INT204 Introduction to Management in Community Services Essay 1 Sample

INT204 Introduction to Management in Community Services Essay 1

Write an ESSAY looking at the board of an Australian community organisation of your choosing. In your response address the following criteria;

• Evaluate the leadership of their members, refer to at least one theory of leadership in your response.

• Apply the ‘Five Modes of Governance (as discussed in week 2). Consider theoretical perspectives for the governance to your selected organisation and analyse the effectiveness of their leadership in carrying out the organisational goals.

• Describe some of the challenges currently facing the employees of this organisation. What are some ways in which leaders could keep their team motivated?

Refer to at least one theory of motivation to support your argument.

Refer to at least 5 peer reviewed journal articles, (this is in ADDITION to reports, newspaper and government documents).

Solution

Introduction

The National Disability Insurance Scheme (NDIS) is an essential Australian program promoting disability support through service provision and financial assistance (ndis.gov.au, 2024). The community-based organization depends on its leaders to guarantee fair service delivery and organizational effectiveness. Leadership holds a strong importance in the NDIS setup for community initiatives because it ensures both social inclusivity as well as ethical decision quality.

This paper will analyze NDIS board leadership for MBA assignment expert through applicable governance systems that identify employee operational challenges. The study implements leadership theory analysis with governance models and motivates strategies to evaluate NDIS's leadership performance.

Part A: Leadership Evaluation in NDIS

Board Leadership Analysis

1. Planning - The NDIS board creates strategic plans through decision-making processes for maintaining accessible services with economic stability. The organization conducts budget planning and service need forecasting as part of its operational structure while developing policies that bolster disability life improvement objectives. The board helps NDIS respond to sector-specific needs by establishing performance criteria for defined priorities.

2. Organizing - Through its work to build a suitable team organization with specific roles and efficient resource management the board maintains NDIS operational efficiency (Rosenbaum & More, 2021). The regulatory function enables the board to organize multiple departments and service providers so operational effectiveness can enhance and bypass administrative challenges.

3. Directing - The quality of leadership rises directly from delivering specific orders and setting correct directions. Through its guidance the board enables employees and stakeholders and service providers to create organizational policies alongside promoting ethical practices while shaping developmental prospects for experts. NDIS leadership strategy uses team motivation to connect activities within organizational vision by building accountable, innovative cultures.

4. Controlling - Corrective controlling functions are maintained through continuous monitoring of performance that integrates authorized regulations enforcement with prevention-based risk identification to achieve confidence in operational performance. Through operational progress monitoring and challenge resolution, the board protects NDIS programs from operational and social damage to provide superior services for the community.

The board leadership of NDIS has been analyzed effectively through the principles of the Transformational Leadership Theory. NDIS’s mission of empowering disabled individuals matches the leadership theory which focuses on envisioning future goals while inspiring change-making processes. Team members under transformational leadership gain inspiration through vision creation together with innovation promotion and ongoing learning development (Hamin et al. 2022). The NDIS board demonstrates its qualities through goal-oriented leadership principles, advocacy work, and stakeholder dialog that improves service delivery systems. Their leadership establishes an open-minded ecosystem that benefits workforce teams and their stakeholders.

Part B: Governance in NDIS

Five Modes of Governance

The National Disability Insurance Scheme maintains five governance modes which enable the efficient delivery of services while sustaining long-term operations.

1. The Support Mode helps people with disabilities and their providers get essential help to promote both accessibility options and quality caregiving.

2. Stretch Mode stimulates innovative approaches in the NDIS which develop modern techniques to improve service quality as well as accessibility (Foster et al. 2022).

3. The accountability function of Scrutiny Mode delivers responsible service delivery through its efforts to enforce transparency measures that protect stakeholder interests.

4. Through Stewardship Mode, participants receive full protection regarding their well-being and their rights, along with responsible resource allocation.

5. Strategy Mode enables long-term strategic planning activities to develop policies and maintain organizational excellence which supports the sustainable operation of the scheme.

