a briefing for democratic reform

© Paul Clarke Independent Democratic Reform 07/02/2015

www.paulclarke.ie [email protected] of 30

A POLITICAL STRUCTURE For Democratic Reform In Modern Ireland

ABSTRACT This briefing covers why it is necessary for

major political parties in government to

re‐evaluate and update their structures in

order to meet the needs of its members

and ensure transparency and democratic

decision making for citizens on a local and

national level.

Paul Clarke Independent



The Structure of the Democratic Reform Party Organisation

PART I



Contents

A Political Structure

Introduction [Part 1] ............................................................................................................................. 5

Organisational Structure ....................................................................................................................... 6

Flat Structure ........................................................................................................................................ 7

Tall Structure ......................................................................................................................................... 7

SWOT Analysis....................................................................................................................................... 8

PEST Analysis ......................................................................................................................................... 9

5 Force Model ....................................................................................................................................... 10

Change Management ............................................................................................................................ 12

Conclusion ............................................................................................................................................. 14



Management and Leadership

Introduction [Part 2] ............................................................................................................................. 16

Leadership Types and Management Skills ............................................................................................ 17

Leadership SWOT Analysis .................................................................................................................... 20

Recruitment and Selection ................................................................................................................... 21

Members Induction............................................................................................................................... 23

Conflict and Resolution ......................................................................................................................... 24

Theory X and Y ...................................................................................................................................... 25

Maslow’s Theory ................................................................................................................................... 26

Appraisal ............................................................................................................................................... 27

Conclusion Recommendations ............................................................................................................. 29

Bibliography .......................................................................................................................................... 30



Introduction

On November 1st 2014, a new political awakening occurred which manifested as demonstrations

across Ireland. Political representation in Ireland and the European Union has fiercely come under

fire from its citizens after a combination various legislations led to the privatisation of Ireland’s non‐

renewable natural resources including Irish drinking water. In Detroit in the United States of

America, similar demonstrations occurred after the government cut water supplies to residents who

either refused to pay or could not afford to pay for water rates. In Turkey the government passed

legislation to tax all internet usage sparking riots across the state.

Online voting via text messages for TV programmes such as the X Factor [arriving at decisions via

text messages] has inspired millions towards integrating similar methods in regards to political and

economic reform.

This briefing covers the various methods for political reform through structuring and comparing the

inner workings of a modernised political party recently founded by Frank Chaney and developed

from a grass roots level up. Overall, the aim and objective of this party is to provide a forum for the

democratic representation of local communities in order to cater for the needs and wellbeing of all.

Paul Clarke ‐ Independent



Organisational Structure

1. The name of the party is “The Democratic Reform Party. Hereinafter in the analysis,

may be referred to as “The Party”.

2. Fundamental Principles

1. Sovereignty: Democratic Reform supports the right of the Irish Nation to its

inalienable, indefeasible and sovereign right to choose its own form of

Government to determine its relations with other nations and to develop its life

political economic and cultural in accordance with its own genius and traditions.

2. Tolerance: Democratic Reform will strive to achieve justice and equality for all

citizens, regardless of gender, status, colour age, or ability.

3. Non‐Violence: The use of or the threat of violence to achieve any political

objective is unacceptable and is unconditionally condemned.

4. Fundamental Objectives

1. To Restore our Democracy: Democratic Reform will seek to rebuild our

Democracy to achieve that objective we shall campaign to restore the Irish

Constitution as the basis of our democratic rights and by our constitution assure

the right of the Irish People to hold our elected representatives to account.

2. To Rebuild our Society: Democratic Reform will see the peoples support to

rebuild our Nation and promote the common good with due observance of

Prudence, Justice and Charity so that the dignity and freedom of the individual

may be assured and true social order attained in accordance with the wishes of

the Irish People.



Flat Structure

Advantages: The Democratic Reform Party can be described as having a flat organisational

structure whereas the National Conference or the Chain of command is the final decision

making authority of the party as stated in section 4 of the constitution as follows:

“The National Conference shall meet once every year to discuss and decide National

policy and may be called in special session if needed, by a majority decision of the

National Executive Committee.”

Apart from the National Executive Committee, the National Conference has a very wide

span of control and consists of elected delegates representing constituencies for greater

communication, team spirit and easier decision making with less bureaucracy.

