E-Mag _ Catatan Magazine

JUN 2018
KEY STAKEHOLDER IN




BUSINESS




RECORDS



MANAGEMENT POLICY

FACTORS TO IMPROVE




CUSTOMER SERVICE



IFUNCTION OF
IN BUSINESS



BUSINESS RECORDS



MANAGEMENT

























CATATAN




































MAGAZINE

































































CELEBRATE THE DIFFERENCE




S P E C I A L E D I T I O N

TABLE OF



























CONTENT










































EDITOR 'S NOTE










EDITORS BACKGROUND












INTERNATIONAL /NATIONAL POLICY IN




RECORDS MANAGEMENT











FACTORS TO IMPROVE CUSTOMER SERVICE




IN BUSINESS













FUNCTION OF BUSINESS RECORDS




MANAGEMENT














KEY STAKEHOLDER IN BUSINESS















JUN 2018 U I T M P U N C A K














P E R D A N A

EDITORS NOTE





























᝸
ոᓙᓫոᒚᒥᓖՔ ᓝᓛᒚᒥᓖՔ ոᓡᓗᓖՔ ᓙᒪ
պ
պ
ն
᝸
᝸
ո
ո

























































































We would like to express our gratitude to the Almighty Allah S.W.T for




giving us a chance and ease the process of accomplishing this project.




Without His blessing, we would not be able to finish it until the end. Next,




a big appreciation goes to our dedicated lecturer, Madam Nurussobah Bt




Hussin for her endless guidance and advice. Her willingness to spend




her precious time in able to consult our literature review progression and




group project as well as giving us some advice have helped us




tremendously. Without this meaningful help, we might not be able to




accomplish this task successfully. Lastly, an honorable mention goes to





our family and friends for their understanding and supportive acts. May




Allah reciprocate all of your kindness one day. Thank you.

STUDENT ID

2014259242







CONTACT EMAIL


013-6548966 [email protected]




I N T A N QUALIFICATION



Z U R I A N I DIPLOMA IN COMPUTER SYSTEM

OPERATION AND MANAGEMENT
M O H D BACHELOR OF SCIENCE (HONS)


INFORMATION SYSTEM
Y U N O S













STUDENT ID


2014867254






CONTACT EMAIL



019-3693367 [email protected]



M U H A M M A D QUALIFICATION



Z U L F A I E Z DIPLOMA IN COMPUTER SCIENCE




B I N M O H D BACHELOR OF SCIENCE (HONS)

INFORMATION SYSTEM
N A S I R

STUDENT ID

2014845888







CONTACT EMAIL


011-11491505 [email protected]

N U R



QUALIFICATION
S Y A Z A N A D I
SIJIL TINGGI PELAJARAN MALAYSIA

A H B I N T I (STPM)


BACHELOR OF SCIENCE (HONS)
M O H D INFORMATION SYSTEM



R O S L I











STUDENT ID


2014271714






CONTACT EMAIL



0132684734 [email protected]



M A R I N A QUALIFICATION



S U H A I L A DIPLOMA IN INFORMATION



TECHNOLOGY (PROGRAMMING)
B I N T I M D

BACHELOR OF SCIENCE (HONS)
H U S I N INFORMATION SYSTEM

STUDENT ID

2014632704






CONTACT EMAIL



013-2937593 [email protected]






M O H D Z A H I D QUALIFICATION

DIPLOMA IN PROGRAMMING
B I N

BACHELOR OF SCIENCE (HONS)
Z U L K A R N A I N INFORMATION SYSTEM



S E G I C O L L E G E
prepared by Zahid
P O L I C I E S






1.THE FOLLOWING DESCRIBES SEGI S POLICIES AND PRACTICES WITH RESPECT TO THE PROCESSING
OF PERSONAL DATA IN COMPLIANCE WITH THE AFORESAID DATA PROTECTION PRINCIPLES UNDER THE
ACT.

PURPOSE

SEGI WILL COLLECT AND PROCESS PERSONAL DATA FOR THE FOLLOWING PURPOSES”
2.1 PERSONAL DATA COLLECTED IN RESPECT OF PROSPECTIVE STUDENTS AND VISITORS.
SEGI MAY COLLECT AND PROCESS PERSONAL DATA OF ENQUIRING PROSPECTIVE STUDENTS OR
VISITORS.
THE INFORMATION COLLECTED THROUGH WHATEVER SOURCE WILL BE USED FOR SEGI S ASSESSMENT
OF THE CANDIDATE S SUITABILITY TO PROGRAMMES OFFERED, FOR ADMINISTRATION, MANAGEMENT
AND SUPPORT SERVICES (INCLUDING, ACCOMMODATION, TRANSPORTATION, IMMIGRATION
SERVICES), ASSESSMENT AND ANALYSIS, PROGRAMME PROMOTION AND WHICH MAY BE DISCLOSED
TO SEGI S SERVICE PROVIDERS AND AGENTS, THE SEGI UNIVERSITY AND COLLEGES GROUP
COMPANIES AND PARTNER UNIVERSITIES (IF APPLICABLE) FOR THESE PURPOSES OR IF REQUIRED TO
BE DISCLOSED TO REGULATORY, STATISTICAL AUTHORITIES, AGENCIES OR BODIES. THE INFORMATION
REQUESTED IS NECESSARY FOR THE ABOVE PURPOSES AND A CANDIDATE S FAILURE TO PROVIDE THE
INFORMATION, OR PROVIDING INACCURATE INFORMATION MAY RESULT IN SEGI NOT BEING ABLE TO
FULFILL THE PURPOSES ABOVE AND COULD RESULT IN REJECTION OR DELAY OF THE CANDIDATE S
APPLICATION TO ENROLL WITH SEGI.
ALL INFORMATION COLLECTED WILL BE KEPT BY SEGI FOR A REASONABLE PERIOD ACCORDING TO
LEGAL REQUIREMENTS, AND ALSO FOR ADMINISTRATION AND MARKETING PURPOSES AND SEGI MAY
CONTACT THE CANDIDATE ON ANY PROMOTIONS.
IF THE CANDIDATE DOES NOT WISH SEGI TO CONTACT HIM FOR THE PURPOSE STATED IN ITEM (C)
ABOVE, PLEASE SEE PARAGRAPH 6 WHERE DATA SUBJECT MAY OPT OUT OF SEGI S DATABASE
INFORMATION PROVIDED BY THE CANDIDATE WILL BECOME SEGI S STUDENT RECORD AND WILL BE
NECESSARY TO BE RETAINED BY SEGI IN THE MANNER STATED IN PARAGRAPH 2.3
2.2 PERSONAL DATA COLLECTED FOR SECURITY MEASURES IN RESPECT OF VISITORS OR STUDENTS TO
SEGI S CAMPUSES.
SEGI S SECURITY GUARDS MAY STOP VISITORS OR STUDENTS AT SEGI S CAMPUSES AND REQUEST FOR
CERTAIN PERSONAL DATA AS PART OF SEGI S SECURITY MEASURE (E.G VISITOR S NAME, IDENTITY
NUMBER, DRIVING LICENSE, PURPOSE OF VISIT, VEHICLE REGISTRATION NO, ETC.) FAILURE OF
PROVIDING THE INFORMATION REQUESTED MAY RESULT IN DENIAL OF ENTRY.
THE INFORMATION IN LOG BOOKS (OR ANY SECURITY IMAGES CAPTURED, ETC) WHERE THE
AFORESAID PERSONAL DATA IS RECORDED SHALL BE KEPT BY SEGI FOR A REASONABLE PERIOD
ACCORDING TO LAW AND WILL BE TRANSFERRED TO SEGI S SECURITY DEPARTMENT WHERE ACCESS
IS RESTRICTED TO SPECIFIC AUTHORISED SEGI PERSONNEL ONLY.

2.3 PERSONAL DATA COLLECTED IN RESPECT OF CURRENT AND PAST STUDENTS.
THE PERSONAL DATA OF CURRENT AND PAST STUDENTS WILL BE COLLECTED AND PROCESSED FROM
TIME TO TIME IN THE STUDENT S CONTINUED ENGAGEMENT WITH SEGI AND WILL BE PROCESSED BY
SEGI FOR THE FOLLOWING PURPOSES”
MAINTENANCE OF THE STUDENT RECORD (INCLUDING PERSONAL, ACADEMIC OR TRAINING DETAILS,)
AND MANAGEMENT OF ACADEMIC OR TRAINING PROCESSES (FOR EXAMPLE, PROGRAMME DELIVERY,
ACADEMIC OR TRAINING AUDITS, EXAMINATION BOARDS, ISSUE OF TRANSCRIPTS AND AWARDING OF
DEGREES, CERTIFICATES, ETC);
THE MANAGEMENT OF STUDENT SERVICES, INCLUDING PROVISION OF LEARNING RESOURCES AND
FACILITIES, STUDENT ACCOMMODATION, TRANSPORTATION, IMMIGRATION, PASTORAL CARE AND
WELFARE SERVICES;

