Organisational Governance and Leadership Sample
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Introduction
The role and significance of any human service organization in any nation cannot be negated since it has an impact on the overall quality of life of the masses. This particular sector encompasses a broad range of functions, disciplines, knowledge, and skill sets that mainly focus on the enhancement and improvement of human well-being at an individual and a collective level. In Australia, there are a large number of organizations that aim to accomplish this particular goal and improve society (Andrews, 1971). There are three kinds of human service fields namely Nonprofit organizations or NGOs, governmental or public organizations, and the private sector. All these models adopt different methods to aid the people that they serve.
The NGO came into existence in the year 1941 and has always been involved in offering a wide range of services including both national and international aid facilities. It is vital to understand the managerial aspects of the organisation which plays a key toll in its effective performance. Its leadership elements have been identified and discussed below.
The overall organizational culture of the firm has been observed and understood. The object of the body is to influence the Australian government body and the particular community on different kinds of welfare-related subjects (Berger & Luckman, 1996). It is vital to understand several organizational elements that have an impact on the performance of a human service organization and help society to be a better place for millions of vulnerable individuals.
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Management evident within the Australian Red Cross NGO
As per Chenoweth & McAuliffe, the management aspect including the underlying operations is vital for every organization that is formed with a specific set of objectives. The evidence of the managerial aspects of an undertaking shows that it is on the right path to achieving its specific set of objectives (Chenoweth & McAuliffe, 2105). The NGO was set up with the main purpose of providing a wide range of services including international aid, migration support and help, emergency management, community service for particular segments of people, blood donation activity, etc.
The governance and management of the NGO have undergone several reforms leading to a new national management structure instead of the old model. A common strategic plan was devised which helped it to have a single objective (Gardner, 2006).
As per Gardner, the National Council is the highest governance decision-making body which is constituted of 53 voting members including the President and the National Board. The National Council is responsible for the delegation process involving the operational and management decisions and various other kinds of responsibilities to the CEO and the National Board. It encourages the involvement of committed volunteers who are willing to help in times of natural disasters or personal crises (Gardner, 2016).
According to Gevers & Goddard-Jones, the NGO is mainly funded by donations received from the public and corporate partnerships. Generally, the volunteers play a critical role in supporting the various local organizations so that they can perform their operations in a better and more effective manner. This support helps the Australian Red Cross NGO to have sustainable growth in the environment and provide effective service to the people who need help (Gevers & Goddard-Jones, 2007).
The human service organization based in Australia focuses on the improvement of the financial and management systems by designing and developing better human resource processes and policies and enhancing the volunteer recruitment and retention process. These measures by the NGO act as evidence of the vital managerial aspect of the human service firm and highlight its initiative to create a stronger organization with focused objectives. It inspires various humanitarian organizations and works with them to enhance the value of the lives of people (Hughes & Wearing, 2016).
The NGO has a well-defined and ambitious strategy and it works in a focused and efficient manner to reach it shortly. It also emphasizes employing passionate individuals who can contribute to their overall work process and deliver innovative concepts across the Australian Red Cross. The firm’s management believes in setting up volunteer teams that can improve the well-being of the people living in the society. The NGO believes in encouraging inspiring leadership quality which is one of the crucial aspects of an effective management model.
Organizational theories that help to understand the tensions between a practicing professional and managers within the organization – Australian Red Cross
In almost all organizational set-ups there arise conflicting situations between a professional and a management team member. This kind of scenario needs to be controlled efficiently so that it does not affect the main aim of the organization.
As per Glisson & James, one of the vital challenges of the Red Cross has been the maintenance of collaborative management. These situations increase the chances of tension between different members of the organization (Glisson & James, 2002). To strike a balance between the central decision-making model and the local decision-making process, the NGO tries to maintain an effective communication channel so that the various conflicting situations can be sorted effectively without having any impact on the work process.
The Australian Red Cross has adopted different strategies to work out its challenges by working through several iterations of the matrix management model which encompassed dual reporting to both state and territory-based management and national managers (Ife, 1997).
Jones & May said that the conflict management adopted by the Australian NGO helps it to limit the negative impact of conflict situations. The effective conflict management strategy and proper collaborative management techniques help the Australian Red Cross to enhance its flexibility in its operational activities, maximize the level of engagement and interaction, and provide clear and precise lines of accountability. The “One Red Cross” culture helps the NGO to have a single framework that allows work throughout the entire organization.
The new strategy “One Red Cross” adopted by the Red Cross helps it to achieve the objective of identifying and responding to the needs and requirements of the vulnerable section of people. It helps the organization to make its roots healthy by understanding the needs of various needy people on the continent and on the international platform (Karabanow, 2004). The NGO believes in the creation of a vision for change which acts as a critical element to contribute to the effective sustainability of the organisation.
The leadership exercised in this organization
The Australian Red Cross organization has existed for a very long time and it has seen struggling times when it was finding it challenging to retain its position as a leading service provider in a rapidly changing external environment (Kerka, 1995). The rising competitive intensity in the non-profit sector had limited its growth and vital operations for a brief time. The NGO has focused on its national function which focuses on the leadership of senior management, strategic planning, etc which helps the NGO to face the ever-changing environment.
The current executive and leadership model at the Australian Red Cross places the executive and leadership teams in crucial positions and they are made responsible and accountable for delivering the Strategy 2020 results that will ensure that the NGO operates its functions in a financially healthy and sustainable manner. The present executive team directly reports to the CEO of the organization and provides vital high-level advice on various key strategic and operational subjects. The leadership teams help the organization to implement crucial decisions of the Board in an effective, coordinated manner (Lewin, 1947).
