rtant for the managers to be sure their decisions are not always alienating the same set of stakeholders. (Johnson and Scholes, 2002).
             Although stakeholders may want different things from the company they all have the same desire to see the company succeed. They will often have different reasons for wanting it to succeed but the goal is still the same. Customers want it to succeed so that they can continue to purchase the product, shareholders want to keep receiving their dividends, and employees want to keep their job. It is this common goal that helps to keep the stakeholders differences of views on how the company should be run from destroying the company.
             An example of the wide range of people and organisations that can be involved in an organisation is the Fire Service. There are a huge number of stakeholders for the New Zealand Fire Service. These stakeholders include the Government, the public, the volunteer fire fighters, the paid fire fighters, the territorial managers and many other people. These stakeholders all have very different needs and wants from the fire service. The paid employees want their pay every week and plenty of opportunity to do what they love doing which is fire fighting, the volunteers also want to do plenty of fire fighting but do not get paid so do not have to worry about the money aspect. The Government want to save as much money as possible but at the same time does not want anyone to get hurt in a fire due to their cost cutting. The public just want a really good service and the guarantee that the fire service will be there within minutes of being rung. Some of these needs and wants will at times conflict with each other. The government's wish to save money does not entirely gel with the employee's wish to earn as much money as possible doing the j
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