Helen Gerrard, MG Corporation Board Director (2012), explains how MG Corporation is governed She talks about how it’s changed over time and how it represents different groups through the Dawang Council “Wi...
Weak rules and strong rules – What happens to your governance?
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Home
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01 Understanding governance
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02 Culture and governance
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03 Getting Started
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04 Leadership
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05 Governing the organisation
- 5.0 Governing the organisation
- 5.1 Roles, responsibilities and rights of a governing body
- 5.2 Accountability: what is it, to whom and how?
- 5.3 Decision making by the governing body
- 5.4 Governing finances and resources
- 5.5 Communicating
- 5.6 Future planning
- 5.7 Building capacity and confidence for governing bodies
- 5.8 Case Studies
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06 Rules and policies
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07 Management and staff
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08 Disputes and complaints
- 8.0 Disputes and complaints
- 8.1 Aboriginal and Torres Strait Islander and non-Indigenous approaches
- 8.2 Core principles and skills for dispute and complaint resolution
- 8.3 Disputes and complaints about governance
- 8.4 Your members: Dealing with disputes and complaints
- 8.5 Organisations: dealing with internal disputes and complaints
- 8.6 Practical guidelines and approaches
- 8.7 Case Studies
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09 Governance for nation rebuilding
- Governance Stories
- Glossary
- Useful links
- Acknowledgements
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Weak rules and strong rules – What happens to your governance?
06 Rules and policies
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What happens when rules are weak and poorly enforced? | What happens when rules are strong and enforced |
Governance is less effective and legitimate. | Decision making is more transparent, winning support from members and staff. |
Conflict increases and relationships are under stress. | Cooperative relationships and collaboration are increased. |
Members’ rights and interests are overridden or marginalised. | Members’ rights and interests are protected and strengthened. |
Leaders might be encouraged to be greedy and self-interested. | Everyone wants to invest their time, effort and resources. |
Private and public agencies won’t want to invest in economic growth. | Economic growth is more sustainable and partnerships stronger. |
Staff and members are confused and have low morale. | There is high morale amongst staff and members. |
Nations and communities are less able to exercise practical self-determination. | Nations and communities are more able to exercise practical self-determination. |