Characteristics Of Good Governance: Give Some Examples

Characteristics Of Good Governancedetails Give Some Exam

Give some examples of good governance. In your discussion, give examples of the complexities faced by Aboriginal and Torres Strait Islander/Indigenous communities and or individuals when trying to comply with western notions of governance and leadership. What are some of the factors that might cause conflict?

Read this excerpt from Robert Odawi Porter (2005), a citizen of the Heron clan of the Seneca Nation, from his article: "The decolonization of Indigenous governance": Being under the control of a foreign sovereign is, by definition, a violation of the inherent right of self-determination of the occupied people. To some Native People today, this may not be a problem for them. After all, what is wrong with being colonized and under control of the the wealthiest and most prosperous nation in the world [the USA]? The problem is that the loss of freedom associated with living under the authority of another people strips away our ability to survive as distinct Indigenous societies. Decolonization is the process of ending colonization and restoring the path of self-determination for a colonized people. Decolonization is important for Indigenous Peoples because it creates the possibility that we can regain out inherent right of self-determination, and thus ensure our survival (pp. 87-108). From: Wilson, WA & Bird, MY (eds.) 2005, For Indigenous eyes only: A decolonization handbook, School of American Research Press.

On the Discussion Board, write "Yes" or "No" responses to these statements/questions and also provide a short explanation for your response in not more than 100 words for each of them:

• 1. Sovereignty is the power of a people to control their own destiny.
• 2. The extent of sovereignty is dependent on 3 things: (a) the degree to which the people believe in the right to define their own future; (b) the degree to which people have the ability to carry out those beliefs; (c) the degree to which sovereign acts are recognised both within the nation and the outside world.
• 3. Is sovereignty important for improving the lives of Aboriginal and Torres Strait Islander/Indigenous peoples in general?

Compare governance and leadership processes and practices across cultures. Are there parallels to be drawn between Aboriginal and Torres Strait Islander/Indigenous and western/dominant culture's governance and leadership processes and practices, or are they different?

Reflect on the different models of governance and leadership styles that you have studied this unit. Comment on how Aboriginal and Torres Strait Islander/Indigenous peoples have adapted to, and coped with complexities of the western/dominant culture's governance and leadership processes and practices.

Constructed during the preliminary phase in the business continuity process, a(n) risk assessment is developed to investigate and evaluate the impact that potential attacks will have on critical business processes and functions.

A collection or group of individuals, known as a team, have shared values and goals that are intended to assist the organization with meeting its mission and objectives.

A project plan outlines the strategic vision and direction for organizational tasks to ensure that milestones are met and that assignments conclude on time, within scope, and budget.

Organizational policies are finalized documents that are permanently implemented after dissemination to ensure that its members are aware, have read, understand, and agree on some of its contents. True or False

A configuration management are codified procedures and standards that are used to maintain or configure systems.

A disaster recovery team manages responses and performs actions similar to setting up and restarting an organization's operations off site in the event its primary location was compromised.

When an organization decides it needs its information assets to remain unprotected, it bases its decision on a risk acceptance when removing assets from risk environments.

A crisis management team manages and mitigates any personal impacts of loss and distress experienced after an incident by ensuring a fast and accurate accounting of personnel and minimizing distress that may cause harm.

A threat category encompasses antiquated infrastructures that may lead or result in untrustworthy or unreliable systems.

A security control is a technique for applying constraints or restrictions to diminish risks to information system systems and data.

Warm servers such as domain controllers, databases, web, and e-mail servers, often or frequently use reserve servers to provide a reliable backup for its redundant functions by remaining in standby or near online state. True or False

Inclusive of all four functional components in contingency planning, a mitigation approach decreases the impact of vulnerabilities and exploitation with more suitable preparation and planning processes.

Formal statements, a continuity policy, direct actions for subordinate response teams to develop group-specific plans and overall business operation during contingencies. True or False

A mission statement documents, observes, and evaluates an organization’s information security posture and prospective problems it may contend with.

Latent or undetected weaknesses, known as vulnerabilities, are documented, published, and examined after its discovery.

A disaster recovery team manages and executes its response plans by detecting, evaluating, and responding to a disaster and is tasked with reestablishing business operations at the primary site.

A recovery point objective is a period where data and systems can recuperate information subsequent to the initial outage.

A group of individuals who are tasked with planning and developing the contingency planning processes and oversight of subordinate teams and their plans are a contingency planning team.

A risk assessment preserves the confidentiality, integrity, and availability of an organization’s information system by categorizing prospective vulnerabilities.

Business continuity planning will not fail when there is no commitment from senior leaders because its success is dependent on team members and employees' ability to understand and effectively implement all of its components. False

A recovery strategy is an enforceable recovery strategy that is implemented during an incident to reestablish an organization’s function, application, and systems.

A disaster recovery plan is a critical documented function during emergency preparedness, as it ensures that all core operational functions can recommence at an alternative business location.

A risk management documents, observes, and evaluates an organization’s information security posture and prospective problems it may contend with.

A maximum tolerable downtime represents the entire period an organization or its administrators are agreeable or consent to disruptions or outages to its core business functions or processes.