S E G I C O L L E G E


P O L I C I E S






ALUMNI OPERATIONS, INCLUDING FUND-RAISING AND NOTIFICATION OF ALUMNI ACTIVITIES AND
PROVISION OF ALUMNI BENEFITS;
THE PROVISION OF ADVICE AND SUPPORT TO STUDENTS (VIA, AMONGST OTHERS, IMMIGRATION
SERVICES, STUDENT SERVICES, STUDENT ACCOMMODATION SERVICES, THE COUNSELING SERVICES,
THE STUDENTS CLUBS OR ASSOCIATION, CAREERS SERVICES, INTERNSHIP, PRACTICUM OR OTHER
INDUSTRIAL ENGAGEMENT);
PROVISION OF APPLICABLE EXTRACURRICULAR ACTIVITIES (FOR EXAMPLE, STUDENT LEADERSHIP
PROGRAMMES, STUDENT AMBASSADOR PROGRAMMES, OUTWARD BOUND PROGRAMMES, CAREER
DEVELOPMENT PROGRAMMES, ETC);
FEES, STUDENT LOANS (INCLUDING CREATION, MANAGEMENT AND ADMINISTRATION OF STUDENT S
LOAN ACCOUNTS) OR SCHOLARSHIP PROCESSING, PAYMENT, COLLECTION, CREDIT REPORTING AND
RECOVERY OF DEBTS;
CONDUCT OF SURVEYS AND ANALYSIS;
SUBMISSIONS, RESEARCH AND ALL OTHER INFORMATION AS REQUIRED BY REGULATORY OR
STATISTICAL AUTHORITIES AGENCIES OR BODIES INCLUDING THE MINISTRY OF EDUCATION,
MALAYSIAN QUALIFICATIONS AGENCY, MINISTRY OF HUMAN RESOURCES AND THE DEPARTMENT OF
SKILLS DEVELOPMENT, PEMBANGUNAN SUMBER MANUSIA BERHAD, MINISTRY OF HOME AFFAIRS AND
THE DEPARTMENT FOR IMMIGRATION, PERBADANAN TABUNG PENDIDIKAN TINGGI NASIONAL,
PERBADANAN TABUNG PEMBANGUNAN KEMAHIRAN AND, IN RELATION TO INTERNATIONAL STUDENTS,
FOREIGN AUTHORITIES AND EMBASSIES OR CONSULATES OF THE STUDENT S HOME COUNTRY;
TO PROVIDE THE STUDENT WITH INFORMATION ON THE PROGRAMMES ACTIVITIES AND SERVICES OF
SEGI AND RELATED CORPORATIONS IN RELATION TO SEGI UNIVERSITY GROUP S PROGRAMMES,
ACTIVITIES AND SERVICES;
INTERNAL AND EXTERNAL AUDITS OR DISCLOSURES OR SUCH OTHER FUNCTIONS REQUIRED TO BE
COMPLIED IN LAW;
ADMINISTRATION, INCLUDING ENFORCEMENT OF SEGI S RIGHTS SUCH AS COMMENCING LEGAL
PROCEEDINGS, REPORTING TO CREDIT REPORTING AGENCIES, ETC; COTHER PURPOSES AS MAY BE
SPECIFICALLY SET OUT IN THE APPLICABLE SPECIFIC PROGRAMMES OR ACTIVITIES AS AND WHEN IT
MAY BE ENTERED BETWEEN SEGI AND THE STUDENT FROM TIME TO TIME.
(COLLECTIVELY THE PURPOSES )
IT WILL BE NECESSARY FOR SEGI TO PROCESS THE PERSONAL DATA, WITHOUT WHICH SEGI WILL NOT
BE ABLE TO CONTINUE TO USE THE STUDENT S PERSONAL DATA FOR ANY OF THE ABOVE PURPOSES.
THE PURPOSES ABOVE FOR WHICH PERSONAL DATA IS PROCESSED IS ESSENTIAL FOR SEGI TO CARRY
OUT ITS FUNCTIONS AS AN EDUCATION OR TRAINING INSTITUTION AND IN PROVIDING TO THE
STUDENTS THE SERVICES FOR WHICH THE STUDENT HAS OR WILL BE CONTRACTING FOR. UPON
ENROLLMENT OF THE STUDENT IN SEGI, THE STUDENT IS TAKEN TO CONSENT TO THE PROCESSING OF
THE PERSONAL DATA FOR THE AFORESAID PURPOSES UNLESS THE STUDENT INDICATES SO IN WRITING.
HOWEVER, UNDER THE ACT, A STUDENT HAS THE CHOICE NOT TO CONSENT, OR TO WITHDRAW THE
CONSENT AT ANY TIME TO ALL OR ANY SPECIFIC PURPOSES. NEVERTHELESS, AS THE AFORESAID
PURPOSES ARE DEEMED ESSENTIAL FOR SEGI TO CARRY OUT ITS FUNCTIONS AND ITS SERVICES TO THE
STUDENT, A STUDENT S FAILURE TO CONSENT OR WITHDRAWAL OF CONSENT TO ALL OR ANY SPECIFIC
PURPOSE MAY AFFECT OR DISRUPT THE FUNCTIONS OR SERVICES TO BE PROVIDED BY SEGI TO THE
STUDENT AND TO SUCH EXTENT SEGI SHALL NOT BE HELD RESPONSIBLE FOR SUCH DISRUPTION OF
SERVICE AND MAY, IF DEEMED APPROPRIATE BY SEGI, TERMINATE ITS SERVICES TO BE PROVIDED TO
THE STUDENT AND CLAIM FOR REIMBURSEMENT OF BENEFITS CONFERRED ON THE STUDENT.
FURTHER IF REQUIRED FOR THE FOREGOING PURPOSES, THE PERSONAL DATA MAY BE TRANSFERRED TO
LOCATIONS OUTSIDE MALAYSIA OR DISCLOSED TO SEGI S RELATED CORPORATION OR PARTNER
UNIVERSITIES OR INSTITUTIONS WHO MAY BE LOCATED WITHIN OR OUTSIDE MALAYSIA. SAVE FOR THE
FOREGOING, A STUDENT S PERSONAL DATA WILL NOT BE KNOWINGLY TRANSFERRED TO ANY PLACE
OUTSIDE MALAYSIA OR BE KNOWINGLY DISCLOSED TO ANY THIRD PARTY.

Clinic policies






prepared by Zahid








2.This policy applies to all clinical and non-clinical operational records held in any format

on the premises of the Trust or held elsewhere for the use of Trust staff in the course of
their duties. These include:
Administrative/corporate records (including personnel, estates, financial and accounting
records, contract records, litigation and records associated with complaint-handling and

Major Incident Planning)
Patient health records, including those concerning all specialities, but excluding GP
medical records. This includes private patients seen on NHS premises
Theatre registers and all other registers that may be kept X-Ray and imaging reports,

output and images
Photographs, slides, and other images
Microform (i.e. fiche/film)

Audio and video tapes, cd’s and other removable media


Records in all electronic formats Records management is a discipline which utilises an
administrative system to direct and control the creation, version control, distribution,
filing, retention, storage and disposal of records, in a way that is administratively and

legally sound, whilst at the same time serving the operational needs of the Trust and
preserving an appropriate historical record. The key components of records management
are:



Record creation
Record keeping
Record maintenance (including tracking of record movements)
Access and disclosure

Closure and transfer
Appraisal
Archiving and disposal

The term Records Life Cycle describes the life of a record from its creation/receipt through
the period of its ‘active’ use, then into a period of ‘inactive’ retention (such as closed files
which may still be referred to occasionally) and finally either confidential disposal or
archival preservation.

national archive





prepared by Zahid











3.The record management for archive is The guidance is also based on

government policy that requires public offices to capture and maintain

complete and proper records of their programs and activities in order to

satisfy business and accountability needs. In this connection, records

must be accurate, reliable and authentic so that they can support daily

business activities, serve as evidence of decisions and activities and

provide for the accountability of government administration. To meet the

recordkeeping needs, the following basic measures are recommended

for records generated in the structured environment:




ɼ Maintain written policies and procedures which define the records and

related metadata, the ways in which they must be managed and the

operations for development, maintenance and use of such records, their

application systems and the recordkeeping system.




ɼ Provide sufficient training and support to staff to help ensure that the

above policies and procedures are understood and implemented.




ɼ Build recordkeeping requirements into the application systems to

make sure that records are captured and maintained in a recordkeeping

system.

national archive


















ɼ In consultation with the Arkib Negara Malaysia, draw up records

retention and disposal schedules




ɼ Develop system controls to ensure the accuracy and reliability of the

records generated in application systems.




ɼ Implement system audit trails to record the history of the creation and

use of the records in the application systems. Through the audit trails,

public offices should be able to track who had access to the system,

whether staff followed certain procedures and whether fraud or

unauthorised activities occurred, etc.




ɼ Conduct routine and regular performance tests on the application

systems, including hardware and software, so that system reliability and

information integrity can be guaranteed.




ɼ Provide adequate security to limit access and update privileges to

authorized personnel.




ɼ Maintain comprehensive documentation in respect of system design,

implementation, operation and maintenance, such as software

requirement documentation, documentation about the system

national archive



















architecture, hardware/software maintenance procedures, data

definition and user documentation.

ɼ Dispose of the records and related documentation according to the

records retention and disposal schedule agreed by the Arkib Negara

Malaysia and document the disposal actions taken.




ɼ Develop long-term retention and migration strategies, where

necessary, to make sure that the electronic records can be maintained

and used for as long as required.



T H E U N I V E R S I T Y O F
N O T T I N G H A M



R E C O R D S M A N A G E M E N T P O L I C Y
prepared by Faiez

I d c
T e U e ec e a e e c e a a e e ec d ece a de
c e a a d e a b a c e c a d e ab e e
e ec e a a e e e


I a a c a e a e a d ec d a e a ce ad a e
e de a a d ca a T e a e a e a a c e a d e
a e e a e e acc ab a d a a a e e a d
de a d a d ced e
B ad be ac ce ec d a a e e e U e a be e
c ea ed e c e c e
ᓹ be e e ca a d e e ace
ᓹ be e e a e
ᓹ ed c a ab e a e ce
ᓹ c a ce e a a d a da d
ᓹ ed ced c





A
T e a P c de a a d a a e e U e a e e a
a e c c de e e c e a a e e e ec d
b e e e a e a b a c d e a de e Da a P ec Ac
a d e F eed I a Ac


T e c a a ec d a a e e a e U e N a a e


ec e e e e U e a de a d e a e de b
a a a a a a e ed a d e e e a d
ec e de c
c a a d e a e e e a ec e e a d e e ec d
dec a eac a d e ea c b a a acc a e a d e ab e
d c e a
b e e c e c a d c b e a ca be c ca ed
a d e e ed a d ec a a a e c ed c e
U e
de e de ce a




Limitation Act 1980
Freedom of Information Act 2000
Data Protection Act 1998
Privacy and Electronic Communications (EC Directive) Regulations 2003

T H E U N I V E R S I T Y O F
N O T T I N G H A M



R E C O R D S M A N A G E M E N T P O L I C Y



e e a ed a d c e a b e ec d a e e d
ec e a d acce c ed a d a a ed
a a e c a e e
e e e a c e e e ca ec d e U e e ad a e a d
e ea c e


3c e
T c a e a ec d c ea ed ece ed a a ed b U e a e
c e ca e U e c Rec d a d d c e a c ea ed e
c e e ea c e e e a e e a ded a e a b ec c ac a a d
acade c ec d ee e e e I e c a e ec d a ed a a a
a e a a c d e U e N a Ma a a Ca a d e
U e N a N b Ca W e e ec d a e a e ed be ee
e a a ca e e a be d e acc da ce e T Ca Da a
T a e P c




