Essays on Mid Staffordshire NHS Trust - Organizational Management Case Study

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The paper "Mid Staffordshire NHS Trust - Organizational Management " is a perfect example of a management case study.   Management is a complex undertaking that requires a high level of expertise with regard to planning and dissemination of policies within organizational entities. Managers understand the role of superior management procedures in enhancing the realization of long term and shorter goals in an organization (Mansell 2013). Due to the recurrent need for proper and appropriate organizational management, experts have endeavoured to formulate theoretical premises that offer guidance on diverse issues that relate to the steering of organizations.

Through such theories, managers get an opportunity to select appropriate theories that fit into their organization's vision and mission. Theories also assist managers in the process of appraising their performance in order to focus on areas that require improvement and strive to maintain success in areas that exhibit the same (Friedman & Miles 2002). This research undertaking shall involve a contextual analysis of a case study by applying the underlying principles that characterize the stakeholder theory. The case study under analysis is a report on the Mid Staffordshire NHS Trust.

It shall look at evident pitfalls in the particular case and ultimately explain their occurrence based on the guiding principles as articulated in the stakeholder theory. This essay shall also relay appropriate recommendations on how the entity under analysis can improve its existential threshold through the application of the stakeholder theory. In order to guarantee accurate and candid presentation of ideas, this research undertaking shall incorporate materials from credible and authoritative academic publications. Analysis of the Stakeholder Theory of Organizational Management The stakeholder theory is a theoretical premise that embodies the requisite morals and values that are integral to success and profitability in regard to organizational and corporate entities.

In his book strategic management: A stakeholder approach, Edward freeman offers a candid explanation of the basic principles that characterize the stakeholder theory. Since he instituted the attempts to demystify the theory, more organizations are increasingly adopting it as a guide to proper management within their jurisdictions. In this book, Edward identifies the core issues that organizations must reconcile in order to bolster their position and prospects in their specific market segment (Mitchell et al.

2002). The publication also offers recommendations on key areas that organizations must check on as a strategy for success. Generally, this theory gears towards the separation of important and not so important areas that manifest in organizations. The author impresses upon organizational managers to understand the orientation of their organization as this plays an important role in informing numerous decisions that are made by the managerial team. Traditionally, organizations should hold their shareholders in high esteem and always strive to ensure that they are content with the general running of the organization.

According to this school of thought, organizations are bound to prioritize on the needs of shareholders and ensure that their wish is put into consideration (Donaldson & Preston 1995). On the contrary, the stakeholder theory deviates from this argument and instead offers the need to consider other entities that have a role to play in the sustenance of the organization. For instance, the theory identifies customers, suppliers, and members of staff, benefactors, government authorities, and political groupings as having a prime role to play in the success of an organization.

All these categories of stakeholders must enjoy the privilege of regular consultation and involvement in the daily running of the organization. On rare occasions, competitors in the market also suffice as potential stakeholders in an organization (Phillips 2003). Therefore, all decisions that are undertaken in an organization must be cognizant to the specific needs of each category of stakeholders. However, there has been difficulty in developing a clear definition of the term stakeholder. Experts present different definitions depending on their outlook and understanding of organizational dynamics.

The stakeholder theory merges strategic planning and resource allocation with a view to developing a clear understanding of how organizations function in the modern world. In order to minimize instances of ambiguity, the theory offers a clear explanation of the nature of the aforementioned classes of stakeholders. For instance, it explains that employees and suppliers are stakeholders but their clout in the organization cannot be viewed as commensurate. To avoid the possibility for conflict of interest, each group of stakeholders should identify their mandate in regard to the propagation of the organization.

Consequently, their actions and deliberations should always focus on fulfilling the recurrent mandate in order to improve the stature of the corporation in the market (Friedman & Samantha 2012).


Donaldson, T Preston, L (1995). "The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications". Academy of Management Review (Academy of Management) 20 (1): 71.

Friedman, L, Miles, S (2002). "Developing Stakeholder Theory". Journal of Management Studies 39 (1): 1–21.

Freeman, R (2004), Strategic Management: A stakeholder approach, Boston, Pitman.

Friedman, L, Samantha M (2012) Stakeholders: Theory and Practice, London, Oxford University Press.

Kelly, M (2001), The Divine Right of Capital: Dethroning the Corporate Aristocracy, San Francisco, Berrett-Koehler.

Laplume, A Karan S, Reginald L (2008), "Stakeholder Theory: Reviewing a Theory That Moves Us". Journal of Management 34 (6): 1152–1189.

Mansell, S. (2013) Capitalism, Corporations and the Social Contract: A Critique of Stakeholder Theory, Cambridge, Cambridge University Press.

Miles, S (2012), "Stakeholders: essentially contested or just confused?". Journal of Business Ethics 108 (3): 285–298.

Mitchell, R. K.; Agle, B. R.; Wood, D. J. (1997), "Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts", Academy of Management Review (Academy of Management) 22 (4): 853–886.

Phillips, R (2003). Stakeholder Theory and Organizational Ethics, Newyork. Berrett-Koehler Publishers.

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