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...
- 01 Understanding governance
- 02 Culture and governance
- 03 Getting Started
- 04 Leadership
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
- 06 Rules and policies
- 07 Management and staff
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
- 09 Governance for nation rebuilding
- Governance Stories
- Useful links
- Preview new Toolkit
7.0 Management and staff
Louise Smith and Lynette Bullen, members of Murdi Paaki Regional Assembly from Bourke, NSW. Image, Wayne Quilliam.
What would your local footy team be like if it had a great coach but no players? Or your players didn’t know which position to play on the field, and the captain and coach were fighting on the sidelines?
If a footy team practices hard, develops its skills, knows the rules of the game, and works as a team—and if the coach and captain communicate well and have a strategic game plan—then it has a better chance of winning the game.
It is the same for any organisation.
An organisation is only as good as its employees—the managers and staff members—and its ‘internal culture’ that encourages them to work together and with the governing body to get things done for the organisation’s members.
This set of internal relationships is one of the most problematic for many Aboriginal and Torres Strait Islander organisations.
Today, Aboriginal and Torres Strait Islander people around the country are working to revitalise their organisations, and tackling fundamental questions such as:
- What kind of management do we need?
- How should the top manager and the governing body work together?
- How can all our staff contribute to effective, legitimate governance?
- How can we support managers and staff to help us meet the challenges of our rapidly changing environment?
This topic gives you information and ideas about how to develop and support excellence in your management and staff members. You will also find several tools to help you monitor and evaluate their work.
Topic 9 includes more detailed information on the important relationship between an organisation and its nation or community members.
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