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Internal and External Stakeholders

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Stakeholders are individuals interested in the outcome of policies and the success of an organization. This drives them to influence the outcome of such results and accomplishment of financial obligations.  In normal cases, there exist two groups of stakeholders: internal and external stakeholders, who exist within the organizations setting and those outside the organization respectively. For example, a stakeholder can be the owner of the business, employee, manager, customer, partner or even a supplier among others; and contributes to the business of an organization either directly or indirectly (Bernstein & Bonafede, 2011). Additionally, either stakeholders, internal or external may involve themselves with the outcome of a project or activity other than business, but they often stand to lose or gain depending on the decisions made or policies implemented in the organization. This paper aims to analyze the influence that the internal and external stakeholders have on the homeland security issues such as lack of communication and organization.

In reference to the organization structure of the Homeland organization, jurisdiction and organization correlated and directly faced impact from the actions of both the internal stakeholders like the CIA and DOD and the external stakeholders (partners who have an interest in ensuring that homeland achieves the best in maintaining security in the United States). For instance, the internal stakeholders have considerable access to the administration and the structure of the Homeland organization, hence any decision that the organization makes they also have to go through first before implementation. This positively influences the decisions on the organizational structure in that they unbiasedly settle on the best model structure to implement in management and operations of homeland security. As a result, this has led to the advanced restructured arrangements of the departments in homeland security leading to easy communication, transparency and efficiency in homeland operations (Bernstein & Bonafede, 2011). On the other hand, any changes in the jurisdiction of the homeland security organization, directly affects their respective stakeholders who in return have to source out alternative lines of access to the organizations successful operations. Hence, they end up persuading new partners into networking with the homeland security organization, which consequently changes the organization's structure entirely.

Stakeholders especially, internal stakeholders normally prefer to have all the programs constituted under one cluster for easy management on the full range, therefore, this consolidation of programs sees that an organization consolidates its structure into one compact model for easy management.

Evidently, the internal stakeholders have influenced the same on homeland security organization, hence the existence of the cabinet-level departments at the organization that promote specialization in dealing with security issues. This consolidation of programs has also positively impacted on the security issue on lack of communication; in that the organization now has advanced into a close need structure of communication that updates them with highly crucial details about security anytime, anywhere. On the contrary, the scatter of programs among the different partnering agencies (external stakeholders) has also negatively affected the communication channels that relay immediate feedback to the homeland security base in the United States. The scattered nature of the external stakeholders also negatively affected the communication of the homeland security; in that, the organization lacked proper consolidation of ideas and strategies to plan for any cases of terrorist attacks. Hence, this subsequently led to their fragmentation following the terrorist attack in November 2001 (Sauter & Carafano, 2005). 

Furthermore, the shared responsibility by the external stakeholders has seen the homeland security organization restructure its department to cover all sectors in ensuring a balance in the food, industry and agriculture security, which emerges as on the stakeholders leading positive effects. The external stakeholders such as the federal agencies involved in communication issues that deal with security, negatively affect the homeland organization’s communication network due to their resistance in accepting the link between the local, federal and state partners in sharing critical information regarding matters of state in national security. Additionally, the lack of clarified roles and identification of external stakeholders has negatively influenced the effort of the Homeland security organization in implementing advanced model structures of the organization's management in order to increase their operations effectiveness.

Nevertheless, other external partners or stakeholders of the homeland security organization such as FDA, DHS and USDA have facilitated better communication (Sauter & Carafano, 2005). They did so through networking in an effort to obtain security clearances for some state personnel during critical, emergency operations in communication and sharing of sensitive security information. Since the rapidness in communication and notification systems used during incident reporting requires the careful merge of both the external and the internal stakeholders in decision-making, this has positively influenced the communication channels opening the organization to the world for easy communication and feedback on security related issues. This collaboration has also led to the strengthened ties between the organization and other scattered external stakeholders improving its operations and in return synchronizing its organizational structure for better management. 

Considering stakeholders in solving the problem linked to lack of communication and organization will come in handy because an organization without partners may likely fail or perform poorly, and since evidence exists that supports the positive benefits of the stakeholders’ contributions to the homeland security organization outweighing the negative, they hold an extremely vital position in the solution. The homeland security organization needs to increase and expand its link to external stakeholders because matters of state security need more networking from outside partners rather than the internal stakeholders.

