Governance and leadership fundamentals

Governance & Leadership

A classic work that reveals a set of differences between nonprofit organizations and profit organizations, compares the characteristics of public and private organizations to find the significant differences regarding the factors environmental, the relation environment / organization and internal structures and processes, all of which results in a set of strategic implications in the definition of the purposes, objectives, and planning, selection of human resources, management and motivation, and in control performance measurement. (Hopkins et al. 2005)

As a complement to the previous study, distinguish a set of factors that differentiate the public and the private. Such factors include: the complexity and ambiguity of goals, organizational structure, the degree of formalization, and the attitudes and values relating to work. (Jehn & Bezrukova, 2004) However, studies by analyzing previously, the authors find that managers public companies considered having goals clear and unambiguous, therefore, which must play in certain periods of time, only these goals do not relate to maximize the value of heritage. (Tung, 2008)

In addition, managers Public companies do not feel that the work environment be informal in nature, but they estimate that there internal processes that companies differ private. Similarly, performing a meta-analysis study the results of organizational change in the public sector compared to private sector. (Jehn & Bezrukova, 2004) The results indicate that in both the private and public sector change organization can be beneficial, but in the sector public organizational readiness to change is slower, due to the formal structure, goals, administrative procedures and systems reward. Also in the private sector intervention which global effects positive individual behavior in the public sector the results generated for intervention in a process of change have greater variability. (Jehn & Bezrukova, 2004)

Leadership in three sectors: Public, private and voluntary

The central point is to recognize that companies nonprofit idiosyncratic differ in relation to for-profit firms. However, studies that have sufficient importance to this situation are relatively few. (Jehn & Bezrukova, 2004) Among the studies that have considered, in the form due, the difference between nonprofit organizations and profit executives emphasize that the profit and nonprofit organizations view conflict as undesirable, but executives nonprofit organizations understand that this is necessary and improves the quality of decision- decisions because it leaves out the needs of different groups. (Jehn & Bezrukova, 2004)

Instead, executive's for-profit organizations underestimate the importance of conflict and try to avoid it. These different perceptions of the conflict are explained by in nonprofit organizations involving multiple interests and the executives of these institutions understand and accept that those interests are expressed through conflict in decision-making. Similarly, in an important work in an attempt to elucidate some possible conditions for success in making decisions, we find that the profit organizations success or, rather, the effectiveness of the decision is associated with the existence of information and means to the implementation of the decision.

In contrast, in the nonprofit organizations success or effectiveness of the decision is linked to the right of the people to participate and also is important reaching agreements and the absence of intervention by senior management profit and for-profit firms. (Hopkins et al. 2005)

In Indeed, states that the difference between for-profit companies and nonprofit organizations profit lies in the way both types of entities develop and evaluate its mission, since nonprofit organizations in the purposes escape the strategic pursuit of profitability economy. It also suggests that, although management teams of nonprofit organizations and for-profit firms have a moral reasoning equivalent, the internal climate each other different teams. (Jehn & Bezrukova, 2004)

In fact, in firms with profit in the decision-making processes strategic members of the senior management team use higher levels of rationality and greater time to resolve their decisions, in contrast to happens in top management teams in the nonprofit organizations. (Tung, 2008)

Understanding the idiosyncrasies of the profit organizations and non-profit is an essential task to measure the effectiveness of such organizations and the impact of leadership style. Consequently, from a theoretical perspective is that institutions need to consider non- profit and, therefore, public organizations have a number of features that make it different from the private firms. (Ely, 2004)

These characteristics determine the impact of the relationship between leadership style and organizational effectiveness. Studies have linked the process of making decisions with the results of decisions have adopted different ways of defining and measuring such results. However, it is possible to classify the definition and measurement of results of the decision-making in three categories: development of decision, implementation of the decision, and effectiveness of organization. (Hopkins et al. 2005)