Disadvantages: In Section 5 on page 3 describes the election of officers held every five years

at the annual conference in accordance with the rules of the party. This may be seen by

members as a major commitment for voluntary roles such as the Chairperson, General

Secretary and Party Treasurer (see page 8 for change management). Training and re‐

training may be acquired if an officer were to resign his or her position in order to avoid

confusion or conflict which may arise as a result.

Tall Structure

An example of a tall structure for a political party would be the Green party. This

constitution can be found on the Green party website1 with a clearly defined chain of

command.

Advantages: Parties are formed to achieve the will of its members who each share the same

belief, interest or perspective while gaining power to extend their values over society as a

whole.

Disadvantages: Lacking in broader democratic decision making powers, principles,

responsibility and accountability as decisions and policy developments are based solely on

membership. The term “party” means the rule of a part over the whole offering a narrow

span of control. This produces a superficial democracy by establishing committees and

propaganda through its members. The party is a dictatorial instrument of government that

provides a small minority with an authority to rule over the people as a whole. The more

parties there are, the more neglected and economically destructive society becomes due to

the parties constant struggle for power. This results in the neglect of any beneficial plans or

social achievements which is a defeat for democracy, and the people in every community, as

parties are in fact often bribed and corrupted from inside or outside, typically after

leadership is formed representing the party elite.



SWOT Analysis

An analysis of strengths, weaknesses, opportunities and threats2 [SWOT] is essential for

every successful business or organisational structure. The following SWOT analysis was

made on the following structure of the political party known as ‘The Democratic Reform

Party’. This structure is outline in the party constitution3 and includes the following.

Strengths: ‐ The party structure was drawn using examples of other successful and

unsuccessful organisational structures of political party’s throughout Ireland. The greatest

strengths are based on fundamental principles and fundamental objectives as found on

page 1 of the Constitution as follows:

1. Democracies; to restore the Irish Constitution as the basis of our democratic rights, and by our constitution hold to account our government.

2. Tolerance; Democratic Reform will strive to achieve justice and equality for all citizens, regardless of gender, status, or racial origin.

3. Non‐Violence; The use of or the threat of violence to achieve any political objective is unacceptable and is unconditionally condemned.

Weaknesses: ‐ The party structure is unique and therefore has not been fully tested in

regards to membership and decision making.

Opportunities: ‐ There is a growing need amongst Ireland’s citizens in regards to political

reform as a direct result of disruptive legislation, broken promises and lack of democratic

representation. In regards to voting on legislative decisions in parliament [such as bank

bailouts] the majority of Ireland’s elected representatives swiftly chose to vote in

accordance to the outcome of party members decisions instead of losing their membership

due to the party whip system. Such representatives have sacrificed their loyalty to their

voters within their own constituencies. Representatives also refused and ignored outcomes

of significant referendums in the past in favour of commitments to representatives in the EU

parliament abroad in Brussels which also had a profound impact on public assets and

sustainable economic recovery.

Such issues amongst Ireland’s population such as bank bailouts, household taxation bin and

water charges has led to demonstrations exceeding numbers since the foundation of the

state.

Threats: ‐ are from more experienced and well‐funded political parties sponsored by

financers of corporations and private banks.



PEST Analysis

The Political, Economic, Socio‐Cultural and Technological4 analysis in this briefing provides

examples on how a party itself can become a mechanism for bringing government closer to

the people and de‐centralising major decision making powers from the hands of a few [the

rule of the part over the whole]. The main political factor here is that parties can have

significant effects on businesses such as how they operate. Such affects originate from

motions in city council’s and parliament throughout Ireland and Brussels. Today the

political environment is increasingly unstable throughout Ireland and the European Union

due to unwanted legislation. Such an environment within a nation generates anger and

apathy amongst its citizens.

The social factors surrounding the recent decisions made by representatives to implement

water charges is viewed by the majority as harmful to families and small businesses leaving

consumers with less money to spend. This economic factor will also force price inflation

amongst businesses and corporations throughout the republic of Ireland. A common fear

amongst the employed and un‐employed is that water has now become a commodity and a

vital resource for life is in the hands of a private corporation treating water commercially as

a utility. Residents say they are the mercy of “Irish Water” as to when and how much the

costs will increase in the future.

