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Democracy, Bureaucracy and Strategies for Change

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Can you help me answer or point me in the right direction with the attached questions (also below)?

From attached file:

Can you help me with some background information on the following questions.

1. Explain the proper role of a board of directors in the conduct of corporate affairs.

2. Describe the four competencies that determine the New Leadership

3. What are the requirements for a successful co-leader? Do you feel competent to be a co-leader?

Exercises

1. Describe why Bennis claims that democracy is the only system compatible with constant/perpetual change.

2. Summarize the four relevant threats to bureaucracy and how your organization is affected by these threats, if at all.

Issues to Consider:

Do you have a "great group" in your organization? If not, please explain what obstacles stand in your way. If so, please describe how your achieved this status.

Objectives:

After completing this module, you should be able to do the following:

? Summarize when democracy becomes a functional necessity.
? Explain the term "organization man."
? Describe the anatomy of a bureaucracy.
? Identify the characteristics of a "great group."
? Define co-leadership.
? Explain the "Wallenda Factor"?

HAVE A GREAT DAY!

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Solution Summary

This solution explains several key issues and strategies for change, such as when democracy becomes a functional necessity, the definitions of the terms"organization man" and co-leadership. It also provides a description of the anatomy of a bureaucracy and the characteristics of a "great group."

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Please see response attached (also below), including one supporting Chapter also attached in separate file. I hope this helps and best of luck!

ATTACHED RESPONSE:

QUESTION: Can you help me with some background information on the following questions?

1. Explain the proper role of a board of directors in the conduct of corporate affairs.

The role of the board of directors of an organization - collectively - must concern themselves with certain specific areas:
? Strategy: the overall aims of the organization and the broad way in which it must set about achieving them;
? Policy: specific programs and actions in terms of the organization's operations, which will contribute to the overall achievement of the strategy;
? Resources: the financial, human, and technical resources necessary to implement the policies;
? Performance: the extent to which progress is made, through proper utilization of resources, towards fulfillment of policies and strategy.

http://72.14.203.104/search?q=cache:qnJbxf93qx8J:www.palgrave.com/pdfs/1403932980.pdf+Bennis+proper+role+of+a+board+of+directors+in+the+conduct+of+corporate+affairs.&hl=en&gl=ca&ct=clnk&cd=16

2. Describe the four competencies that determine the New Leadership

The Four Competencies of Leadership, by Warren Bennis, from An Invented Life: Reflections on Leadership and Change
1. Management of attention (see p. 2 of attached Chapter for more detail)
2. Management of meaning (see p. 3 of attached Chapter)
3. Management of trust (see p. 4 of attached Chapter)
4. Management of self (see p. 4 of attached Chapter)

The Chapter explains each of these four competencies in full, which you can draw on.

3. What are the requirements for a successful co-leader? Do you feel competent to be a co-leader?

As a co-leader, you would probalby want to appeal to the same (or similar) traits as a leader. For example, Warren Bennis (1989) further explicated a dichotomy between managers and leaders. He drew twelve distinctions between the two groups:

· Managers administer, leaders innovate
· Managers ask how and when, leaders ask what and why
· Managers focus on systems, leaders focus on people
· Managers do things right, leaders do the right things
· Managers maintain, leaders develop
· Managers rely on control, leaders inspire trust
· Managers have a short-term perspective, leaders have a longer-term perspective
· Managers accept the status-quo, leaders challenge the status-quo
· Managers have an eye on the bottom line, leaders have an eye on the horizon
· Managers imitate, leaders originate
· Managers emulate the classic good soldier, leaders are their own person
· Managers copy, leaders show originality http://en.wikipedia.org/wiki/Project_leader#Co-leadership

You might want to check Bennis's definition, as I have not been able to locate a definition of co-leadership, other than then above dichotomy, and how the ...

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