In relation to the formulation of the decision, the research focuses on measuring the results of process through the rigor of the decision, the number of alternatives generated, the quality of generated solutions, achieving goals, the value of the decision, among other similar. The implementation of the decision is a visible result the decision making process. (Dahlin et al. 2005)

Now together with variables such as: level of development reached the decision, the commitment, commitment, understanding and acceptance that achieves emotional decision, and the perception of success or failure of the decision, it is necessary to incorporate implementation analysis of other variables such as trust, obedience and social harmony satisfaction with the results. (Dahlin et al. 2005)

For his part, like this work, there research linking the process of making decisions directly and immediately with the effectiveness or organizational performance. (Jehn & Bezrukova, 2004) Among these studies there works where the performance or effectiveness is measured through subjective indicators, indicators and targets combination of objective and subjective indicators. (Hopkins et al. 2005) To illustrate the first case suggests that the participation level manager's environment in the formulation and implementation of strategy relates positively with performance organization. (Ely, 2004) In this research the performance of the organization is measured through a subjective index assesses the overall effectiveness, competitive position, return on assets, and efficiency of operations, the overall financial performance and the rate of growth. (Dahlin et al. 2005)

Along the same lines, it is suggested that the consensus in strategic decision making has implications for organizational performance only when the business strategy is the strategy defined differentiation. For researchers performing the signature comes from the subjective assessment made by Participants research about adaptability of the firm, efficiency, and effectiveness. (Tung, 2008)

In a similar way, it is postulated that a high level of consensus has not so necessary to a good performance of the organization and in this sense, the consensus seems to be a necessary, but not sufficient for the success of the company. (Earley, 2006) In figure 4.1 the authors measured the performance of the organization in accordance with performance relative valuation of the company performance compared to firms operating in the same industry for profitability and sales. (Dahlin et al. 2005)

The leaders of voluntary organizations now find themselves in front local and global situations that did not exist twenty years ago. (Dahlin et al. 2005) Governments Federal and provincial governments and municipalities have made enormous changes. Donor's funds and companies compete with the voluntary sector for leadership. (Horwitz et al. 2007)

Organizations merge or work together in many ways new and exciting. Leaders must make decisions based on ethics. These decisions can affect many other groups or organizations, and it may be that there is no sufficient time to consider all options before making a decision. The people who attended the workshop said that the area of great concern. There must be a "learning culture" in the voluntary sector. (Ely, 2004)

Constantly improve as a person that does not mean that we can learn to function socially to fall better, be more accepted, more often, better valued and admired ... is not doing what people think, nor satisfy them, but if there are 10 roads to get to Rome go for the one that most people like, so you save enemies and win on the road many allies and friends to the couple that much improved image. Y ademas de todo esto probablemente habras elegido el mejor camino. And besides all this you have probably chosen the best path. (Earley, 2006)

In politics this is used constantly, but not always well, in the personal, work ... not about being perfect but a gift of caring image they have on you and a good way to do is make you look like you want it see you. With your friends invite them to something once in a while, let them favors, fun things organized and ultimately let you have pleasant experiences that will make the image they have of you much better thereby have gained much support. In the labor field is kind to the employees, look after, Mimal be tolerant, flexible and watch while increasing performance as a boss you will see friendly and good person and besides that really nothing is more hateful to a boss to be hated at work. (Earley, 2006) Caring for the image would be the opposite, that people look like you're the one you strive to help pitch in and see that you do not intend to gain power but because they simply want the good of the country, but certainly no policy appears to believe that, only make moves and tricks to lose votes to the contrary and then do what they have both criticized. Esto es todo un sin sentido y no hace falta que te diga que a la hora de cuidar tu imagen y actuar tienes que ser 100% congruente. This is all nonsense and need not tell you when your image look and act have to be 100% consistent. (Watson et al. 2002)

