The Role

of
Mangers
as
Stakeholde

0
This term paper has been prepared for the partial fulfilment of
the Business & Society course of BBA in Marketing Program

Date of Submission: 28th October, 2020

ISSUED BY
Sanjida Amin
Lecturer
Department of Business Administration in Marketing
Faculty of Business Studies
Bangladesh University of Professionals
Course Name: Business & Society
Course Code: ALD 1203

SUBMITTED BY
Team- Conquistadors (Group-10)
Nayeem Hossain 2025171002
Moshiuzzaman Chayon 2025171004
Sadia Noor 2025171006
Rahat Uz Zaman Ahammad 2025171038
Zinia Rezwana 2025171054
Farhan Faysal 2025171100
SECTION-B
Batch-2020

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 Letter of Transmittal

Date: 28th October, 2020.

The Couse Instructor
Business & Society
Faculty of Business Studies (FBS)
Bangladesh University of Professionals
Mirpur Cantonment, Dhaka-1216

Subject: Term Paper on ‘The Role of Managers as Stakeholder’.

Dear Sir,
We, the students of the Faculty of Business Studies, Department of Marketing,
are pleased to conclude this report on ‘The Role of Managers as Stakeholder.
This letter marks the submission of our term paper.
We ensure you that we have put all of our collective efforts to ensure our work
is of a superior quality. We hope you acknowledge the dedication and the
devotion we have shown towards this paper. However, we understand that our
work is not perfect, and thus we welcome any and all the criticism you have of
our work.

Sincerely,
Sadia Noor
On behalf of all the members of Group-10
Department of Business Administration in Marketing
Faculty of Business Studies (FBS)
Bangladesh University of Professionals.

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 ACKNOWLEDGEMENT
First of all, we would like to thank the Almighty for blessing us with the ability
to complete the task successfully. In the preparation of this term paper, we had
to take the support and guidance of some esteemed people who deserve our
deepest gratitude.

We would like to express our gratitude to our course instructor, Sanjida Amin
miss, for giving us good guidance on completing the term paper. We are also
thankful for giving us the opportunity to get deep into an important topic like
The Role of Managers as Stakeholder and learn about their applications in
business.

We would also like to extend our gratitude to all those who have directed us
directly and indirectly in writing this paper. Lastly, we are also thankful to our
classmates and friends for their help and support. Last but not least, thanks to
our parents and family members for their help, support and sacrifices during the
entire study period.

DECLARATION
We hereby declare that the report titled ‘The Role of Managers as Stakeholder’
is a product of our day and night effort under the guidance of the Course
instructor, Sanjida Amin miss. The report has been submitted to the Faculty of
Business Studies, Department of Business Administration in Marketing, at
Bangladesh University of Professionals. This report is a partial fulfilment of the
2nd semester Final Examination 2020 for the course of Business & Society.

We further declare that the work projected in this report has not been previously
submitted to this or any other institute.
Date: 28th October, 2020.

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 EXECUTIVE SUMMERY
This paper was prepared in order to illustrate the basic ideas of The Role of
Managers as Stakeholder. The paper was prepared by doing thorough and hair-
splitting research which were done by all the members of the group. After doing
the research, the collection of significant information regarding managers,
stakeholders and other relevant things were analysed and illustrated using
various theoretical discussions and pictorial representations. In this termpaper,
we’ve shed light on the rights and responsibilities of a manager as well as the
relationship with other stakeholders, also on the contribution of mangers when
any kind of public issue arises in the society. Lastly, we’ve presented a relevant
real-life situation which describes the characteristics of great managers and
inspires as well to maintaining co-operative relationship with other
stakeholders.

This paper was prepared in order to illustrate the basic ideas of The Role of
Managers as Stakeholder. The paper was prepared by doing thorough and hair-
splitting research which were done by all the members of the group. After doing
the research, the collection of significant information regarding managers,
stakeholders and other relevant things were analysed and illustrated using
various theoretical discussions and pictorial representations.

