. a changing environmental culture in which the employees refuse to work with others.
2. different demographics in workplace like age, sex orientation, skin and color thst may hinder team engagement.

Conclusion:

The most common condition for the balance of relations: relations should be profitable (unprofitable) for participants. However, there are additional conditions, on the one hand, increasing the flexibility of this requirement, and on the other – imposing additional restrictions. It is required to determine the balance of relations from the position of the stakeholders. The developed models is called the stakeholder position matrix (Scott, Mannion, Davies, & Marshall, 2018). . Sets the approach to the evaluation of the strategy, focused on the qualitative and quantitative analysis of the relationship between Chorus and the stakeholders and based on a Model system that allows us to first assess the positions of the stakeholders regarding the strategy in question, and then form the resulting evaluation of the strategy based on them.

The definition of the concept of strategy at the present stage, factors and characteristics of a successful strategy are considered. The elements of strategic management are considered: strategic analysis, strategic choice and strategy implementation.

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