De

a Rec d


A ec d ec ded a d ced ece ed e a c d c c e
a a d d a ac a d a c e c e c e a d c e
c e de e de ce e ac


b Rec d L e C c e
A ec d a e a e c c e c ea ece b e e d ac e
c e c e ce e c e c c a dd e a ed c ed e a a e
e e ed cca a a d a e e c de a d a a c a e e a I e
d a a e e ec a a d ce c c a a e e a e ea e
b e a e a de e e e a e e e c e e ec c a e a














Limitation Act 1980
Freedom of Information Act 2000
Data Protection Act 1998
Privacy and Electronic Communications (EC Directive) Regulations 2003

T H E U N I V E R S I T Y O F
N O T T I N G H A M



R E C O R D S M A N A G E M E N T P O L I C Y



c Rec d Ma a e e


T a d c e c e a ad a e e d ec a d c e c ea
e c d b e e a e a d d a ec d a a a
ad a e a d e a d a e a e e e e e a a eed e
U e a d e e a ade a e ca ec d


d Re e 3c ed e


A a e a a e e ec d e ec d a d e d be
e e e de c a d e a e ec d
ca a c e


Re b e

a T e Re a
T e e be e U e e a a e e e a e b c
e Re a T e Re a a a d e e a T e U e N a e e
e e e e e a a ec a a e e ec d e a
a d c de
b T e Rec d Ma a e e 3 ee G
T e Rec d Ma a e e 3 ee G RM3G e b e e e a d a
c e a d a da d e a ec d a a e e a d e Ma a e e B a d
e
c T e Rec d Ma a e
T e Rec d Ma a e e b e d da ce a d de e be ac ce
ec d a a e e ac e U e
d Rec d O ce
Rec d O ce a ed de e Rec d Ma a e e F a e a e e
acc da ce e Rec d Ma a e e F a e P c
e Head 3c a d De a e
Head c a d de a e a e da da e b e a a e e
ec d e e a ed b e ac e T e be ed e e b e b
a ed Rec d O ce be a ed eac 3c a d De a e









Limitation Act 1980
Freedom of Information Act 2000
Data Protection Act 1998
Privacy and Electronic Communications (EC Directive) Regulations 2003

T H E U N I V E R S I T Y O F
N O T T I N G H A M



R E C O R D S M A N A G E M E N T P O L I C Y



A 3 a
I d d a e ee a e acc ab e e ec d e a e e b e a e
c e e a d acc a e ec d e ac e a d a e a e a a ed a d d ed
acc da ce e U e ec d a a e e de e
F e c da ce be de e ed b e Rec d Ma a e e 3 ee G



Rec e ded P ac ce

P ced e a d ce e d e e a ec d a e a ed a e a c a d
ec ed ba


e ec d e e e U e a e a a eeded a
ec c ac e a ac a a e a e ace
e ec d ca be acce ed a ca be ca ed a d acce ed a d d a ed a
a c e a e a d c e e de ed e e e e e
e ec d ca be e e ed e c e e ec d ca be e ab ed c ea ed e
d c e a d e d c b e ce a d e ec d e a ed e
ec d
e ec d ca be ed e ec d e ab e e e e a a a ac a
ed c ea ed b e b e ce a d e a d a e c ca be
de a ed
e ec d ca be a a ed e e a e acce b e e a a d
e ca be a a ed a a e ec d eeded e a e a e
de e c a e a




H ca Rec d

T e U e a e e e e ec d de a ed a a e a e e a
ad a e e ea c a e a e ea e b e a e e ec d e c c e G e e
a d ace ec ca c a e e d a a e a d e e ab d a e d
a a c a a ec d e d e e ec c a eed be de a ed a
c a e c ea ece T e ced e e ed ac e e a be
de e ed c a e U e Ma c a d 3 ec a C ec a d
e e e a ac ce d a a c e e e a






Limitation Act 1980
Freedom of Information Act 2000
Data Protection Act 1998
Privacy and Electronic Communications (EC Directive) Regulations 2003

T H E U N I V E R S I T Y O F
N O T T I N G H A M



R E C O R D S M A N A G E M E N T P O L I C Y

Rec d Re e 3c ed e


T e Rec d Re e 3c ed e be e e ed a e a e a e e ec d a e
be a a ed acc da ce e a c a ce a d e a b a


I e e a


A c e a d da ce e a ec d a a e e be c ca ed a a e
Rec d Ma a e e F a e T e Rec d Ma a e e F a e e U e
e Rec d O ce a a ed b e Rec d Ma a e a e e b e
a a e e a d be ac ce F e a ea e e e e Rec d
Ma a e e F a e P c

A d


A d ec d a a e e ac ce ac e U e be c d c ed ea e
cce a d de a ea e e


T a

T e U e de acce a a e a ec d a a e e


Re a F a e a d a da d


Rec d a a e e c a d ac ce ee c de e e e e e e a
a a a d e a a ec d a a e e a da d a d c de ac ce c d
e L d C a ce c de ac ce e a a e e ec d de ec e
F eed I a Ac

I de be e be ac ce e H e Ed ca I c e
U e c e a e e J I a 3 e C ee JI3C a d e HEI
ec b d e


Re e a Le a


T e U e ee e e a ec d a a e e c e a d be ac ce
da ce ac a e c a ce e e a e a
Le a e a




Limitation Act 1980
Freedom of Information Act 2000
Data Protection Act 1998
Privacy and Electronic Communications (EC Directive) Regulations 2003

I N F O R M A T I O N G O V E R N A N C E



A N D M A N A G E M E N T


F R A M E W O R K



R E C O R D S M A N A G E M E N T


P O L I C Y



V E R S I O N 1 . 0



P R O D U C E D B Y :


I N F O R M A T I O N G O V E R N A N C E



S T E E R I N G G R O U P



I N V E R C L Y D E C O U N C I L


M U N I C I P A L B U I L D I N G S



G R E E N O C K


P A 1 5 1 L X



2 0 1 5


I N V E R C L Y D E C O U N C I L







prepared by Faiez LAR GE PRINT, BRAILLE, ON












EQUAL
AN
IS
ER
EMPLOY
COUNCIL
INVERCLYDE
OPPORTUNITIES
ON
REQUEST,
IN
BOOKLET
POLICY
THIS
AVAILABLE
IS
DISC.
AUDIOTAPE,
COMPUTER
OR

C Y
I
T H E
c y
i

h e

c o v
C o u n c i
s
e g a r
o f
e s s
r

l

p o l
m a n a g e m e n t
t

e c o r
r
h e

s
T h i
o f
d s
o f
n g
u d i
u m
,
f
m a t
o r

o r
n c l

i
m e d i
h e
l
s
c
i
o y
C o u n c i
a s

e
e l

c a b l
t
e m p l
l
l

r
r
a l

a n d
t
e e s

a p p l
o n i

e e r
u n t
e d
Me m b e r

e c t
s ,
s ,
E l
a n d
i
t
a n t
o n s .
s
n e r
t
s a t


c o n s u l
g a n i
p a r
h e
p o l
h i
t
k

p o s e
s

o f
m a n a g e m e n t
d e f
f
i
a

r
i
T h e
c y
s

o f
n e

i
o
p u r
r
,
w h i
o s s
l
h e
a c r
t
C o u n c i

l
e q u i
a c t
r
c i
o f
c o d
e l

i
r

i
a n t
a n d
p o l
m e e t
e v
t

h e
a n d
o n ,
r
e s ,
s
c e
s
p r


e m e n t

a
a c t
v
i
e r
a s
s
d r
f
n e s s
.

c i
i
e n c y
e f
f
h e r

r
h
e d
i
o t
e c o r
n i
d s
a u s e
s a t
w i
t
S u b j
o r

t
e c e i
v
o m
f
o
a n y
e c t

C l

t
h e l
b e h a l
h i
o n
f
o r

i
p a r
e s
d
t
d
r
o f
b y
m a n
C o u n c i


h i
o t
a c c o r
h e r
d

t
b e
i

i
t
o r
s a t
h e
t
d a n c e
h
n
l
a g e d
s h o u l
p o l
T h e
C o u n c i
i
.
c y
l
C o u n c i



t
h r
e
o
c o n d i
w i
t
t
o n s
l
i
a c t
e n s u r
c o m p l
e r
o u g h
t

h e
o f
h i
c o n t
i
s
t
m a n a g e
l

m s
a n c e
s
n
h
n
t
i
h e
h i
o b l
i
t
w i
g a t
s
o n s
.
i
p o l
c y
w i
h e

c y
h i

s :
o r

t
f
f
d s
u l

l
n
a m e w o r

i
Ma n a g e m e n t
k
T h e
i
p o l
f
R e c o r

ᓹ e c t P O L l l R e c o r e c o r e r i r d s o r v 6 , o l b u s i t i c h o r i g a n i t s h a r c y o n s e g i a l t s l o l f a t a m e w o r i g a h e C , e s t o r t o f t r o f o n s , l t ’ i r C o u n c i e d d l a s r w i w e l e c o r s d s
P o l
c h

o u n c i
c o m m i
i
s
w h i
t


s
o u t

s e t
m e n t
d s
T h e
t
Ma n a g e m e n t
o
t
d s
r
n g
a n d
m a n a g i
e c o r
e c t
f
e l
t
r

o b j
d s .
r

e c o r
l
e s p o n s i
C o u n c i

h i
o r
t
i
a n d
e s
l

e v
l
v
ᓹ g h i n e s P o l i h e c y d e t c h d i m u m R e t e n t i i a r c h i v b i o d s i e s o r w i a l t h i r n e c o h e r d s r e n t e d a n d h e m a n a g i n g , a n d a n d o o l
a n d
i
s p o s a l
d s
s
o n
R e c o r
T h e
D o c u m

o r
D i

T h e
f
P a p e r

o f
o n i
r
w h i
c
e c t
E l
p e r
i
t
C o u n c i
t
h i
n
t
o u t
a
l
l
t
f
r
e t
o n
e n t
m i
w i
n i

l
a s s i
n i
e r
n g
o
n

s t
m i
t
a

o n c e

d
h e r

d e s
s h o u l
e l
y
r
s e c u r
e c o r
t
o y
b e
d
r
e c o r
i
w h e t
e d
s
n o
h e
o r
t
n
t
i
v
a c t
u s e .
l
o n g e r
e c t