These governance modes enable the NDIS to operate efficiently by creating a system that provides an inclusive platform that addresses the changing needs of individuals with disabilities while maintaining transparency, along with ethical management and continuous system enhancement.
Theoretical Perspectives of Governance

1. Agency Theory: The agency theory stands as an essential framework to maintain performance responsibilities between NDIS board members and their various stakeholders.

2. Stakeholder Theory: Based on this theory organizations should prioritize both beneficiary needs and staff needs through inclusive practices (Gutterman, 2023).

3. Stewardship Theory: Public trust falls under the governance responsibility of board members who protect this trust by fighting for equal service accessibility.

4. Resource Theory: The optimal utilization of financial and human resources by the board leads to more efficient programs that extend program sustainability.

5. Democratic Theory: Under Democratic Theory people take part actively when developing policies because they need community participation for decision-making. As part of the NDIS, stakeholders play a full role by participating in disability support service direction decision-making processes.

Part C: Challenges and Employee Motivation in NDIS

Potential Challenges

1. Workload Management – The rising number of service demands puts heavy workloads on staff members. The growing number of persons who need support creates challenges for staff who must handle administrative work with client interactions which results in less efficient operations.

2. Emotional Strain – Staff members who work with people who have disabilities need to handle tough emotions which harms their occupational wellness. The combination of prolonged contact with complex cases and the necessity of showing compassion results in employee burnout and emotional distress which harms staff satisfaction. The moral and operational effectiveness of the workforce depends on accessing both mental health assistance and resilience training programs.

Motivational Strategies: Herzberg’s Two-Factor Theory

Herzberg’s Two-Factor Theory helps to enhance employee motivation at NDIS:

1. Hygiene Factors – There are three hygiene aspects that organizations should implement to decrease job dissatisfaction which include paying competitive salaries, ensuring job security, and managerial support systems (Siruri & Cheche, 2021). Caring for employee satisfaction at NDIS depends on fair compensation and the maintenance of a stable work environment with open communication channels.

2. Motivators – Recognition, career growth, and meaningful work increase job satisfaction and commitment. The commitment and engagement of employees improve through professional growth opportunities coupled with employee appreciation measures and chances for personal growth. NDIS achieves maximum employee welfare results with motivational factor interventions to boost employee health as well as organizational outcomes.

Conclusion

The organizational accomplishment with efficient service delivery depends heavily on suitable governance and leadership structures within NDIS. The board utilizes Transformational Leadership Theory to lead changes through their responsibilities and governance models create both strategic alignment and accountability systems. Strategies aimed at motivating current staff help both employees and the organization achieve greater efficiency and higher engagement.

References

Foster, M., Hummell, E., Fisher, K., Borg, S. J., Needham, C., & Venning, A. (2022). Organisations adapting to dual aspirations of individualisation and collaboration in the National Disability Insurance Scheme (NDIS) market. Australian Journal of Public Administration, 81(1), 127-144.https://onlinelibrary.wiley.com/doi/am-pdf/10.1111/1467-8500.12497

Gutterman, A. S. (2023). Stakeholder theory. Available at SSRN 4387595.https://papers.ssrn.com/sol3/Delivery.cfm?abstractid=4387595

Hamin, H., Rosenbaum, D., & More, E. (2022). Understanding organisational risks and opportunities associated with implementing Australia’s national disability insurance scheme from the nonprofit service provider perspective—findings from quantitative research. Journal of Risk and Financial Management, 15(12), 614.https://www.mdpi.com/1911-8074/15/12/614/pdf

ndis.gov.au, 2024. NDIS organizational details. viewed from https://www.ndis.gov.au/ [Accessed on: 03-03-2025]

Rosenbaum, D., & More, E. (2021). Risk and Opportunity—The Leadership Challenge in a World of Uncertainty—Learnings from Research into the Implementation of the Australian National Disability Insurance Scheme. Journal of Risk and Financial Management, 14(8), 383.https://www.mdpi.com/1911-8074/14/8/383

Siruri, M. M., & Cheche, S. (2021). Revisiting the Hackman and Oldham job characteristics model and Herzberg’s two factor theory: Propositions on how to make job enrichment effective in today’s organizations. European Journal of Business and Management Research, 6(2), 162-167.https://www.ejbmr.org/index.php/ejbmr/article/download/767/454