The social factors of the party’s aims must be adaptable to ongoing strategies structured

towards economic growth in order to attract long term business investments. The party’s

objectives s must also extend to the 26 commissioners in Brussels and combating Article 28

of the European Union Constitution [Lisbon Treaty] which states:

"No provision of this Constitution invalidates laws enacted, acts done or measures adopted by the State which are necessitated by the obligations of membership of the European Union or of the Communities, or prevents laws enacted, acts done or measures adopted by the European Union or by the Communities or by institutions thereof, or by bodies competent under the Treaties establishing the Communities, from having the force of law in the State."

That means that whatever deals the EU Commission decide to make regarding the Transatlantic Trade and Investment Partnership (TTIP), citizens have to go along with it. No amount of "strengthening of the laws" will prevent Irish Water, a commercial utility, from being sold off if that demand for public utilities is in TTIP.

The internet can be used to the party’s advantage when it comes to major decisions that will affect the laws and rules that govern lives. Online voting in TV programmes such the X Factor has proved that such a system can be used for the inner workings of decision making powers in political parties and governmental legislation.



5 Force Model

Porter’s Five Forces are often used to assess the balance of power in business situations

regarding conventional products and services and their potential for profitability. Since this

briefing focuses on a political party or non‐profit organisations instead of a business the 5

Force Model will be used to measure the strengths and weaknesses of having paid

memberships and the Competitive Rivalry of other political parties in opposition.

1. Supplier Power: party candidates are nominated at the National Conference. The size

of the constituency they are running to become elected in varies in numbers of

voters and the quota required to becoming an elected representative. Therefore

fundraising needs to be supplied to campaigns based on contributions and

membership fees. This power depends on how many members and contributors

exist within the party organisation at that time of elections. Each amount of

contributions distributed is decided by the National Conference.

2. Buyer Power: the cost of membership fees are dictated by the National Conference.

Decisions weather or not membership fees are appealing and generally affordable

must be taken into consideration for buyers. While organisers will be encouraged to

set up and promote fundraising events i.e. pub quiz’s pro‐actively before election

time.

3. Competitive Rivalry: in comparison to other political party organisations the majority

of parties have lost the confidence of their voters in their abilities towards true

democratic representation. Therefore there is a growing need for transparency

within a party which cannot be offered by major parties. This conclusion originates

from within the original structures of this party’s competitive rivalries i.e. the party

whip system. The party whip is in itself is un‐democratic and is un‐popular amongst

voters whom candidates depend on for becoming elected. According to the

constitution of the Democratic Reform party the whip system does not exist, giving

more strength to the party while decisions and policy development is arrived

democratically either by local vote by constituents for local policy and members for

national policy. All democratic outcomes are then implemented by each elected

representative from Democratic Reform.

4. Threat of Substitution: the ability to substitute the methods provided in the

Democratic Reform constitution are extremely difficult to substitute for major

political parties as parties are dependent on funding from their current members

and contributions from friendly corporations and on call loans from private banks.

Although adequate fund raising is provided to most major parties such substitution

would not be supported amongst elite members from corporate and banking

backgrounds. Such members view open policy development in the hands of citizens

as restrictive and runs counter to their control. Popularity amongst the public

surrounding these parties are in a constant decline as a direct result of actions made



by their members relating to fraud, corruption, totalitarianism, favouritism, lack of

representation and acts of socialism such as bailing out bondholders.

5. Threat of New Entry: entering and running candidates from Democratic Reform in

elections have great ability to becoming elected based on their powerful principles,

aims and objectives outlined in their constitution. As there is a growing need for

reform and true democratic representation amongst voters. Such principles have

strong, popular and durable barriers for entry into politics and can quickly earn

favourable positions amongst voters and small businesses regarding the protection

of sovereignty and the well‐fare of all.



Change Management

The Democratic Reform Party organisation shall comprise a National Executive Committee,

regional committees, constituency committees, branches and individual members. All

groups play an integral role within the party organisation. Through effective change

management, elected delegates can anticipate and manage campaign projects in a proactive

and reactive fashion i.e. council elections and general elections. Delegates can also

collaborate with other delegates on managing press statements and countering resistance.

Training will be required for succeeding officers after their election. These roles include a

Chairperson, a General Secretary, and Party Treasurer. Preferably the Party Treasurer will

have experience from a similar role or skilled position. Each role is responsible for

facilitating the promotion and management of the organisation and shall be supported by a

committee of members elected from the constituencies in accordance with the constitution

including a limited number who may be appointed by the general secretary.

The following located in section 5 and 6 of the constitution explains the transition of

members and Policy Development of the party organisation:

Section 5 – The Organisation

The organisation shall comprise the Officer board, the National Executive Committee,

constituency committees, branches, and individual members.