It encourages its team and staff to contribute to society by allowing them to serve the NGO for a long period. The leadership behavior of the officials at the Red Cross is highly encouraged and they are given ownership of the activity that they do.
The current CEO of the Australian Red Cross is Ms. Judy Slatyer who joined the NGO after working at the World Wide Fund for Nature (WWF) as a global Chief Operating Officer for 7 years. The executive and leadership teams of the NGO consist of highly potential individuals who are great and inspiring leaders, who believe in bringing about positive changes in the lives of millions of people.
Thus Red Cross’ high value to the leadership aspects of an individual helps the firm to bring about positive changes in the lives of millions of people all across the nation and the globe. It encourages the application of innovative approaches across the Red Crossbody (Suarez & Oliva, 2005). Its overall belief in effective leadership quality in the respective work areas, in the agile and human-centered work design enhances its contribution to the entire mankind.
Engagement in a leadership role in the Australian Red Cross organization
Leadership aspect is vital in all the management processes of all organizations which have a specific set of goals to achieve. This ability helps an individual to guide other individuals or teams or the entire organization so that they can successfully reach their objective efficiently and effectively. This quality involves several traits and behaviors that help them to inspire and influence their work teams and organizations (Tsui & Cheung, 2004).
As per Baines, in human service organizations like the Australian Red Cross, the engagement of a professional in the leadership role is vital since its operations and functions have an impact not just on the economic scenario but also influences the quality of life of people living in the society (Baines, 2010).
Any professional who is willing to contribute to the well-being of society and its people can volunteer for the NGO and engage in a leadership role by doing diligent and hard work. Good leadership traits can help an organization reach great heights (O’Connor et al., 2008). A vital area to engage in leadership at the Red Cross is the effective application of leadership in various rural and urban poor regions where the biggest challenge is to make ends meet and derive maximum utility out of limited resources that are available in hand. Such a leadership trait is vital and highly appreciated in a human service organization.
Personal skills, motivational factors, and skills play a key role in bringing about necessary change in an organization that is involved in providing human services to enhance the quality of life of people. The relationship-oriented leadership role will be effective in this kind of organization and its operations since it mostly involves the human factors that need economic and other kinds of help. The high degree of encouragement and engagement of leadership scope increases the performance of the NGO (Wallace & Pease, 2011).
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Ethical tensions that a worker may encounter when working in the Australian Red Cross organization (400)
Different kinds of ethical concerns and issues arise in a large number of organizations. The current complexity in the business environment increases such kinds of tensions. This section of the assignment focuses on a few of the ethical tensions that an employee or a worker working in the Australian Red Cross might encounter while performing his operational activities (Baines, 2010).
One of the most common ethical tensions that might arise in the NGO relates to the difference in morals and values of the firm and the individual working within the particular organization. Since all individuals have their own set of principles and beliefs, this kind of internal conflict is very common since he has to choose between his beliefs and the NGO’s beliefs (van Breda, 2000).
Another vital dilemma that is faced by the officials especially the ones who work in the admin section of the organization relates to various administrative decisions like the allocation of funds, and financial resources. Since a vast section of people need food, clothing, and money, the task at hand of the administrating team at the Australian Red Cross poses several challenging ethical dilemmas (Wallace & Pease, 2011). The official has to choose between two sets of people who need assistance; such scenarios also give rise to ethical tensions within a health service organization (Vecchio, Hearn & Southey, 1996).
Confidentiality is another topic of ethical tension in the Australian Red Cross NGO since several volunteers and employees at the organization have to compromise the right to the confidentiality of the clients. For example – The confidentiality feature of the clients or people is lost in the case of suicidal people. Since today the rate of suicide has increased in various locations, and different organizational bodies are trying their level best to catch hold of any kind of information that will enable their firm or organization to protect an individual from committing suicide (van Breda, 2000). The employees know that they must respect their client’s privacy and confidentiality needs, and not disclose available information about him without his prior consent. But in cases of sociality, the confidentiality rule is broken to protect the life of a fellow being. This scenario leads to ethical tension in the NGO.
Conclusion
The various aspects of management of a human service organization have been identified and covered in this particular assignment. The Australian Red Cross NGO has been assessed and its sustainable performance in the changing scenario has been understood. The vital leadership traits in the sector have been evaluated and explained. Since the NGO is vital for the economy and has a high degree of influence on the masses of the continent, this managerial analysis is vital to understand its strategic model which helps it to serve the society effectively.
The overall organizational culture and management model of the Red Cross helps to understand the vitality of management to perform the strategic functions of a concern. It also highlights the significance of an inspiring leader and the necessary leadership qualities that can help an organization to be focused and avoid unnecessary conflicting situations that hamper the overall work process. Some of the ethical issues that relate to the morality issues of an individual and an NGO, confidentiality rights of a client, administrative concerns, etc that might arise in the workplace of a human service-based organization have also been emphasized here.
The various aspects that have an impact on the overall operations and performance of the Australian Red Cross have been covered in the topic. The organisational management has been highlighted which explains the leadership role and its impact on the productivity of the NGO. It gives a holistic view of the managerial and organizational aspects of the Australian Red Cross and helps the readers to understand its value and contribution to the society of the Australian continent.
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References
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