r
y
m
t
o f
t
a c t
h e
C o n t

Ma n a g e m e n t
h e
b i
e s p o n s i
R e c o r
e c o r
d s
o f
c h

c o v
n o t
t
h e
e d
o n
s c h e d u l
ᓹ a n y r i e r d s b e s t l e i w h i a c t t I i a r i e s D i r e . o r a t e s t o p r i n f o r d e s t h m o r e e i r a d s l e d g u i d a n c e o n h o w t o
R e c o r
Ma n u a l
i

i
Ma n a g e m e n t
w h i
d e t
o v
c h
c e

e m e n t
m p l
i
p r
t
o
r
r
S t
w i
Ma n a g e m e n t
m a n a g e m e n t
e g a r
t

e c o r

f
Ma n a g e m e n t
w i
e c t
t
h e
a c h i

h e
R e c o r
e
l
v
d s
C o u n c i
o b j
ᓹ t h p o s e s d s d n e c e s s a r d s a t o r e d a n d l r a n d l m e e t y e v h e t R e c o a t o l r v l d e o w i n g a d m i n i i s t e s : a n d a r d .
v
i

e
a n d
,
r
f
b u s i
e g i
a t
e g u l
i
n e s s ,
y
o r

a t
s l
R e c o r
l

b e
f
i
i
i
d e n t
p u r
w i
l
l
r
e t
ᓹ a i n e d d s w i l l b e m a n a g e d i n a c o s t e f f e c t i v e m a n n e r t h a t e n s u r e s v a l u e f o r m o n e y
R e c o r
f


o r
t
ᓹ b e h e s t C o u n c i r l l l e t b e e v e d u r e d i n t o s y s t e m s , m a n u a l o r e l e c t r o n i c , w h i c h e n a b l e t h e m

w i
R e c o r
d s
c a p t
t
o
e d ,

r
i
o r
a s
e d
a n d
d e s t
o y
r
ᓹ R e c o r d s p o t e n t i n e c e s s a r y r e d a s e v i d e n c e i n a l e g i s l a t i v e o r r e g u l a t o r y p r o c e s s
a l
y
l

e q u i
r
s
o
l
o l

b e
e c t
e v

o
r
e
t
t w i l e n s u r s u b j h a t t t h e i c o n t r i d e n t i a l v a l u e c a n b e d e m o n s t r a t e d , i f r e q u i r e d
ᓹ B u s i n e s s c o n t i n u i t y p l a n s w i l l i d e n t i f y a n d s a f e g u a r d v i t a l r e c o r d s o f t h e C o u n c i l
a n d m a k e p r o v i s i o n f o r
r e c o r d s a n d r e c o r d s m a n a g e m e n t p r o c e s s e s w h i c h a r e e s s e n t i a l t o t h e c o n t i n u e d
f u n c t i o n a n d p r o t e c t i o n
o f t h e C o u n c i l i n t h e e v e n t o f a d i s a s t e r
ᓹ R e c o r d s w i l l b e s t o r e d i n a n a p p r o p r i a t e , s a f e a n d s e c u r e p h y s i c a l o r e l e c t r o n i c
e n v i r o n m e n t w h i c h
p r o t e c t s a g a i n s t a c c i d e n t a l l o s s o r d e s t r u c t i o n
ᓹ I n a c t i v e r e c o r d s , w h i c h c a n n o t b e h e l d i n a s a f e a n d s e c u r e f o r m a t , w i l l b e
t r a n s f e r r e d t o t h e c o u n c i l ’ s

h a s
o r
u p g r
t

.
a g e
s t
r e c o r d POLICY OR a c i l i t y o n c e i DISC. b e e n REQUEST, IN EMPLOY GE PRINT, BRAILLE, ON
a d e d .
f

AN
COUNCIL
INVERCLYDE
ER
IS
EQUAL
OPPORTUNITIES
LAR
AVAILABLE
ON
IS
BOOKLET
THIS
AUDIOTAPE,
COMPUTER

ᓹ A c c e s s t o r e c o r d s w i l l b e c o n t r o l l e d a n d m o n i t o r e d i n a c c o r d a n c e w i t h t h e n a t u r e

a n d s e n s i t i v i t y o f t h e
r e c o r d s a n d w i t h r e g a r d t o r e l e v a n t l e g i s l a t i o n ’
ᓹ R e c o r d s w i l l b e a c c e s s i b l e t o s t a f f w h o a r e a u t h o r i s e d t o u s e t h e m
ᓹ R e c o r d s w i l l b e a r r a n g e d a n d d e s c r i b e d i n a m a n n e r w h i c h f a c i l i t a t e s f a s t ,

a c c u r a t e a n d c o m p r e h e n s i v e
r e t r i e v a l
ᓹ P r o v i s i o n w i l l b e m a d e f o r t h e p r e s e r v a t i o n o f r e c o r d s t o e n s u r e t h e y a r e
c o m p l e t e , a v a i l a b l e a n d u s a b l e f o r a s l o n g a s t h e y a r e r e q u i r e d
ᓹ T i m e e x p i r e d r e c o r d s w i l l b e d e s t r o y e d c o n s i s t e n t l y i n a c c o r d a n c e w i t h T h e
P o l i c y f o r T h e R e t e n t i o n a n d
D i s p o s a l o f D o c u m e n t s a n d R e c o r d s P a p e r a n d E l e c t r o n i c
ᓹ R e c o r d s w i l l b e d e s t r o y e d i n a s e c u r e m a n n e r a s i s n e c e s s a r y f o r t h e l e v e l o f
c o n f i d e n t i a l i t y
ᓹ R e c o r d s o f h i s t o r i c a l a n d a d m i n i s t r a t i v e i m p o r t a n c e w i l l b e i d e n t i f i e d a s
a r c h i v e s a n d t r a n s f e r r e d t o t h e
A r c h i v e s s e c t i o n f o r p e r m a n e n t r e t e n t i o n .
ᓹ R e c o r d s w i l l b e s h a r e d / p r o c e s s e d i n a c c o r d a n c e w i t h r e l e v a n t l a w s a n d p o l i c i e s
ᓹ R e c o r d s w i l l b e c l a s s i f i e d
ᓹ R e c o r d s w i l l b e k e p t a c c u r a t e a n d u p t o d a t e
ᓹ INVERCLYDE l OR b e COMPUTER a t a l l t i m e s REQUEST, IN EMPLOY t GE PRINT, t a k e n o f f ON t e

e
h e y

a r
s a f
u d i
n g
w
h e n
i
n c l
e
d s
w i
s i

R e c o r
l

k e p t







































IS
COUNCIL
AN
ER
OPPORTUNITIES
EQUAL
BRAILLE,
LAR
BOOKLET
POLICY
THIS
IS
ON
AVAILABLE
AUDIOTAPE,
DISC.

prepared by Faiez







R E C O R D S
M A N A G E M E N T
The British Council is the United Kingdom’s international organisation for
cultural relations and educational opportunities. We are committed to creating
and maintaining records which document our activities, to supporting good
governance and to complying with legal and statutory requirements, in
particular the Freedom of Information Act 2000, the Public Records Act 1958,
the General Data Protection Regulation and UK Data Protection Law. We
recognise that records form part of our corporate memory and are an

important organisational asset. This applies to all records, in all media, which
are created, received or maintained by our staff, irrespective of their
contractual status, in the course of British Council business. Records and
documentation created through partnerships are also subject to contractual
record keeping requirements.



The British Council is committed to:
• ensuring that records are created to provide evidence of its decisions and
activities
•maintaining record keeping systems to support the integrity and reliability of
records
•developing and maintaining policy and procedures for the review and
timely disposal of records in line with organizational requirements, legal

obligations and historical value
•protecting records from unauthorized alteration or loss and providing an
audit trail to record the movement and use of records
•setting principles and standards which govern access to records and reviewing
information for sensitive issues

•ensuring that records which are essential to business continuity are identified
and protected


We will provide adequate and appropriate resources to implement this policy
and will ensure it is communicated and understood. The British Council will
review this global policy statement annually to reflect new legal
and regulatory developments and ensure good practice.










This global policy statement was approved by Sir Ciarán Devane, Chief
Executive, in March 2018 and is due for review in March 2019.





FUNCTION OF



BUSINESS RECORDS


MANAGEMENT








BY MARINA SUHAILA










Abstract



All business revolve around documents
correspondence, contracts, charts,
memos, orders, reports, email, and

much more that record is what many
company does. Many of these records

are kept on paper, and now, in the
digital age, many are increasingly in

electronic form. No matter what kind
of format it is, managing these records

and the function of business records
management on our business cannot be
exaggerated, because we simply cannot

do business without records; that s how
important the records are, and why they

need to be managed. All of the
businesses are encouraged to manage

their information in order to be
competent and responsible.



Keywords: Business, Business records,
Business ‘ecords Management,

Business Information, ‘ecords
Management

Introduction

Business ‘ecords

Management, is refers to
a set of activities required

for a systematically
controlling in a business

organization. It can be
any of format as long as

they undergo the process

of their creation,
distribution, use,
maintenance, and

disposition. It is actually

as a recorded information
that should be maintain

as evidence of business
activities and

transactions. The goal of
records management is to

help an organization keep
the necessary

documentation accessible
for both business

operations and compliance

audits.












RECORD

MANAGEMENT

Abstract


A records management program is simply,
the planned, coordinated set of policies,

procedures, and activities needed to
manage an organization s recorded
information, regardless of medium,

through its entire life cycle. It must
manage organizational information so
that it is timely, accurate, complete,

accessible, useable, and cost-effective.
This includes identifying, classifying,

storing, securing, retrieving, tracking
and destroying or permanently preserving
records. ‘ecords management function are
always relate to the storage and retrieval

of records. It is because better
information, at the right time, makes

better business. ‘ecords management
programs are not generally an
organization s primary business, and

even though they don t usually generate A core concept of records management is
income. the lifecycle of information . The lifecycle

of information encompasses phases
ranging from creation of the record to the
final disposition of the record either

through the controlled destruction
process or by designation of the records
as permanent. The length of time that a

specific record is considered current,
retained in storage, and destroyed (if
applicable) varies based on the business

function, as well the legal and regulatory
requirements.

lifecycle of records












There are four phases to the lifecycle of records: ‘ecords management is vital to an
organization and always offers other
1. Creation: ‘ecords begin the lifecycle when they significant advantages. ‘ecords management
are created or received. offers other significant advantages to the
organizations. These includes are:

2. Active ‘ecords: ‘ecords that are accessed
frequently are considered active records. They are 1. Increased administrative efficiency:
retrieved at least monthly, so they are stored in Employees are more efficient when records are
readily accessible files, in the office. organized and accessible.
2. Office space savings: ”aluable space is

3. Inactive ‘ecords: ‘ecords that are rarely freed up as inactive records are transferred to
accessed, or are no longer needed, yet are required archive.
to be retained for a period of time for legal, 3. ‘etained control of records: Transferred
administrative, or historical reasons are inactive records can be retrieved as needed by
considered inactive records. Inactive records an office until they are destroyed or retained in
should be moved to a more cost-effective, off-site the historical archives.
records storage and management facility.