4
 TABLE OF CONTENT

TOPICS PAGE NUMBER

DESCRIPTION OF MANAGER 06

MANAGERS AS STAKEHOLDER 08

MANAGERS & STAKEHOLDER

09
RELATIONSHIP

RIGHTS & RESPONSIBILITIES OF A

13
MANAGER

PUBLIC ISSUE & MANAGER 15

CASE ABOUT MANAGER 17

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 DESCRIPTION OF MANAGER
All organizations, regardless of whether they are large or small, profit-seeking
or not-for profit, domestic or multinational; require managers to manage the
organizational works and environment as well. Managers are responsible for
combining and coordinating various resources to achieve organization’s goals.

Manager is the person who is responsible for controlling or administering an

organization or group of staff. To be very precise, a manager is someone who
plans and makes decisions, organizes, leads and controls human, financial,
physical and information resources to keep the balance in the management
process. Today’s managers face a variety of interesting and challenging
situations. Though the manager’s job is
unpredictable and fraught with
challenges, but it is also filled with
opportunities to make a difference.

Not all managers are same, of course,

nor is the work they perform. Among the
other things, we can classify managers
according to the area in which they work
in. We usually tend to think about
managers based on their position in an
organization. Managers can be differentiated according to their level in the
organization too. Although large corporations typically have a number of levels
of management, organizations generally have three levels of management,
represented by

1. Top managers 2. Middle managers 3. First-line managers

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Regardless of level, managers are also usually associated with a specific area
within the organization such as marketing, finance, operations, human
resources, administrations etc.

Top managers support and serve other managers and employees, just as the
organization ultimately exists to serve its customers and clients. Top
managers are responsible for developing the organization’s strategy and being a
steward for its vision and mission. Titles found in this group include president,
vice president, and CEO.

A middle manager is someone who is responsible for managing a clearly

identifiable revenue-producing unit, such as a store, business unit, or product
line. Middle managers typically
must make decisions across
different functions and have
rewards tied to the performance of
the entire unit. Middle managers
take direction from their top
executives. They must first
understand the executives’ overall
plan for the company. Then they
set specific goals for their own departments to fit in with the plan. 

First-line managers supervise and coordinate the activities of operating

employees. Common titles for this group are supervisor, coordinator, and office
manager. Positions like these are often first held by employees who enter
management from the ranks of operating personnel.

There exists many other types of managers as well naming Public Relations
Managers, Research & Development Managers, Operations Managers, Staff
Managers, Project Managers, Marketing Managers and so on. The number,

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nature and importance of these managers vary tremendously from one
organization to another. As contemporary organizations continue to grow in
complexity size, the importance of these managers is also likely to increase.

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 MANAGERS AS STAKEHOLDER

Before determining whether managers are stakeholders or not, if they are what
kind of stakeholder they be called; let us tell you what stakeholder means.
A stakeholder is a party that has an interest in a company and can either affect
or be affected by the business. 

Are managers stakeholders? This has been a contentious issue in stakeholder

theory. The answer clearly is “yes.” Like other stakeholders, managers are
impacted by the firm’s decisions.

Now there exists classification while determining what kind of stakeholder

managers are. There are different types of stakeholders like internal and external
stakeholders, market or non-market stakeholders etc.

Managers are both internal and market stakeholder. Internal stakeholders are
those who are employed by the firm
and market stakeholders are those
that engage in economic transactions
with the company as it carries out its
purpose of providing society with
goods and services. As managers are
employed by their respective
companies that’s why they are
internal stakeholders. Again, as managers contribute their skills and knowledge
in exchange for wages thus, they are engaged in economic transaction with their
company and so they are the market stakeholders.

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 MANAGERS & STAKEHOLDER
RELATIONSHIP

Manager-Employee Relationship: The relationship between managers and

employees sets the overall tone of the workplace.

● Open Communication: Clear and open communication between

employees and management is necessary in the workplace. Poor
communication may lead to missed deadlines, confusion, low morale and
a host of other problems.
● Set Boundaries: While being friendly at work isn't a bad thing, a person
in management shouldn't engage in close relationships with subordinate
employees. An employee who views her boss as a friend may not
recognize his authority when necessary.
● Conflict Resolution: Good conflict resolution between employees and
managers is necessary. A lingering dispute between workers and
managers influences morale, production and adds tension to the work
environment. Management should have formal and informal processes
available to employees to air grievances and address conflicts.