1. National Executive: The National Officers comprising the Chairperson, a General

Secretary and a Party Treasurer shall be responsible for the organisation promotion

and management of the organisation. They shall be supported by a committee of

members elected from the constituencies in accordance with this constitution and a

limited number who may be appointed by the general secretary.

Election of Officers: Election of the Chairperson, General Secretary and Party

Treasurer shall take place every five years by open ballot of a fully paid up member

of the party at the annual conference and in accordance with the rules of the party.

Role of the Officers: The Chairperson is the public face of the party and is responsible

for promoting and representing the party to the nation and shall preside over

meetings of the national executive council. In the event of his or her absence the

General Secretary shall preside over such meetings.

The General Secretary has overall responsibility and authority form the functioning

of the party.

The party treasurer shall maintain cash and bank accounts in the name of the party

and account from all monies received or spent. He/she shall maintain all necessary

records and ensure that all legal requirements relating to the finances of the party

are compiled with.



Election of the Executive Committee: One member shall be elected form teach

constituency such election shall take place within thirty days of the conclusion of the

annual conference. Up to five members may be nominated by the general secretary.

2. Regional committees: The National Executive Committee shall establish a system of

committees throughout the State, each Regional Committee shall be responsible for

overseeing and supporting the good management of the organisation within its

region, ensuring the smooth running of the organisation, promoting and organising

the affairs of the party subject to national policy guidelines.

3. Constituency Committees: Constituency committees shall be responsible for the

smooth running of the organisation, promoting and organising the affairs of the

party, within each constituency subject to national guidelines.

4. Branches: Branches may be established with shall form part of each constituency

network and which shall be responsible for promoting and supporting the work of

the party in their area.

5. Individual Members: Individuals who support the principles and objectives of the

party and who are eligible to become members may become members through the

National Office.

Section 6 – Policy Development

The National Executive Committee shall be supported by a number of Policy

Development Committees, which will shadow each Governmental Department.

Policy development forums will be open to all members and will through open public

debate using public meetings and internet forums, formulate policies by consensus.

Policies so approved shall be binding on all representatives endorsed by the party.



Conclusion

I enjoyed working on this section as it allowed me to compare the different structures of

various organisations, or in this case ‘political party’s’.

Working on such a project focussing on different analysis’s such was SWOT and PEST I was

able to highlight the various strengths and weaknesses on maintaining a successful party

and working towards getting representatives elected into government who are willing and

able to work closely with their constituents to arrive at consensus in policy development.

This method ensures true democratic representation and better legislation for economic

recovery. Such representation has the potential to also reverse unwanted policies while

working towards the implementation of constitutional reform including provisions for

citizen initiated referendums on issues such as bank bailouts, EU totalitarian laws and the

privatisation of Ireland’s non‐renewable natural resources.




Management and Leadership of the Democratic Reform

Party Organisation

PART II



Introduction

Due to high unemployment there is a growing need for transparency in government and a platform

for implementing sound economic proposals, for example; in the interests of the labour market.

The purpose of this briefing is to evaluate and demonstrate the impact of management roles and

leadership styles within the Democratic Reform party.

Good management is essential for expansion and resolving conflict in any business organisation or in

this case ‐ political parties. Therefore demonstrating effective tools and techniques and evaluating

the procedures of Recruitment, Selection procedures, Conflict Resolution and Appraisals in this

briefing will provide a better understanding on management and its importance within any

organisation.

Giving members the ability to make decisions creates a sense of ownership and pride in any party /

organization generating new ways towards solving problems in their community while encouraging

themselves and each other to become transformational leaders in society.




Leadership Types and Management Skills

The Democratic Reform party can be described as Non‐Autocratic and works in conjunction with a

Laissez‐Faire point of view in regards to decisions made democratically by citizens on regional and

constituency levels. Many disadvantaged decisions have been made in the past due to un‐

democratic and Autocratic parties resulting in totalitarianism.

The National Executive Committee

This is a project team setup to take full responsibility in regards to transformational leadership and

managerial activities including the administrative and behavioural aspects for all regional sub

committees. This group acts and behaves similar to a Human Resource Management element with a

business or company. The key areas include Planning, Leading, Organising and Controlling while

seeking to network and build lasting relationships and synergy between management and members

[Theory Z]. The National committee also focusses on planning and organising public debates for

achieving consensus through comprehensive policy development forums:

6. Policy Development

The National Executive Committee shall be supported by a number of Policy Development

Committees which will shadow each Government Department. Policy development forums

will be open to all members and will through open public debate using public meetings and

internet forums – formulate policies by consensus. Policies so approved shall be binding on

all representatives endorsed by the party.