These benefits are achieved by following
4. Final Disposition: The majority of business and records management best practices, including
administrative records are non-permanent and identifying organizations records, organizing
these records should be destroyed when they have records in departments and offices,
no more value to the organization. transferring inactive records to off-site
storage, and approving records destruction

The flow can be translated as below diagram: when appropriate.


Many organizations, however, lack effective
policies and procedures for systematic control
of their recorded information. As a result, they
keep some records too long, spend too much to
store them, waste time looking for misplaced

information, risk penalties for non-compliance
with recordkeeping regulations, risk a public-
relations nightmare, and fail to protect
mission-critical information from harm.

Conclusion


‘ecords management also called records and
information management or recorded
information management (‘IM) is the
systematic application of management
principles chiefly control to the recorded

information needed and used in the normal
course of an organization s business. ‘ecords
document transactions and, in some cases, may
be legally required as evidence of each
transaction. Transactional records include

orderings, schedules, receipts, notification,
loans, and contracts, and many other types.
The record management

practice

Thus, the practice of records management to make References
sure management of records are successfully used
in the organization may involve: 1. –hysical ‘ecords Management. (n.d.).
‘etrieved from http://www.prism.com.my/10-
:1. Planning the information needs of an
organization business-reasons-why-you-need-records-
management/
2. Identifying information requiring 2. What is Electronic ‘ecords Management
capture
(E‘M)? (n.d.). ‘etrieved from
3. Creating, approving, and enforcing http://www.aiim.org/What-is-Electronic-
policies and practices regarding records, ‘ecords-Management
including their organization and disposal
3. –. (2018, April 24). ‘ecords Management -
4. Developing a records storage plan, What is it, why is important and where to
which includes the short and long-term start? ‘etrieved from https://papersoft-
housing of physical records and digital
information dms.com/records-management-what-is-why-is-
important-where-to-start/
5. Identifying, classifying, and storing
records 4. Why ‘ecords Management? (n.d.). ‘etrieved
from http://www.prismintl.org/Buy-From-a-
6. Coordinating access to records –‘I’M-Member/Free-‘esources/why-records-
internally and outside of the
organization, balancing the requirements management.html
of business confidentiality, data privacy, 5. Lifecycle of ‘ecords. (n.d.). ‘etrieved from
and public access. https://cms.montgomerycollege.edu/edu/depart

7. Identification and maintenance of ment.aspx?id=53631
records per a specified retention period 6. ‘ecords and information. (n.d.). ‘etrieved
from
8. Executing a retention policy on the
disposal of records which are no longer https://disqus.com/home/discussion/channel-
required for operational reasons; uxajene/records_and_information/
according to organizational policies,
statutory requirements, and other
regulations this may involve either their
destruction or permanent preservation in
an archive.





FACTORS TO IMPROVE



CUSTOMER SERVICE IN



BUSINESS





Introduction

BY Accordi ng to Lemke et al . ( 2010 ), maki ng
INTAN ZURIANI qual i ty of customer experi ence strategi es

YUNOS for servi ce provi ders i s can i ncrease customer
rel ati ons
and
i mprove
and
val ues
busi ness

servi ce

,
.
That
performances
provi ders
customers

qual i ty


wi th
not
servi ce
i n

onl y
order

ful fi l l


to


experi ence
Abstract organi zati on shoul d i s be a ; i s a provi de customers vi tal for servi ce l oyal ty customer i s vi a
but
customer


i ncrease
al so
requi rements



sati sfacti on
.
and

The
customer

servi ce
Customer

experi ence

composed
i s
ul ti mate


to
servi ce

provi ders

obj ecti ve

to



del i vered
of

servi ces

of
seri es
a
customer
- term

rel ati onshi p
a
l ong


mai ntai n
understandi ng


customer

of
.
The
customers
and
thei r
customers


conti nuousl y
wi th


al l
of


the

servi ce
as
experi ence

sum


busi ness



profi ts

create
opportuni ti es
for


responses
emoti onal

and
cogni ti ve

to

i nteracti ons
i ncreasi ng
repeated




’ s
i ncenti ves
experi ence
has
busi ness


i s
Customer
and
.
 
servi ce

acti vi ti es




effect
busi ness
i mportant
conti nui ty
for
i mportant

i n

busi ness
fi el d


i t

because
every
there



that
several

are
factors
i t
,
because

i s

l oyal ty
i ncrease

can

customer

to
customer

consi dered
i mprove


to
an


and
customers


are
organi zati on
,


expectati on
sati sfacti on
.
Customer


some

and
spend

hundreds

even
i n
because


al l
i mportant

i t

thousands
a


year


wi th
dol l ars
per

of

product
how



measures
that

or

term
company

. R ).
( Suttl e
suppl i ed
a
by

company

meet
or



servi ces
mai n
surpass
a
customer
The
expectati on


.
arti cl e

thi s

that
factor

focus

about


coul d
l ead

servi ce

i mprove
customer
to




The
.
been

factors
busi ness
that
are


thi s

servi ce
customer
arti cl e
,

qual i ty
,
sati sfacti on
empl oyee
,
trai ni ng
feedback

moti vati on
study
and
i s
.
i nnovati on




arti cl es
revi ew
websi tes
and
other




the

.
to
the
i nformati on



topi c
used

rel ated
thi s
research
rel i ed
avai l abl e




on
i n
publ i cl y


such


websi tes

sources
arti cl es
as
,

,
Customer

servi ce
Keywords
:
,
servi ce of from Customer i s The and Thi s , di scussed i n i n
Factors
experi ence

,
Busi ness

hand

servi ce
I n



other
customer

refers
the
,
 


and

i t

make
to


processes
the

acti ons
that


a



busi ness
to

for
easi er
do
wi th

customers
,

company
customer
2000
( Kotl er
).
Excel l ent


marketi ng
vi tal
part

for

i s
a

of


servi ce
organi zati on

an


of


.
i s
I t
abi l i ty
the

the
to
exceed
organi zati on
consi stentl y




to
of
expectati ons

i ts

customers
order
.


. I n
trust
we
to
thei r




bui l d


take
acti on
shoul d
an





i n
best
the
provi di ng
.

customer
by

servi ce

"Factors to improve
customer service in 2.CUSTOMER
SATISFACTION
Business"

sati sfacti ons


emoti onal
i s

1.SERVICE QUALITY Customer to wi th ) experi ence an products or , ( or

the
provi ded
response
by

parti cul ar
associ ated

purchased
retai l


,
Servi ce qual i ty and customer sati sfacti on servi ces patterns of behavi or outl ets , or as even


wel l

as
the

,
mol ar
are i narguabl y the two core concepts that overal l market pl ace ( Beard , 2014 ). I n other
are the crux of marketi ng theory and
hand , compani es who offer amazi ng
practi ce ( Spreng and Mackoy , 1996 ). I n today
customer experi ences create envi ronments
worl d of i ntense competi ti on the key to
where sati sfacti on i s hi gh and customer
sustai nabl e competi ti ve advantage l i es i n
advocates are pl enty .
del i veri ng hi gh qual i ty servi ce that wi l l turn
resul t i n sati sfi ed customer ( Shemwel l et al . ,
An Accenture gl obal customer sati sfacti on
1998 ). I n other hand , Parasuraman et al .
report ( 2008 ) found that pri ce i s not the

servi ce
of
di mensi ons
)
ten

i denti fi ed
mai n reason for customer churn ; i t i s
( 1985


responsi veness
actual l y due to the overal l poor qual i ty of
,
;
rel i abi l i ty
,
qual i ty
,
i ncl udi ng
access
competence
customer servi ce . Customer sati sfacti on i s
,
,
courtesy
,
,
,
communi cati on
securi ty
credi bi l i ty
the metri c you can use to reduce customer
,
the
and
/ knowi ng
understandi ng

,
churn . By measuri ng and tracki ng customer

customer

tangi bl es
di mensi ons
are
these
However
sati sfacti on you can put new processes i n
,

.


that
pl ace to i ncrease the overal l qual i ty of your
fi ve
di mensi ons


reduced

to
:
are
,
tangi bl es
assurance
empathy
,
customer servi ce .
,
rel i abi l i ty
1998

).
,
( Parasuraman
The other customer sati sfacti on factor that
descri be
a

as
i mproves customer servi ce i s the



been
servi ce
qual i ty
,


has
Thus
l ong



run
atti tude
organi zati ons offeri ng warranti es and


form
a
-
overal l
of
eval uati on
guarantees . Warranti es serve as an
,

and
the

constructs
servi ce

agreement that the product wi l l perform as

are
atti tude

and
vi ewed
qual i ty

as


si mi l ar

overal l
al
).
. ,
promi sed or some form of resti tuti on wi l l be
( Parasuman
1988

The
et


sati sfacti on
made to the customer . Customers who are
customer

servi ces



the
wi th

of
ri sk - averse fi nd warranti es reassuri ng
based

on

the
al l

the
i s

organi zati on


wi th
( Pri nci pl es of Marketi ng , 2015 ).
experi ences


customers
that



of
the
,

can
qual i ty

si mi l ar
organi zati on

servi ce
to

i n

l evel s


organi zati on
at


mul ti pl e
occur

3.FEEDBACK Compani es trai ni ng program avai l abl e through an
to
al so
pay


an

uti l i ze

for

workers
automated
empl oyees
onl i ne
approach
broader provi der . Thi s on servi ce gi ves what they a
than

perspecti ve
i s

the

customer
sati sfacti on



goal
,
then

If
constant
feedback i s the best way to i mprove over ti me as mi ght get from a propri etary program
( Kokemul l er , N ). Several trai ni ng program that has
to


i n

measure

order
need
to


sati sfacti on
customer

i mprove i t . Feedbacks works best when i t rel ates be done to i mprove customer servi ce i s Face - to -
Face Coachi ng , Rol e Pl ayi ng and Scenari os , Rol e
Feedback
that
been
).
( Li beng




goal s
speci fi c
a

to
gi ven i n an appropri ate manner hel p i mprove Model i ng and others ( McKay , M ). Wi th a good
trai ni ng program , empl oyee can bui l d sel f -
.
servi ce



who
sol i ci ti ng
 
Organi zati on
customer
customer feedback through customer survey , moti vati on and can handl e any probl em
regardi ng thei r busi ness fi el d wi th customer