Conclusion

In conclusion, individuals need to understand that, for effective performance and success in the functions of an organization, support from other extended and interested parties, like stakeholders emerges is extremely crucial and almost inevitable (Sauter & Carafano, 2005). Evidence lies in the success of the homeland security through the strength and support of its stakeholder, who managed to ensure United States security by capturing Osama Bin Laden. It is essential to avoid bureaucracy in an organization. The stakeholders should be given an opportunity to take part in the decision making process of an organization. Stakeholders should get a chance to celebrate the victory of the organization as they played a role in meeting the objective. The stakeholders should also play a role in the growth of their positions in the organization. It is crucial to engage in one on one coaching of the stakeholders so as to inform them about the details of your solution and the reason why you chose it. When the stakeholders give their views, it is necessary to recognize their views. This recognition is a show of satisfaction for the task accomplished by the stakeholders. If the solution that you choose involves some form of technical knowhow, it is good to take the stakeholders on training over the implementation of the solution. This will ensure that all are aware of the implementation of the solution. Finally, give the stakeholders various leadership roles to take in the aim of implementing the solution. For example, if there is a visitor seeking information on a particular issue, give one stakeholder an opportunity to explain.

Stakeholders are individuals interested in the outcome of policies and the success of an organization. This drives them to influence the outcome of such results and accomplishment of financial obligations.  In normal cases, there exist two groups of stakeholders: internal and external stakeholders, who exist within the organizations setting and those outside the organization respectively. For example, a stakeholder can be the owner of the business, employee, manager, customer, partner or even a supplier among others; and contributes to the business of an organization either directly or indirectly (Bernstein & Bonafede, 2011). Additionally, either stakeholders, internal or external may involve themselves with the outcome of a project or activity other than business, but they often stand to lose or gain depending on the decisions made or policies implemented in the organization. This paper aims to analyze the influence that the internal and external stakeholders have on the homeland security issues such as lack of communication and organization.

In reference to the organization structure of the Homeland organization, jurisdiction and organization correlated and directly faced impact from the actions of both the internal stakeholders like the CIA and DOD and the external stakeholders (partners who have an interest in ensuring that homeland achieves the best in maintaining security in the United States). For instance, the internal stakeholders have considerable access to the administration and the structure of the Homeland organization, hence any decision that the organization makes they also have to go through first before implementation. This positively influences the decisions on the organizational structure in that they unbiasedly settle on the best model structure to implement in management and operations of homeland security. As a result, this has led to the advanced restructured arrangements of the departments in homeland security leading to easy communication, transparency and efficiency in homeland operations (Bernstein & Bonafede, 2011). On the other hand, any changes in the jurisdiction of the homeland security organization, directly affects their respective stakeholders who in return have to source out alternative lines of access to the organizations successful operations. Hence, they end up persuading new partners into networking with the homeland security organization, which consequently changes the organization's structure entirely.

Stakeholders especially, internal stakeholders normally prefer to have all the programs constituted under one cluster for easy management on the full range, therefore, this consolidation of programs sees that an organization consolidates its structure into one compact model for easy management.

Evidently, the internal stakeholders have influenced the same on homeland security organization, hence the existence of the cabinet-level departments at the organization that promote specialization in dealing with security issues. This consolidation of programs has also positively impacted on the security issue on lack of communication; in that the organization now has advanced into a close need structure of communication that updates them with highly crucial details about security anytime, anywhere. On the contrary, the scatter of programs among the different partnering agencies (external stakeholders) has also negatively affected the communication channels that relay immediate feedback to the homeland security base in the United States. The scattered nature of the external stakeholders also negatively affected the communication of the homeland security; in that, the organization lacked proper consolidation of ideas and strategies to plan for any cases of terrorist attacks. Hence, this subsequently led to their fragmentation following the terrorist attack in November 2001 (Sauter & Carafano, 2005). 

Furthermore, the shared responsibility by the external stakeholders has seen the homeland security organization restructure its department to cover all sectors in ensuring a balance in the food, industry and agriculture security, which emerges as on the stakeholders leading positive effects. The external stakeholders such as the federal agencies involved in communication issues that deal with security, negatively affect the homeland organization’s communication network due to their resistance in accepting the link between the local, federal and state partners in sharing critical information regarding matters of state in national security. Additionally, the lack of clarified roles and identification of external stakeholders has negatively influenced the effort of the Homeland security organization in implementing advanced model structures of the organization's management in order to increase their operations effectiveness.

Nevertheless, other external partners or stakeholders of the homeland security organization such as FDA, DHS and USDA have facilitated better communication (Sauter & Carafano, 2005). They did so through networking in an effort to obtain security clearances for some state personnel during critical, emergency operations in communication and sharing of sensitive security information. Since the rapidness in communication and notification systems used during incident reporting requires the careful merge of both the external and the internal stakeholders in decision-making, this has positively influenced the communication channels opening the organization to the world for easy communication and feedback on security related issues. This collaboration has also led to the strengthened ties between the organization and other scattered external stakeholders improving its operations and in return synchronizing its organizational structure for better management. 

Considering stakeholders in solving the problem linked to lack of communication and organization will come in handy because an organization without partners may likely fail or perform poorly, and since evidence exists that supports the positive benefits of the stakeholders’ contributions to the homeland security organization outweighing the negative, they hold an extremely vital position in the solution. The homeland security organization needs to increase and expand its link to external stakeholders because matters of state security need more networking from outside partners rather than the internal stakeholders.

 

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