Similar to Human Resource Management procedures the following excerpts from the party

constitution articulates these types of tools and techniques for leadership and management to

improve commitment and productivity in this organisation.

The Organisation

The organisation shall comprise of a national executive committee, regional committee,

constituency committees, branches and individual members.

1. National Executive

The National Officers comprising the Chairperson, a General Secretary and a Party Treasurer

shall be responsible for the organisation, promotion and management of the organisation.

They shall be supported by a committee of members elected from the constituencies in

accordance with this constitution and a limited number who may be appointed by the

general secretary.



a) Election of Officers:

Election of the Chairperson, General Secretary and Party Treasurer shall take place

every five years by open ballot of all fully paid up members of the party at the

annual conference and in accordance with the rules of the party.

b) Role of the Officers:

i. The Chairperson is the public face of the party and is responsible for

promoting and representing the party to the Nation and shall preside over

meetings of the National Executive Council. In the event of his or her

absence the General Secretary shall preside over such meetings.

ii. The General Secretary has overall responsibility and authority for the

functioning of the party.

iii. The Party Treasurer shall maintain cash and bank accounts in the name of

the party and account for all monies received or spent. He or she shall

maintain all necessary records and ensure that all legal requirements

relating to the finances of the party are complied with.

c) Election of the Executive Committee:

i. One member shall be elected from each Constituency. Such elections shall

take place within thirty days of the conclusion of the annual conference.

ii. Up to five members may be nominated by the General Secretary.

2. Regional Committees

The National Executive Committee Shall establish a system of committees throughout the

State, each Regional Committee shall be responsible for overseeing and supporting the good

management of the party / organisation within its region, ensuring the smooth running of

the organisation, promoting and organising the affairs of the party subject to national policy

guidelines.

3. Constituency Committees

Constituency committees shall be responsible for the smooth running of the organisation,

promoting and organising the affairs of the party within each constituency subject to

national guidelines.

4. Branches

Branches may be established which shall form part of each constituency network and which

shall be responsible for promoting and supporting the work of the party in their area.

Constituency Committees [3] shall also act as a project team for gauging performance and results

during campaigns and election time. During local or general elections members have the ability feel

a sense of accomplishment in seeing a project through to completion or getting their own candidate

elected into Dáil Éireann. Good leadership and control must be maintained in every project team.



[Image above5]



Leadership SWOT Analysis

Strengths

Effective communication and understanding is derived during the National Conference, meeting on a

yearly or on a responsive contingency basis to discuss, re‐evaluate and decide national policy and

changes to the organisational structure [constitution] of the party. The National Conference consists

of delegates founded by elected members from each constituency group.

Organizational success is achieved democratically inspiring members trust and attitudes in taking

part in project teams.

Weaknesses

Organising and planning events can be time consuming and require resources. As a direct result

National Conferences should only be held once per year. Members with different cultural values

and norms require different leadership styles locally and need to be catered for regionally. Planning

and organising smaller events by the regional committees and constituency groups may overlap

especially during election campaigns which may require many re‐evaluations.

Opportunities

National events can help promote the party further and gain more recruitment encouraging

members from other party’s to join. The ability to build strong working relationships between

elected party representatives and their constituents also help build cultural values and responsibility.

Threats

If an appropriate agenda is not made prior in advance of events situations can arise leading to

confusion and time loss resulting in fewer decisions made and little or no group consensus. The

main risk is that unsuitable members may be chosen for the National Conference which may lead to

unrest and failure to reach its full potential.



Recruitment and Selection

The selection process for officers of the National Executive Committee such as the Chairperson,

General Secretary and Party Treasurer will take place every five years.

Recruitment Drive

Individuals who support the principles and objectives of the party and whom are eligible to become

members may become members through the National Office.