,
system

vi si ts
a
customer
,
customer
compl ai nt
focus group and other measurement usual l y effi ci ency .

i mprove
Føl stad
Kval e , K . , thei r servi ce A . ). and acti on ( Hal vorsrud , R . ,
,
&
Feedback can be extremel y useful to supervi sors
5. EMPLOYEE
when

manager
addressi ng

and
servi ces
customer



goal . Most often the front - l i ne empl oyees who
MOTIVATION
can
di rect



val i d

customers
wi th
offer
contact



have
and hel pful feedback on group team or i ndi vi dual
performance
i mproves

Fast feedback ( Li beng , ).   customer servi ce i t i s
Most empl oyees who know thei r customers



al ways
to
are
probl ems

for
ari se
because
goi ng



any busi ness no matter how hard you try to avoi d understand thei r needs and are abl e to meet
these needs . Sati sfacti on i n the workpl ace
If
can
they

that
them




know

customers
.
voi ce
compl ai nts and those i ssues wi l l be handl ed enabl es empl oyees to be moti vated to meet thei r
customer ’ s needs . When empl oyees feel sati sfi ed

properl y
,

more
doi ng
feel



wi l l
comfortabl e
they
busi ness wi th you ( John ’ s , 2017 ). Furthermore , i n the organi zati on , they are abl e to perform thei r
duti es better ( Zerbe . D . 2008 ). Si mon and DeVaro
customer
i t


feedback

because



i s
so
i mportant
provi des marketers and busi ness owners wi th ( 2006 ) poi nts out those organi zati ons shoul d vi ew
devel opment of the empl oyee ’ s moti vati onal
use

they
can


thei r
that


to


i mprove
i nsi ght
busi ness , products and or overal l customer l evel s as a worthy i nvestment as i t i s bound to pay
out i n the l ong run by observed i mprovement i n
).
2014
( Beard
experi ence
,

qual i ty
i n

the
i mproved
Gi ttel l
effi ci ency
.
J .
,
empl oyee ’ s of servi ce gi ven and H ( 2004 ) al so
4. TRAINING advi se agai nst mi ni mi zi ng the of empl oyee cost . as



resul t
servi ce

l ower

l evel s
i n
the


can
thi s
producti vi ty
of
empl oyees
l ower


and


offered
factor
The

other

customer
to
thei r



employee

servi ce i s sendi ng that leads to i mprove trai ni ng . Your Accordi ng to Bi l l Hog ( 2015 ), he stated that i f the
empl oyee knowl edgeabl e and know about
employee should be trai ned well enough to
company product or servi ce tend to be more
handle customer queri es i n an effecti ve and
proacti ve and hi gh moti vati on whi l e deal i ng wi th
can

).
2016
Thi s
si tuati on

,

effi ci ent
manner
( Adams

customer . He al so sai d that , the empl oyee al so
make our employee solvi ng customer problem i n
appropri ate way . When your employees ’ wi l l take the responsi bi l i ty to handl e the si tuati on .
knowledge and customer servi ce i s up - to - the - a Someti me through empl oyee wi th havi ng
helps

that
i t
mark

your



,
have
customers
ensure
customer
to

empathy
the
every
i n


experi ence
good
come




contact
they
ti me

cal m down the most i rate si tuati on wi l l usual l y
.
customer
When
wi th your company ( Spears , 2014 ). Usually the customer i s treated wi th respect , courtesy and
organi zati on wi ll i denti fy customer need . Then
professi onal i sm they are most recepti ve to havi ng

wi ll

i mplement
they
servi ce

effecti ve

customer

sati sfactory
.
a
These
outcome

employee

E ).
,
O .

wi th
( Ri chason
trai ni ng
The

i mprove customer servi ce . si tuati ons l ead to
factor lead to i mprove customer servi ce because
i n the trai ni ng N ). to wi ll i mplement the

employee


sati sfy
the

customer


performance
standards
,
( Kokemuller

6. INNOVATION CONCLUSION



In the era of experi ence economy , servi ce
.
al


(
to
2011
),

thanks
to
et


Chang
Accordi ng
i nnovati on , the hospi tali ty i ndustry enterpri ses provi ders not onl y focus on the qual i ty of servi ces
but al so emphasi ze the qual i ty of customer
could i mprove the quali ty of , the products as well servi ce experi ence . As a concl usi on , there are si x

costs
reduce

servi ces
sati sfy
as

the
the
meet
,

and


customer

i ncrease
cri ti cal factors ( servi ce qual i ty , customer
the
,
needs

better

changi ng
profi t , gai n the competi ti ve advantage . Vari ous sati sfacti on , feedback , trai ni ng , empl oyee
types of i nnovati on development and
moti vati on and i nnovati on ) are i denti fi ed to
i nnovati on

,

i mplementati on
,
example
servi ce
( for


customer
i mprove

factors
i nnovati on

).
,
admi ni strati ve
product

i nnovati on
cl osel y
are the core factors servi ce i n busi ness . That can be


are
as

rel ated

Customers ’ changi ng needs , new opportuni ti es i n seen from the hi gh correl ati on between them
wi th respect to the si x factors . Furthermore , i t ’ s

customer


i nsi ght
of

and
sources
technology
fresh
,

customer
our

sure

to
i mportant



mean
organi sati ons
i ntensi fyi ng

competi ti on
team has the make ski l l s that our managi ng servi ce
ri ght
for
need to develop and accelerate thei r abi li ty to
i nnovate . Thi s means i denti fyi ng ways to test , customers ’ needs . A bad customer experi ence at
any poi nt i n the customer l i fecycl e can rui n our
pi lot and measure the effect of new i ni ti ati ves , to rel ati onshi p wi th them . In addi ti on to maki ng
more


qui ckly
and
,
bri ng

to

them

market
sure the ri ght ski l l s are demonstrated , we need to
benchmarki ng the fi rm ’ s agi li ty . A new
be sure they ’ re bei ng demonstrated consi stentl y .
i mprovement to the self - servi ce i ndustry i s the
Several factors that have been di scussed i n thi s
use of the Internet to promote the personali zed
arti cl e prove the l ead of customer servi ce i n

,
vi si tor

the

to



makes
whi ch
si te
experi ence
the
feel li ke he i s speci al and i ndi vi dual busi ness i s busi ness .
appreci ated . One area that should never recei ve
REFERENCES
cutbacks , even i n ti mes of economi c hardshi p , i s
,
quali ty

the
as
i s


product

quali ty

assurance
J ).
,


Many

of
backbone
any
people

busi ness
( Brown

1 . Adams . L . R ( 2016 , August 17 ). 4 Key Factors that Will Help
nowadays use soci al medi a a platform to
Improve the Customer Service of your Company . Retrieved
communi cate wi th customer . Soci al medi a wi ll
December 13 , 2017 , from http : // maxmyprofit . com . au / 4 - key -
factors

to
customers
maki ng
your

access


easi ly
when



company - that - will - help - improve - the - customer - service - of - your -


use
of

changes


we
can
i n

organi zati on

make
our

the soci al medi a to achi eve more benefi t and
2 . Beard , R . ( 2014 , January 20 ). Why Customer Satisfaction is
profi t ( Clark . A , 2015 ). Important ( 6 Reasons ). Retrieved December 12 , 2017 ,
fromhttp : // blog . clientheartbeat . com / why - customer -
satisfaction - is - important /
aspect
i mportant


Innovati on


to
has
become

i mprove customer servi ce ; i t i s because customer 3 . Beard , R . ( 2014 , October 07 ). 6 Reasons Why Customer
Feedback is Important to Your Business . Retrieved December
expectati ons have i ncreased dramati cally i n the
13 , 2017 , from http : // blog . clientheartbeat . com / why - customer -
modern di gi tal era wi th the wi despread adopti on
feedback - is - important /
technologi es

).
If


we
of
( Gautam

i nnovati ve
. N ,
2017
4 . Bill Hogg . ( 2015 , October 02 ). Seven Critical Success Factors
don ' t adapt our busi ness to the changi ng needs
to Exceptional Customer Service | Customer Experience .
of our customer , we could be losi ng out on a
Retrieved December 20 , 2017 , from
really great opportuni ty to make our customers https : // www . billhogg . ca / 2015 / 10 / seven - critical - success - factors -
to - exceptional - customer - service /

to

Owens
Accordi ng

happi er
.
),
she
even

( 2017
stated that any i nnovati on we adopt should
5 . Brown , J . ( n . d . ). Ways to Improve Customer Service & Quality
i mprove upon the success or fulfi ll an i mportant Goods . Retrieved December 20 , 2017 ,
fromhttp : // smallbusiness . chron . com / ways - improve - customer -
busi ness obj ecti ve , such as operati ng more
service - quality - goods - 2072 . html
escalati ons

,
effi ci ently
,
decreasi ng
call

reduci ng
volume or respondi ng to changi ng consumer
6 . Clark , A . ( 2015 , January 19 ). 5 Innovative Customer Service
Ideas -. Retrieved December 20 , 2017 ,
behavi or .
fromhttps : // iwantitnow . walkme . com / 5 - innovative - customer -
service - ideas /
7 . Gittell , J . H . , Nordenflycht , A . , & Kochan , T . A . ( 2004 ). Mutual
Gains or Zero Sum ? Labor
8 . Relations and Firm Performance in the Airline Industry .
Industrial & Labor Relations Review , 57 ( 2 ): 163 - 180 .