A leader has to learn to exalt only when necessary and not primarily as often happens to everyone, it is assigned the importance it deserves everything, put things in place and for this we must have a greater emotional control. (Ely, 2004)Imagina que hablando con un amigo delante de un grupo de amigos saltas preso de la ira, este "descontrol" hace que los amigos que estuvieran de tu lado se vean reticientes an apoyarte. Imagine talking with a friend in front of a group of friends take a prisoner of anger, this "control" means that the friends who were on your side look reticence's to support you. No nos gusta que alguien tenga poco control emocional porque nos crea inseguridad y desconfianza. We do not like someone to have little emotional control because it creates insecurity and mistrust. (Tung, 2008)

What changes within each group is situational control, or how easy it is to control the members of the group. La situazione favorevole e quella in cui la relazione tra il leader ed il gruppo e di fiducia, ogni membro del gruppo ha dei compiti ben precisi ed il leader puo distribuire ricompense e punizioni.The favorable situation is one in which the relationship between the leader and the group is to trust, each team member has clear tasks and the leader can distribute rewards and punishments. (Earley, 2006) Lo stile orientato al compito risulta piu efficace quando la situazione e al massimo o al minimo controllo situazionale, mentre lo stile orientato alla relazione e piu efficace nelle situazioni ad un grado intermedio di controllo situazionale.Task-oriented style is most effective when the situation is at its maximum or minimum situational control, while the relationship-oriented style is most effective in situations with an intermediate degree of situational control. L'interazione tra il tipo di leadership ei fattori situazionali e cosi descritta: basso controllo situazionale: in questa situazione, I migliori risultati sono ottenuti dal leader orientato al compito, infatti in una situazione cosi difficile, riuscira a far svolgere almeno qualche compito; alto controllo situazionale: in questa situazione in cui I compiti dei membri sono fissati, il leader orientato al compito risulta piu efficace; moderato controllo situazionale: in questa situazione, l'efficacia maggiore la ha il leader orientato alla relazione, potendo al meglio risolvere I problemi di relazione all'interno del gruppo stesso. (Dahlin et al. 2005) The interaction between the type of leadership and situational factors is described as follows: low situational control: in this situation, the best results are obtained from task-oriented leaders, in fact in such a difficult situation, to be able to do at least some task; top situational control: in this situation where the duties of members are fixed, task-oriented leader is most effective; moderate situational control: in this situation, the greater the efficiency-oriented leader to have the report, being able to best solve the problems relationships within the group. 0 In conclusione, il modello di Fiedler si fonda sul fatto che non-esiste una leadership migliore di un'altra, ma la cui efficacia dipende dalla situazione. (Ely, 2004) In conclusion, the Fiedler model is based on the fact that there is no better leadership than another, but whose effectiveness depends on the situation. In addition, every individual has the potential to be a leader, when positioned in the right place. (Hopkins et al. 2005)

Critical analysis

The leaders who attended the workshops felt strongly that learning is very important for the sector. They also felt the need to make changes in this to happen. Without a "learning culture," people who want learning will have neither the time nor the money they need to attend Classes College or training courses or adult education.

The complex business reality and the changing environment in which it is embedded, simultaneously present opportunities for value creation and challenges for leaders and their teams. As a discipline, management is presented as science, art and craft that, from analysis and knowledge, explains and proposes ways and means to make more effective the decision making process that the company must ensure its generating capacity value. (Earley, 2006)

The attitude of leaders towards change should be aimed at establishing and maintaining balance in their groups and help reconcile each of its members (individuals, human groups, functional areas, systems and processes) to the new circumstances. It is expected to be present group reactions to change, given the adherence to some individuals have dominant positions in their work group; this must be understood and managed by the management of organizational development. (Jehn & Bezrukova, 2004)

When a change occurs, the group seeks to balance trying to return to the previous status or perceived as a better way of being and/or doing things. Communication is vital at the time of consolidating change. Since this can seem unfair when people have no items to see clearly that their benefits outweigh their economic costs, psychological and social. Therefore, each change must be based on a cost / benefit analysis that takes into account all its implications, and should be preceded by sufficient information for staff. (House et al. 2004)