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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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    https://brainmass.com/business/human-resources-management/democracy-bureaucracy-and-strategies-for-change-97216

    Attachments

    Solution Preview

    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 ...

    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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