Innovative

of

Service

Customer
(
n
,
.
Gautam
.
.
d
9
com
https : // www N . ameyo . ). . The Big List innovative - customer - service - ideas Ideas to Create Happier Customers . Retrieved December 20 , 2017 , from

/
blog
/
10 . Halvorsrud , R . , Kvale , K . , & Følstad , A . ( 2016 ) " Improving service quality through customer journey analysis ", Journal of Service Theory and Practice , Vol . 26 Issue :
6 , pp . 840 - 867 , https : // doi . org . ezaccess . library . uitm . edu . my / 10 . 1108 / JSTP - 05 - 2015 - 0111
11 . John ’ s , D . ( 2017 , November 04 ). 5 Reasons Why Customer Service Is More Important Than Anything Else . Retrieved December 12 , 2017 , from
https : // daymondjohnssuccessformula . com / launch - pad / customer - service - is - more - important /
,
W

.
.
.
Kimando
L
Njogu
&
12

of
Quality
in

Service



Customer

. ).
Factors
d
Banking
.
That
Affect


the
Nairobi . Retrieved N . , fromhttps , G : // . pdfs ( n . semanticscholar . org / b6e4 / edb1b67c9dbd129979d6edfe51f5dbc778fc Industry in Kenya : A Case Study of Postbank Head Office

.
pdf
.
(
n
13 . Kokemuller , N . html . d . ). Customer - Service Training Methods . Retrieved December 13 , 2017 , fromhttp : // smallbusiness . chron . com / customerservice - training -
80440
methods
-
14 . Lemke , F . , Clark , M . , and Wilson , H . 2010 . “ Customer experience quality : an exploration in business and consumer contexts using repertory grid technique , ”
Journal of the Academy of Marketing Science ( 39 : 6 ), pp . 846 - 869
15 . Lou , X . and C . Homburg , “ Satisfaction , Complaint , and the Stock Value Gap , ” Journal of Marketing 72 , no . 3 ( 2008 ): 29 – 43 .
.
E
16 . Muniu , G . . usiu ( 2015 . ke / Factors Affecting Customer Service Delivery : A Case Of Standard Chartered Bank Kenya . Retrieved December 20 , 2017 , from
).
ac
.
: //
erepo
http
17 . Mahesh , V . S . & Kasturi , A . ( 2006 ) ” Improving call centre agent performance : A
18
based

study

Vo
.
19 . . UK - India Management on the ( 2 agents ’ point of view ” International Journal of Service
)
17
Industry
do
.
(
M
.
20
n
McKay

customer - , service . d - . ). How html I Train Employees on Customer Service ? Retrieved December 13 , 2017 , fromhttp : // smallbusiness . chron . com / train - employees -
.
2095
21 . Morgan , B . ( 2016 , April 25 ). 5 Tips To Scale Soft Skills Training For Your Customer Service Team . Retrieved December 13 , 2017 , from
https : // www . forbes . com / sites / blakemorgan / 2016 / 04 / 25 / 5 - tips - to - scale - soft - skills - training - for - your - customer - service - team /# 3ae5f8950d05
22 . Owens , T . E . ( 2017 ). Eight Innovations To Improve Customer Service . Retrieved December 20 , 2017 , fromhttps : // www . ntca . org / online - exclusives / eight -
innovations - to - improve - customer - service . html
V
.
A
A
“
.
23
conceptual


and
.
L
.
Berry
. ,
A
Zeithaml
Fall
,
49 . , Parasuraman - 50 , . https : // www , . emeraldinsight , . L com ( 1985 / ), pdfplus / 10 . 1108 / model of service quality in its implications for future research ”, Journal of Marketing , Vol .
08858629810226636
doi

pp
/
41
.
24 , p . Parasuraman , A . ( 1998 ), “ Customer service in business - to - business markets : an agenda for research ”, The Journal of Business & Industrial Marketing , Vol . 13 No .
4
309

.
.
25 . Principles of Marketing . ( 2015 , October 27 ). Retrieved December 13 , 2017 , fromhttps : // open . lib . umn . edu / principlesmarketing / chapter / 14 - 3 - customer -
satisfaction /
26 . Richason , O . E . ( n . d . ). How to Implement Customer Service Training With Employees . Retrieved December 13 , 2017 ,
fromhttp : // smallbusiness . chron . com / implement - customer - service - training - employees - 1119 . html
. ).
27
Suttle
(
.
n
d
.
Why
Customer
.

important , - R organization Is 2050 . html Service Important to an Organization ? Retrieved December 12 , 2017 , fromhttp : // smallbusiness . chron . com / customer - service -
-
28 . Simon , D . H . , & DeVarob , J . ( 2006 ). Do the Best Companies to Work for Provide Better
29 . Customer Satisfaction ? . Managerial and decision economics . 27 , 667 – 68 . doi : 10 . 1002 / mde . 1303 .
Bilgin
relationship

“
Customer
provider

service
,
.

D
),
.
(
;
30 . Shemwell oriented Yavas , U . and ”, International 1998 Journal of service Industry Management , Vol an 9 , emperical 68 . test of a model of service quality , satisfaction and
,
Z
. ,
J

-
155
.
pp
outcome
relationship

31 . Spears , C . ( 2014 , April 4 ). Top 4 Factors for Improving Customer Experience . Retrieved December 13 , 2017 , fromhttps : // www . arke . com / 2014 / 04 / top - 4 - factors -
improving - customer - experience /
32 . Spreng , R . A and Mackoy , R . D ( 1996 ), “ An empirical examination of a model of perceived service quality and satisfaction ”, Journal of Retailing , vol , 72 , pp . 201 -
14 .
33 . Thalbäck , T . ( n . d . ). Increase customer satisfaction , gain loyal customers and maximize profitability . Retrieved December 12 , 2017 , from
http : // www . netigate . co . uk / Increase / customer / satisfaction
34 . ( 2008 , November 18 ). Customer Service , Not Price , Remains Top Cause of Customer Churn , Accenture Study Finds | Accenture Newsroom . Retrieved December
12 , 2017 , from https : // newsroom . accenture . com / subjects / customer - relationship - management / customer - service - not - price - remains - top - cause - customer - churn -
-
study
-
finds
.
accenture
htm

35 . . Zerbe of , W . J . , Dobni , D of . , & human , resource management employee and Service Culture : The Journal of Administrative Sciences , 15 ( 2 ), 165 - 179 .
).

service
Harel
2008
.
H
behaviour

G
(
Promoting
.

36
practices
role
perceptions
Canadian
.



KEY STAKEHOLDERS IN



BUSINESS








































Nur Syazanadiah
Thi s arti cl e i nvesti gates the determi nants of
binti Mohd Rosli stakehol der rel ati onshi p i mportance and

the rol e i t pl ays i n busi ness . Next , the
categori es of stakehol der groups who have
cl assi fi abl e rel ati onshi ps wi th the
organi zati on .

ABSTRACT Keywords : stakehol ders ; stakehol der

i mportance ; stakehol der rol e ; stakehol der
groups .


,
i s
stakehol der
a

usual l y
I n
an


busi ness
STAKEHOLDERS
the

whose


acti ons
company


i nvestor
i n
outcome


of


the
determi ne
busi ness

the

' t
to
be
don
Stakehol ders


have
deci si ons
.
"Stakeholders are individuals,
al so
equi ty




be
sharehol ders
can
They
.
groups, or organizations who
' s
have
stake


empl oyees
the

company
a
,
who
i n


may affect, be affected by, or
and

to
i ncenti ve

success
the


for
products


perceive themselves to be
who
They
busi ness
,

.
succeed
can

partners

be

rel y
suppl y
to


on
success
' s

company
keep

the


affected by a decision,
chai n goi ng . The most common defi ni ti on of a
activity, or outcome of a
stakehol der , however , i s a l arge i nvestor that
project, program, or portfolio
has the cl out to hol d a vi abl e “ stake ” i n the
(Lynda, 2016)."
company .

What is


srakeholder? that throughout i n i ts






are
any
enti ty


i n


busi ness
a
Stakehol ders

that

i s


of
operati ons

effected
the
by


busi ness

way

( Rahul
are
some


Stakehol ders

).
,
the
2013
who


by
or
can

are



affected
i ndi vi dual s


company
product

or
i nfl uence


a

most

stakehol ders
l i fe
are
The

.

obvi ous
and
,
( Rahul
empl oyees
,

customers

,
owners
are

).
stakehol ders

Other
2013
i ndi rect

such
competi tors
as

the
,

stakehol ders

the
nei ghborhood

,
the
i n
busi ness



i s
envi ronment
government

,
the
,
and


( Rahul
).


the
2013
Wi thout

ongoi ng
of

parti ci pati on
company
i s
a

for

,
hard


i t
to

stakehol ders
are

survi ve
,
as

2. DEFINITION OF
and


stakehol ders
compani es
,

stakehol ders
mutual l y
Thus
i nterdependent
.

STAKEHOLDERS

engagement
and
thei r
i n
i mportant



are
company


,
out
carry

val ues

express
i ts
a
hel pi ng

strategi es

mi ssi on

,
i ts
i mpl ement
devel op
,
processes and i mprove rel ati onshi ps on a
conti nuous basi s . Every busi ness takes a Stakehol ders are i ndi vi dual s , groups , or
di fferent approach to stakehol ders . The rol es of organi zati ons who may affect , be affected
stakehol ders di ffer between busi nesses , by , or percei ve themsel ves to be affected by
dependent on the rul es and responsi bi l i ti es a deci si on , acti vi ty , or outcome of a proj ect ,
l ai d out at the foundi ng of the company or as program , or portfol i o ( Lynda , 2016 ).
busi ness evol ved over the years . Thi s arti cl e Accordi ng to Yves ( 2008 ), a stakehol der
speci fi cal l y focuses on the i mportance of refers to any i ndi vi dual or group that
stakehol ders , rol e of stakehol ders i n busi ness mai ntai ns a stake i n an organi zati on i n the
sharehol der

a
that


possesses
and cl assi fi cati on of stakehol ders . way where consul ted essenti al peopl e are shares . . ’ ,

to

Lynda
( n . d . ),

Accordi ng
are
the
( stakehol ders



to
)
successful

outcomes

the
acti vi ty



i ts
of
del i very

and
Bui l di ng

robust
mai ntai ni ng
and

mai ntai ni ng
rel ati onshi ps


an

and


communi cati on

of

appropri ate
l evel
to

n . d . ):
,

that

stakehol ders
( Lynda

ensure
wi l l
they

requi re
recei ve
•


they
;
i nformati on
they

•
;

are
‘ heard


needs


•
thei r
and
requi rements

acti oned
.
and
possi bl e

,

3. THE IMPORTANCE OF


STAKEHOLDERS to strong reputati on , i n the between the





rel ati onshi ps
expl i ci tl y


do

thei r
to

secure

I n

Compani es

manage

order
a
must
di fferent
to
( Chri stopher


be

groups

abl e
stakehol der


subtl e
,
engage

organi zati on
wi th
&
Paul





&


manage
out
Paul
Amy
,
,


rel ati onshi ps

poi nt
( n . d . )
a
Chri stopher
feedback
Amy

n . d . ).
and
compani es


organi zati on
,

and

al though
of
the


thi s


that
stakehol ders
descri pti vel y
ground


i s
both
&
i nstrumental
,
).
Long
Jurgi ta



- term
( Mi gl e
appear


to

stakehol ders

between
core


at
commi tments

organi zati on
performance

the

and
( i . e . ,
a

the
can

ensure


of
effi ci ency


reasons
.