The rules and procedures outlined in the constitution for the recruitment of party members will help

retain an understanding of moral values amongst the majority of members in regards to the aims

and principles of the party / organisation:

Membership Evaluation [Specifications]

The tools and techniques used by the National Office for evaluating or approving memberships are in

conjunction with party application forms tailored to meet the party’s criteria and the following rules

and procedures:

1. Persons Eligible

a) All citizens of the Irish Nation whether domiciled at home or abroad are eligible to

become members of the party.

b) Membership of the party is open to all the above, subject to the following minimum

requirements:

i. They must be over sixteen years of age.

ii. They must be registered to Vote.

iii. They must accept and support this constitution.

iv. They must comply with all reasonable terms and conditions of membership as

laid down by the National Executive Committee for the organisation and

administration of the party.

2. Persons Excluded from Membership

a) Any person who has a serious criminal conviction at home or abroad [impact speciation].

b) Any person involved in or supporting racist or violent actions [moral specification].

c) Any person involved in harassing the home of any member of the Oireachtas

[performance specification].

d) Any person associated with any organisation whose aims or principles are incompatible

with this constitution.



3. Right of Appeal

Any person excluded, suspended, or expelled from the party has a right of appeal to the

National Executive Committee, whom shall convene an appeal hearing as soon as is

practically possible and will hear such appeal in accordance with the principles of natural

justice. They will also convey the result of that appeal to the appellant without undue delay.

4. Application for Membership

Applications for membership may be made to Head Office or to the Constituency committee

in the area within which the applicant resides. Every applicant for membership shall be

deemed to accept this Constitution including the party’s Principles and Objectives to

undertake the support of the party’s approved candidates at elections. Where an

application for membership is made to head office the applications must be submitted to

the constituency in which the applicant has resided for the previous five years for

verification and approval.

5. Membership Fees [Costs]

a) Membership fees shall be set by the National Executive Committee.

b) Constituency and members must pay the annual membership fee to their

constituency organisation.

6. Register of Members

The names of all person admitted to membership shall be entered on a register of members

maintained at Head Office and on receipt of their name, address and membership

registration fee shall be subject to approval by their local constituency to become members

of the convention.

In this constitution “member” means a person who is registered as a member and whom has

not ceased to be a member in accordance with this constitution.

7. Voting Rights of Members

At all election or selection conventions those entitled to vote must be fully paid up members

of a constituency or as individual members. To be eligible to vote at an election or selection

convention, members must be registered at least 6 months prior to the date of the election

or selection convention and members must be fully‐paid up members at least by the date on

which the election or selection convention is convened.

a) If a member’s annual membership fee has been unpaid for 2 consecutive years the

member shall be deemed to have resigned from the party.

b) Members may transfer their membership to another branch or constituency with

the consent of that other branch or constituency. Subject to receipt of that consent,

Head Office shall re‐register that member accordingly.



Members Induction

The process of empowering new members

begins with presenting and illustrating a good

overall concept and purpose of the party’s aims

and objectives ‐ either formally or informally.

Members must become fully aware of the

standards expected within the party in order to

make informed decisions. The member will also

be given a warm welcome and a copy of their

own party constitution including access to the

online forums where he or she can gain a better

understanding of the decision making process

and study at his or her own pace. Computer

training for using these tools can also be

provided by volunteers at party offices and

workshops. Weekly or monthly training classes

will be held in many public places at little or no

cost to the members. Resourceful initiatives can

include using free Wi‐Fi access in pubs, hotels,

homes and restaurants.

During election times – demonstrations in communication skills and role‐playing activities will also

be held for members who are interested in ‘door to door canvassing’ and engaging with constituents

in their own areas. [Image above6].

Valuation Technology

The ideal times for motivating, assimilating and training new members into the party are during

elections and referendums. Therefore adequate training and facilities must be readily available and

co‐ordinated.

Members whom have had their ideas for policy development voted upon, favoured and prioritised

through the online community forum – guarantees acknowledgment of their input and ensures that

they are recognised, valued and rewarded for their skills and expertise, this is a motivation factor

[Herzberg Two Factor Theory].

Ceremonial events following new ideas for policy development can also be established by regional

committees for rewarding members with intrinsic and extrinsic behaviour’s via prizes from

donations; celebrating party productivity while generating new aspects of admiration and improved

morale as well as creating a major competitive advantage in meeting future needs. As a direct

result, this key virtue increases motivation, integration and co‐ordination throughout the party.



Conflict and Resolution

Policy development forums will be open to all members and will through open public debate

using public meetings and internet forums – formulate policies by consensus. Policies so

approved shall be binding on all representatives endorsed by the party.