Manager-Investor Relationship: Management and performance fees is

obviously a key, and in many cases, the first item for negotiation for large,
institutional or strategic investors, particularly during a period of lower returns.

 For existing structures, the amended offering terms are typically

addressed within side letters between the investor, the fund and the
manager. We have seen a significant increase in both the number, as well
as the length and complexity, of such side letters over the past two years.

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 ● One particular trend that we have seen develop recently within side letters
has been an increased pressure from investors arguing for a ‘most
favoured nation’ or MFN provision to be included within a side letter,
whereby the investor would benefit from any improved terms
successfully negotiated by any subsequent investor and the manager
would be contractually obliged to extend such terms to the existing
investor with the benefit of the MFN provision.

Manager-Client Relationship: Relationship managers work to improve

business relationships with clients. They set the goal of facilitating good
relationships with clients so businesses can maximize the value of those
relationships and maintain a good reputation.

● Through direct and indirect means, relationship managers help firms

improve relationships with clients.

● Build positive and productive relationships with clients for business

growth.

● Schedule regular meetings, discussions, teleconferences and visit client

offices to strengthen the relationships.

● Understand client needs and customize existing business programs to

meet their needs.

● Provide client support and handle client communications effectively.

● Manage and close client businesses to achieve profitability.

● Maintain existing clients and generate new clients to achieve revenue

goals.

● Address client concerns promptly and professionally.

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 ● Inform clients about company products, services and promotions.

● Develop new strategies to improve client satisfaction.

Manager-Government Relationship: Government relations managers promote

legislative efforts that are beneficial to their organization and collaborate with
public relations officers on campaigns to earn the backing of government
officials and the public.

● Personal Conducts and Lobbying

The corporate executives and political leaders and government officials
are in the same social class. This creates a personal relationship between
both parties. Also, organizations formally form the group to present their
issues to government bodies.

● Forming Trade Unions and Chamber of Commerce

Trade unions and the chamber of commerce are associations of business
organizations with a common interest. Managers of those business
organizations work to find the common issues of organizations and
present reports, hold dialogue to discuss them with government bodies.

● Large Investment
Companies can make a very large investment in industries or projects,
and could somehow affect government policies. These works in another
way around, where the government tries to implement the policy to attract
foreign investment and managers work to manage the overall process of
implementing the policies.

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Managers and supplier relationship: For the better management system
of company a manager has to keep a diplomatic relation with the
supplier. Here is discussed idea of it:
1. Reactive Approach – Where managers start managing the supplier
relationships only when unpleasant situations with suppliers occur, and
try to figure out how to improve the performance of unreliable
suppliers. This approach consumes quite a lot of time and resources,
which could have been better spent on more important business
processes.

2. Strategic approach – Where supplier relationship management starts

even before an agreement with supplier is signed, in order to ensure the
competitive advantage of the company in the long run. This is a
forward-focused approach, which can lead to a successful relationship
even in the early stages.

3. Where supplier relationship management starts even before an

agreement with supplier is signed, in order to ensure the competitive
advantage of the company in the long run. This is a forward-focused
approach, which can lead to a successful relationship even in the early
stages.

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 RIGHTS & RESPONSIBILITIES OF A
MANAGER

Rights of A Manager: Being a good manager, and having a good manager is

critical to the success of any company with a mission to do great things. To lead

a good company to greatness, the managers have to be allowed to claim the

rights they deserve. Such rights are: 

 The right to get any required information in order to fulfil managerial

functions properly

 The right to receive specific directives from court

 The right to get a remuneration according to the stipulated rule and amount.

 The right to spend the profit of the plot of land for his/her private and family

needs in compliance with the court decision (whenever a manager is a

debtor).

 The right to Set Clear Expectations.

 The right to Effect Change.

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 The right to Fire Employees.

 The right to make mistakes, admit them and fix them accordingly.

