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
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T H E U N I V E R S I T Y O F
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R E C O R D S M A N A G E M E N T P O L I C Y
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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
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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
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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
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the
.
to
the
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topi c
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research
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avai l abl e
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such
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,
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Customer
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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
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H
behaviour
G
(
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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
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“
).
( 2006
The
Stakehol der
S .
,
Antoi ne
F ,
,
,
&
H
Theory
”,
Retri eved
May
,
Charl es
2018
https
/ 606a
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“
).
The
May
,
2018
Retri eved
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Refi ned
from
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F .
,
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&
Stakehol der
I mportant
are
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“
How
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S ,
,
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2018
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May
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Stakehol der
”,
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B .
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).
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S .
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,
:
“
&
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
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: //
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/ fi l e119020
https
,
“
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2018
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”,
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,
May
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Rel ati onshi p
( n . d . ).
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. mosai cproj ects
/ PDF
/ SRMM
www
. pdf
. com
https
: //
_ Ch7
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for
Corporate
( 2015
Mi gl e
I mportance
&
,
“
).
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Stakehol ders
S .
,
Jurgi ta
of
M
The
Retri eved
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May
from
: //
www
http
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. i nzeko
/ 6921
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/ arti cl e
. ktu
/ 4972
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/ vi ewFi l e
. l t
Stakehol ders
i n
( 2013
S .
”,
Rahul
from
,
Busi ness
2018
“
).
May
Retri eved
,
/ messageforu
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- i n
. net
- busi ness
- 16038680
: //
/ stakehol ders
https
www