Online discussion Task 2
Strategic leadership and corporate governance
Online task 2 Strategic leadership and corporate governance
To answes Question 1 to 6.
All answer to refer to one of the healthcare in Singapore, and to be references accordingly, no personal opinion, all answer to apply to theory with references.
- Please think back to the presentation given guest speaker(s) at the workshop or think of the CEO/General Manager (or senior management team) of your organisation or another one that you know well e.g. a professional association or a sporting body.
Post a comment on the leadership styles (as described in the Managerial Styles Questionnaire), qualities and capabilities that you think are most relevant to their role and why these are important.
Explain whether these styles were evident in their presentations and the discussions or in the case of your own CEO, your interactions with, or observations of, them.
- Review your own MSQ profile. Provide at least 3 ideas of activities that would help you to develop the leadership styles, qualities and capabilities required for a senior strategic position in the health or aged care sectors.
- Submit your ideas, with explanations, on whether ethical leadership is the same as strategic leadership and whether they are integrated in your organisation.
- Identify the body or person(s) that is responsible for the governance of your organisation and the legal basis on which the governance structure rests.
Please post your ideas on the differences in the nature of the governing authorities of the organisations in which each of you work.
What role(s) do these authorities have in clinical governance?
- Please make 3 comments on how health or aged care system reforms have impacted on your organisation’s governance structure in the last 5 years.
- Based on your reflection in Section 2.6 Activity 1,(as per below)please prepare and upload a brief description (without identifying details) of the situation, and what happened. Please add a reflection on the major learning from this case example about governance and its role for managers. Two paragraphs is all that is required.Refer to Singapore Healthcare.
Section 2.6. Activity1: Know the rules
The rules, practices, policies, accountabilities and regulations that affect all organisations are intended to provide a framework within which managers can practise safely. At least in theory, this framework enables managers to know and exercise their authority, within its limits, with confidence that their decisions will be supported by their seniors and if necessary upheld in processes of review (such as unfair dismissal proceedings). From the perspective of managers, one could argue that the extent to which the statement above is true in any organisation is a test of the effectiveness of its governance.
Many of the important elements of the framework of managerial authority have been covered elsewhere in your studies – for example, in HACM9100 Managing People, you will have covered the principles of natural justice and grievance and disciplinary procedures. This is a good example of ‘rules’ for managers that can enable effective performance management; or alternatively paralyse managers in their efforts to deal with poor performance. Health and safety legislation, and supporting codes of practice, policies and procedures, are another important example.
How do managers make good use of these rules, and avoid being overly constrained by them? Here are some practice guidelines drawing on experience (Judith Dwyer’s and that of other teachers, managers and previous students):
Practising within the rules: guidelines and tips
- Make sure you understand the principles of natural justice, and the requirement for procedural fairness. They apply to almost all management decisions.
- When you are uncertain about your authority or the soundness of a decision you are contemplating, get advice either from your manager, or from experts like HR practitioners, quality and safety officers, clinical governance advisers, management accountants, or internal auditors.
- If your manager has a strong view, you might want to get them to sign-off on the course of action, rather than take responsibility yourself.
- Find and read the rules. Don’t rely on what your colleagues tell you (although they can be a great source of advice). If it’s about, for example, getting someone to resign on the basis of diminished capacity, read the policy and procedure on establishing lack of capacity – you may not have encountered it before, but there will be one.
- Know the delegations document for your organisation, and comply with it. Don’t sign off on things in which you have a direct interest – approving and ordering new furniture for your own office, for example.
- There might be good grounds in policies and procedures on which you can argue against decisions you don’t agree with. For example, if you can’t get your superiors to take a problem seriously, think about whether ignoring it has risk implications, and use the risk management procedure.
- You can use policies and procedures to slow action down, to limit your liability, or to avoid decisions or processes that are not going to work for you. But there are risks in using this method often – you’ll become known for it.
- Managers are only responsible for the things over which they have some control. If the issue is beyond your authority, you must refer the matter on. This can be liberating, or problematic, but may be required either way.
Please think about a time when you, or your manager or other superiors, have come to grief in the exercise of your/their managerial responsibilities, where earlier or better attention to ‘the rules’ might have helped. It may be a case when someone was held accountable for something they had no control over; or you or someone you observed got into trouble in a tribunal or review because they hadn’t followed the proper procedure.
Consider the following questions:
- a) What went wrong, and what factors increased the risk of getting into a sticky situation?
- b) How could the manager have prevented, or lessened, the problem or its consequences?
- c) Can you formulate a practice guideline on the basis of this problem, or is the learning captured in one of the guidelines or principles above?
Postscript: More on Natural Justice
If you feel the need to review the principles of natural justice, go to Duhaime’s online legal dictionary.
Available at http://www.duhaime.org/LegalDictionary/N/NaturalJustice.aspx
(If this link does not work in Internet explorer, try using another search engine such as Firefox of Google Chrome.)
Or go to the library for: Flick G 1979, Natural justice: principles and practical application, Butterworth, Sydney.
Or visit this Western Australian website: http://www.ombudsman.wa.gov.au/Publications/Documents/guidelines/Procedural-fairness-guidelines.pdf
[Weblinks checked 22 February 2014]