Responsibilities of A Manager: Working as a manager is an accomplishment

because it reveals a professional’s ability to successfully lead, oversee multiple
business operations, manage stress, and effectively communicate with co-
workers. Across every sector, managers contribute to businesses in significant
ways, which are:

 A manager is responsible for

all the commitments that
he/she has in relation to all the
participant parties

 In every six months' time and

at the end of the managerial
activities a manager has to
report to the enforcement
officer. Later the report is presented to a creditor and a debtor.

 A manger devises a distribution plan that is adopted by court. The

outcome of the item is distributed on the basis of the plan except the
expenses (including the management costs).

 After the compulsory management a manager transfers the gathered funds

to the deposit account of NBE (excluding the costs) and informs an
enforcement officer about I

 A manager informs court about the fulfilment of a creditor's claim.

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 PUBLIC ISSUE & MANAGER
Public issues are frequently argumentative—different groups may have different
opinions about what should be done about
them. They often, but not always, have
public strategy or authoritative
ramifications. Emerging public issues are
both a risk and an opportunity. They are a
risk because issues that firms do not
anticipate and plan for effectively can
seriously hurt a company. As the following examples show, sometimes a firm
anticipates and addresses a public issue very well and other times it does not.

As new public issues arise, businesses must respond. Organizations need a

systematic way of identifying, monitoring, and selecting public issues that
warrant organizational action because of the risks or opportunities, they present.
Proactive companies do not wait for something to happen; they actively manage
issues as they arise. The process of doing so is called the issue management
process. The managers who are involved in issue management are called issue
manager or merchant banker.

If the Committee agrees that future investigation is required, an issue

manager(s) volunteer or issue manager(s) are appointed by the Committee
leadership. In general, the issue manager’s role is to identify research and track
issues to frame for presentation to the Committee.
The issue manager(s) will serve as:

 The primary contact for the Committee, the Board and facilitators.

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  The issue contact for the Agencies and other parties.
 The focal point for comments gathering.

The issue manager(s) is responsible for:

 Monitoring the current status, new developments and time constraints of

issues.
 Coordinating issue meetings, communicating with other issue managers
and Agency staff.
 Determining the time sensitivity of the issue.
 Identifying other Committee members to work on the issue, including
representatives from other HAB Committees, should the issue be cross‐
cutting.
 Identifying appropriate, knowledgeable individuals for issue
presentations. Presenters could be Agency staff, Board members or other
experts.

There are several activities that have to be performed by the issue manager in
order to raise money from the capital market. Adequate planning needs to be
done while chalking out an appropriate marketing. An analytical study of
various sources, the quantum, the appropriate time, the cost of raising capital
and the possible impact of such resources of the overall capital structure will
greatly help this task.

Sometimes managers become aware of issues by carefully tracking the media,

experts’ views, activist opinion, and legislative developments to identify issues
of concern to the public. Organizations often use techniques of data searching,
media analysis, and public surveys to track ideas, themes, and issues that may
be relevant to their interests all over the world. They also rely on ongoing
conversations with key stakeholders. Sometimes, awareness of issues is forced

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on companies by lawsuits or protests by activists who hold strong views about a
particular matter. A corporation’s issue management activities are usually
linked to both the board of directors and to top management levels, because of
their increasing importance.

CASE ABOUT MANAGER

Sending a Strong Message: Protecting Your

Employees
In 1985, a film company facing financial pressure hired a new president. In an
effort to cut costs, the president asked the two leaders of a division, Ed and
Alvy, to conduct layoffs. Ed and Alvy resisted—eliminating employees would
dilute the company’s value. The president issued an ultimatum: a list of names
was due to him at nine o’clock the next morning.

When the president received the list, it contained two names: Ed and Alvy.

No layoffs were conducted, and a few months later Steve Jobs bought the
division from Lucasfilm and started Pixar with Ed Catmull and Alvy Ray
Smith.

Employees were grateful that “Managers would put their own jobs on the line
for the good of their teams,” marvels Stanford’s Robert Sutton, noting that even
a quarter century later, this “still drives and inspires people at Pixar.”

Source: “Givers Take All: The Hidden Dimension of Corporate Culture” by

Adam Grant | The McKinsey Quarterly

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