Good Governance, Leadership and Making Decision

Yıl 2015, Sayı: 24, 205 - 214, 30.04.2015

Melouki Slımane

https://doi.org/10.20981/kuufefd.40491

Öz

Frequency in recent years, the term «good governance», which was reduced in some of the literature of political science and systems of governance under the word «governance» is not enough. I believe that the worst thing we suffered in our modern history can be shortened in the «lack of vision» and «weak insight» or « poverty of imagination ». We were not inspired by the footsteps of enlightened thought or culture rooted, but the past is always in dispute and clear among the holders of power and decision-makers in the side and awareness of history and political culture on the other side, so missed opportunities and wasted resources and disappeared vision and missed awareness.
The reviewing what happened in the last three decades, we will discover that great sin lies in the poverty of imagination and lack of foreseeing vision in every field from education through to health and access to a low of basic services and the decline in indicators of social justice, which means clearly the absence of «good governance» and the disappearance of its components for the benefit of individual agendas, and with a case of lack of clarity or the ability to read the future, including making us prisoners of random intellectual reflected.
Therefore, the objective study of recent years will put our hand clearly citizen malady underlying causes of error which robbed judgment vitality and its ability to regenerate and wounding some kind of sag due to aging political and ending life span, length of the growing period to stay in power leads to disastrous results paid for by the people of present and future, as they move away necessarily about the characteristics of good governance.

Anahtar Kelimeler

Leadership; Governance; Descision

Kaynakça

• CARLYLE, Thomas (1841), On Heroes, Hero-Worship, and the Heroic History, Boston, MA: Houghton Mifflin.
• FIEDLER, Fred E. (1967), A theory of leadership effectiveness, McGraw-Hill: Harper and Row Publishers Inc.
• HEMPHILL, John K. (1949), Situational Factors in Leadership. Columbus: Ohio State University Bureau of Educational Research.
• HERSEY, Paul; BLANCHARD, Ken; JOHNSON, D. (2008), Management of Organizational Behavior: Leading Human Resources (9th ed.), Upper Saddle River, NJ: Pearson Education.
• KEPNER, Charles H.; TREGOE, Benjamin B. (1965), The Rational Manager: A Systematic Approach to Problem Solving and Decision-Making, McGraw-Hill.
• MINER, J. B. (2005), Organizational Behavior: Behavior 1: Essential Theories of Motivation and Leadership, Armonk: M. E. Sharpe.
• PIJANOWSKI (2009) The Role of Learning Theory in Building Effective College Ethics Curricula.
• SCHACTER, Gilbert, WEGNER (2011), Psychology (2nd Edition), Worth Publishers.
• SPENCER, Herbert (1841). The Study of Sociology, New York: D. A. Appleton.
• TITTEMORE, James A. (2003), Leadership at all Levels, Canada: Boskwa Publishing, p. 45.
• TRIANTAPHYLLOU E. (2000), Multi-Criteria Decision Making: A Comparative Study.
• VAN WORMER, Katherine S.; BESTHORN, Fred H.; KEEFE, Thomas (2007), Human Behavior and the Social Environment: Macro Level: Groups, Communities, and Organizations, US: Oxford University Press.
• VROOM, Victor H.; YETTON, Phillip W. (1973), Leadership and Decision-Making, Pittsburgh: University of Pittsburgh Press.