Jurgi ta
&
to


Accordi ng
Mi gl e

stakehol ders
normati ve

( Mi gl e
of
( 2015
&
reasons

the
the
),

a

anal ysi s




even

for
performance
,
)
Jurgi ta
2015
i t

i mportance manage based ) reasons for true , stakehol der , way communi cati on when the cri si s on stri kes 2015 and 2012 a two -
&
Henni ng
,
,

i s

organi zati ons

to
(

reveal ed
Dani el
,

Kathari na
).
that

profi tabl e for organi zati on to mai ntai n rel ati onshi ps agreed wi th ( Mi gl e & Jurgi ta , 2015 ) that effecti ve
wi th stakehol ders for one mai n source - resources stakehol der management i s a two - way street , wi th the
whi ch are necessary for organi zati on . goal of promoti ng mutual understandi ng . Al l parti es
want to feel that they have been heard , that they are
  The rel ati onshi p between stakehol ders and part of the deci si on - maki ng process ( Dani el , Kathari na
organi zati on are based on the dependency on certai n & Henni ng , 2012 ).
resources , whi ch are vi tal to organi zati ons and thei r
l oss “ may pl ace i ts survi val i n j eopardy ” ( Mi gl e &   By consul ti ng a wi de range of l eaders , i nfl uencers ,
Jurgi ta , 2015 ). Chri stopher , Paul & Amy , ( n . d . ) suggests opi ni on makers , and by encouragi ng a di al ogue - not
that compani es pursue rel ati onshi ps wi th other j ust promoti ng thei r own busi ness i nterests -
compani es to obtai n the benefi ts associ ated wi th compani es can go a l ong way toward gai ni ng support
reduci ng thei r costs or i ncreasi ng thei r revenues . By and defusi ng potenti al probl ems ( Dani el , Kathari na &
enteri ng i nto rel ati onshi ps , organi zati ons hope to gai n Henni ng , 2012 ). Al though cl ari fyi ng the company ’ s
stakehol der sati sfacti on and l oyal ty whi l e poi nt of vi ew i s a key obj ecti ve , effecti ve stakehol der
stakehol ders l ook for qual i ty ( Chri stopher , Paul & Amy , management goes beyond communi cati on ( Dani el ,
n . d . ). Kathari na & Henni ng , 2012 ). I t i nvol ves coordi nated
acti ons and behavi ors , such as a strong l eadershi p
The stakehol ders possess the resources that are presence and a demonstrated commi tment to the
necessary for the organi zati on ( Mi gl e & Jurgi ta , 2015 ). communi ty through rel evant soci al i nvestment
Col l aborati on between stakehol ders and the ( Dani el , Kathari na & Henni ng , 2012 ).
organi zati on enabl es the organi zati on to reduce the Onl y an i ntegrated stakehol der - management
reputati onal ri sk , to i ncrease the avai l abi l i ty of approach can create sustai nabl e rel ati onshi p capi tal
resources , to sol ve the ari si ng probl ems , to achi eve ( Dani el , Kathari na & Henni ng , 2012 ). Stakehol der
the organi zati onal goal s , to faci l i tate certai n busi ness management i s about bui l di ng l ong - term , trusti ng
processes and to i mprove the qual i ty of products and rel ati onshi ps wi th peopl e who can affect the future of
servi ces ( Mi gl e & Jurgi ta , 2015 ). your busi ness and your company ’ s reputati on ( Dani el ,
Kathari na & Henni ng , 2012 ).

4. ROLE OF STAKEHOLDERS IN


BUSINESS




fol l owi ng

The
i ndi cates

i. Voting and the rol e of stakehol ders i n the busi ness ( Rahul , 2013 ):

decision-making




• Stakehol ders may be responsi bl e for voti ng
on si gni fi cant changes i n the busi ness . Voti ng
can take pl ace annual l y based on the
corporate structure of the busi ness or duri ng
any meeti ng .



ii. Management




• Stakehol ders can hol d si gni fi cant
management posi ti ons where they may report
di rectl y to the presi dent , CEO or chi ef fi nanci al
offi cer .




iii. Investing for revi ewi ng the






are
•
Stakehol ders
responsi bl e

company


to
the


that

data
ensure

of
fi nanci al
they

that


and

i s

the

busi ness

wel l
performi ng
not
.
are



thei r

l osi ng
i nvestment
iv. Social and
environmental
responsibilities that

must

ensure

conti nuousl y
Stakehol ders
•

are
they

deci si ons

soci ety
doi ng
the

and

l i ttl e
harm

to
an

use

choose
envi ronment to . They maki ng for the busi ness are
may


al ternate resource i f they real i ze that current
resources are becomi ng scarce .

5. THE


CLASSIFICATION OF


STAKEHOLDERS the




way

very

di fferenti ati ng
of


common
A

to
stakehol ders


of
consi der
i s

ki nds
di fferent

peopl e

groups
of
have
cl assi fi abl e


the
rel ati onshi ps wi th , who organi zati on Antoi ne & ,

( Charl es
&
,
Charl es
).
Stefan

Antoi ne
2006

( 2006
cl ear

i s
means
a
)
Stefan

rel ati onshi p
defi ni ti ons
what
i denti fi cati on



and
of
stakehol ders between that there of of who are the
stakehol ders

mai n

The
stakehol ders

groups
.
( Charl es
are

i . Customers , Antoi ne & Stefan , 2006 ):
CONCLUSION
i i .

Empl oyees


Local
.
i i i
communi ti es
Suppl i ers

and
i v .
v . Sharehol ders di stri butors So stakehol ders are those i ndi vi dual s or to
depend

groups

who

the
organi zati on

on

ful fi l l thei r own goal s and on whom , i n turn ,

I n
i ndi vi dual s

and

groups
are


other
addi ti on
the organi zati on depends . I n other words ,
l i terature
stakehol ders
be


i n
to


the

consi dered
any actors i n the envi ronment that i s
)
&
,
Antoi ne
Stefan
of

Charl es

( 2006

affected by an organi zati on ’ s deci si ons and
pol i ci es or / and can i nfl uence the
The


medi a
i .
organi zati on tradi ti onal l y can be defi ned as

publ i c

The

i n
general
i i .
stakehol ders of an organi zati on . I ndi vi dual s
Busi ness

partners
may bel ong to more than one stakehol der
.

i i i
i v . Future generati ons group and stakehol der groups can i nteract
wi th each other i n di fferent ways , i t depends

organi zati ons
)
Past

generati ons
v .
of

( founders

on i ssue and si tuati on at parti cul ar moment .
Academi cs

.
vi
Speci fi c strategi es usual l y tri gger off the
.

vi i
Competi tors
formati on of stakehol der groups .
acti vi sts
vi i i . NGOs or representati ves i ndi vi dual l y ,

consi dered
–
stakehol der
as
such

i x .
Stakehol der

uni ons
or
associ ati ons
or



di stri butors trade , representati ves of suppl i ers trade

stockhol ders
x .

other

Fi nanci ers
than
( dept


)
bondhol ders
hol ders
credi tors
,
,
regul ators
.
Government
,
pol i cymakers

xi

References Stefan Have ( n . d . ). / 828294dafd62aeda92a77bd7e5d0a39af56f Much . pdf ? ”, ”, from







“
).
( 2006
The

Stakehol der

S .
,
Antoi ne
F ,
,
,
&
H
Theory
”,

Retri eved
May
,
Charl es
2018
https
/ 606a
pdfs
: //
. org
. semanti cschol ar
Stakehol der
“
).

The
May
,
2018

Retri eved
”,
Refi ned

from



Model
F .
,
( 2008
Yves
? doi
: //
. 1 . 1 . 133
= 10
. psu
. i st
/ vi ewdoc
ci teseerx
/ downl oad
. edu
= rep1
. 1406
& rep
& type
http
= pdf
Rel ati onshi ps
,
Chri stopher
M
,
Amy
&
Stakehol der
I mportant


are

L .
“

How
Paul
S ,
,
: //
www
/ research
2018

from
,
. edu
/~
. al bany
pm157
. pdf
https
Retri eved


May
/ stakehol ders
:

,
).
“
Communi cati on
The

Lynda
Stakehol der
”,
( 2016
Engagement


Key

Effecti ve

to
B .
Targeted
2018
. com
- cdn
ac
: //
. el s
,
/ S1877042816308941
Retri eved

. 0
/ 1 - s2
from

May
https

- a179
. pdf
- mai n
= ca585092

- S1877042816308941
- e803
? _ ti d
- 46f5
- f96904eb5776
& acdnat
_ 198f713f3f89b32726b284a48e0305fe

= 1526007610
( 2012
).
R
S .

Management
,
:
“
&
Kathari na


How
Dani el
Henni ng
,
L ,
Stakehol der
,

May

Do


from
You
Rel ati onshi p
,


2018

? ”,
Retri eved
Capi tal
www
/ documents
. com

. bcg
: //
. pdf
/ fi l e119020
https
,

“
B .
2018
Lynda
Retri eved
”,

Stakehol der
,
May
from
Rel ati onshi p


( n . d . ).

Management
. mosai cproj ects
/ PDF

/ SRMM
www
. pdf
. com
https
: //
_ Ch7
. au
for


Corporate
( 2015
Mi gl e
I mportance
&
,

“
).
Reputati on
Stakehol ders
S .

,
Jurgi ta
of
M
The




Retri eved

,
2018
May
from
: //
www
http
. php
. i nzeko
/ 6921
/ EE
/ arti cl e
. ktu
/ 4972
/ i ndex
/ vi ewFi l e
. l t

Stakehol ders
i n
( 2013
S .
”,
Rahul

from
,

Busi ness

2018


“
).
May
Retri eved
,
/ messageforu
. sl i deshare
- i n
. net
- busi ness
- 16038680
: //
/ stakehol ders
https
www