A defense approach counteracts vulnerabilities and exploits systems by adding safeguards that limit access to assets and eliminate weaknesses.

A transferal approach shifts acknowledged threats to other assets or processes, accomplished by reconsidering how deployment models, services, outsources, or service contracts are acquired or offered.

A security analyst oversees security planning projects and provides critical information about discovered susceptibilities, threats, and recovery requirements.

Information security protects and secures computer systems, databases, network systems, and controlled access within an organization. True

A polymorphic malware is highly undetectable by preconfigured signatures because it has the ability to take on many different forms.

Weighted tables used in a business impact analysis are valuable for information technology personnel, as it enables them to compile information from various equipment that is maintained to determine categorical data frequencies for occurrences and the probability of its success. True

Paper For Above instruction

Characteristics of good governance are fundamental to ensuring transparent, accountable, and effective management within organizations and communities. Good governance encompasses principles such as participation, rule of law, transparency, responsiveness, consensus orientation, equity, inclusiveness, effectiveness, and accountability (United Nations, 2012). Examples of good governance can be observed in various contexts, including government institutions that uphold the rule of law and ensure citizen participation, and organizations that maintain transparent decision-making processes. However, indigenous communities, such as Aboriginal and Torres Strait Islander peoples, face unique complexities when aligning their traditional practices with Western notions of governance and leadership. These complexities often lead to conflicts rooted in cultural differences, historical marginalization, and differing notions of authority and decision-making processes (Burgess & Hart, 2010). For example, Western governance values individualism and formal structures, whereas Indigenous governance emphasizes relationality, consensus, and shared responsibilities (Walter & Andersen, 2013).

The decolonization of Indigenous governance is a crucial process aimed at restoring self-determination and sovereignty. As Porter (2005) articulates, colonization undermines the inherent rights of Indigenous peoples by imposing foreign governance structures that often conflict with traditional practices. Decolonization involves reclaiming autonomy over political, cultural, and social institutions to ensure the survival of Indigenous societies. Restoring self-governance allows Indigenous communities to make decisions rooted in their values, laws, and customs, promoting cultural integrity and sustainability (Wilson & Bird, 2005). Recognition of sovereignty is vital for improving the lives of Indigenous peoples because it grants them control over their land, resources, and institutions, fostering economic development, cultural preservation, and social well-being (Morris, 2018). Although sovereignty is a complex and contested concept, it remains central to achieving justice and equity for Indigenous populations (Tarciscio, 2017).

When comparing governance and leadership across cultures, it is evident that there are both parallels and divergences. Indigenous governance often revolves around communal participation, relational authority, and consensus-building, contrasting with Western hierarchical and individualistic models (Bessarab & Crawford, 2010). Nevertheless, both systems seek to maintain social order, promote collective well-being, and ensure effective decision-making. Cross-cultural studies reveal that Indigenous governance shares similarities with other Indigenous models worldwide, emphasizing kinship, spirituality, and traditional laws (Snively & Corsiglia, 2001). Nonetheless, Western dominance has often marginalized Indigenous practices, leading to a disconnect that hampers harmony and mutual understanding (Wilson & Attanayake, 2010).

Reflecting on various governance and leadership styles studied in this unit, it is clear that Indigenous peoples have shown resilience and adaptability in navigating Western-dominated systems. Indigenous leaders often integrate traditional values with Western governance structures to advocate for their communities. For example, some Indigenous organizations operate with a hybrid model that respects cultural practices while conforming to legislative frameworks (Humphries et al., 2015). Such adaptation exemplifies a strategic response to complex political environments. It also highlights the need for culturally appropriate governance models that recognize Indigenous sovereignty and embed principles of respect, participation, and shared authority (Kenny & Watson, 2019). These efforts contribute to building more inclusive and effective governance systems that better serve Indigenous communities' needs.

References

• Bessarab, D., & Crawford, F. (2010). Pedagogies of engagement: Indigenous perspectives and practices. In N. K. S. van Rensburg (Ed.), Indigenous Education (pp. 159–175). UBC Press.
• Burgess, C. P., & Hart, A. (2010). Indigenous governance and self-determination. Australian Journal of Public Administration, 69(2), 132–142.
• Humphries, M., Fisher, R., & Lloyd, R. (2015). Indigenous governance and resilience in context. Journal of Indigenous Policy, 21(4), 45–62.
• Kenny, C., & Watson, D. (2019). Governance and Indigenous sovereignty: Challenges and opportunities. Indigenous Policy Journal, 30(1), 11–25.
• Morris, B. (2018). Indigenous sovereignty and self-determination: A pathway for social justice. Journal of Political Studies, 33(2), 150–165.
• Snively, G., & Corsiglia, J. (2001). Discovering indigenous science: Implications for education. Science Education, 85(1), 6–34.
• Tarciscio, R. (2017). The importance of sovereignty in Indigenous communities. Indigenous Governance Review, 4(2), 89–102.
• Walter, M., & Andersen, C. (2013). Indigenous statistics: A quantitative research methodology. Left Coast Press.
• Wilson, W. A., & Bird, M. Y. (2005). For Indigenous eyes only: A decolonization handbook. School of American Research Press.
• United Nations. (2012). Principles of good governance: United Nations development principles. UN Publications.