Managing online forms requires monitoring and reviewing on an ongoing basis. This responsibility

begins with the rules set by the National Executive Committee. During meetings and events ‐ if

conflict should arise which leads to the disruption of the meeting process [for example: personality

clashes, etc.] it is incumbent upon the Chairperson or General Secretary to act accordingly to the

rules and procedures set by the party constitution. Serious conflicts involving abusive language,

harassment, intimidation, violence or threats of violence, physical or psychological harm will lead to

permanent termination of membership. For online forecasting ‐ accountable roles are created by

the National Executive Committee whom manage online ‘communication’. This is essential in

preventative maintenance and resolving conflict issues online. Members7 that play a role in the cycle

of social networking, include:

Community architect – Creates the online community, sets goals and decides the purpose of the site.

Community manager‐ Oversees the progress of the society. Enforces rules, encourages social norms, assists new members, and spreads awareness about the community.

Professional member‐ This is a member who is paid to contribute to the site. The purpose of this role is to keep the community active.

Free members ‐These members visit sites most often and represent the majority of the contributors. Their contributions are crucial to the sites' progress.

Passive lurker ‐ These people do not contribute to the site but rather absorb the content, discussion, and advice.

Active lurker‐ Consumes the content and shares that content with personal networks and other communities.

Power users ‐ These people push for new discussion, provide positive feedback to community managers, and sometimes even act as community managers themselves. They have a major influence on the site and make up only a small percentage of the users.

Review / Evaluation

My suggestion would be to include a voting system for prioritising ideas and issues within the forum. In countries such as Iceland and Switzerland political representatives are encouraged to use internet forums for making better informed decisions in line with democratic representation. The following quote is an excerpt from a websites called ‘www.yrpri.org’ or ‘Your Priorities’ that is being used for public policy development and the performance of private business enterprises worldwide:

The Internet offers an unique opportunity to reinvent democracy. It gives people more influence on policy that affects them which leads to better decisions. Our mission is to connect citizens with their representatives and increase trust and participation in democracy, especially by young people8.



Theory X and Theory Y

In regards to Douglas McGregor’s Theory X and Theory Y ‐ the Democratic Reform party acts as a decentralised organisation therefore can be categorised in Theory Y.

Theory X

Under the Theory X category most citizens who rely on money satisfaction would prefer not to join as a voluntary member. This can also relate to the hygiene factor [Herzberg Two Factor Theory] as the source for motivation is not provided for in this organisation.

Theory Y

Comprising of pro‐active and re‐active members working collectively as volunteers can also be generalised under Theory Y. The organisational structure provides for its committed members to be self‐directed in fulfilling the party’s aims and objectives. [Image below9].



Maslow’s Theory

Abraham Maslow’s ‘Hierarchy of Needs model’ is also valid in regards to management of political

party / organisations.

Personal growth and fulfilment is achieved by members who are involved in areas such as policy

development and working towards getting themselves or their fellow members elected into Dáil

Éireann and their Local County Council [Self‐Actualisation].

By many members this achievement has a profound impact on the status and reputation of the

entire party [Esteem Needs] which also opens up doors in regards to family and work relationships

[Belongingness and Love Needs].

The party’s aims and objectives in the policy development of laws can ultimately lead to economic

justice and stability, increased social protection, more security and lower crimes rates [Safety

Needs].

Once the above needs are introduced a stable business environment can be developed ‐ attracting

jobs and guarantying attainable employment to provide for life’s most basic needs such as food,

drink, shelter and warmth [Biological and Physiological needs]. [Image below10].



Appraisal

Using a free online survey service such as ‘surveymonkey.com’, appraisals can conveniently carried

out to evaluate the performance of management as well as ways to help expand this community.

The recommendations for this online member’s survey11 include the following:

Section 1: Current Performance

a) List the key areas of your role. b) Highlight your strengths and skills that have contributed to your performance during the last

year. c) What work objectives have you achieved since your last appraisal or the start of your job?

(There may also be other achievements that have arisen after these objectives were agreed) d) What has helped you to achieve your work objectives? e) Is there anything that held you back in achieving your objectives? (e.g. perhaps your job

changed so some objectives were no longer relevant, or you needed further training and support).

f) Which aspects of your performance could be improved? g) Detail how this could be achieved.

Section 2: Current Objectives

a) List the objectives, which are to be achieved in the coming year they need to be specific, measurable (i.e. it will be clear when you have achieved them) achievable (i.e. realistic) relevant (i.e. linked to dept and organisational objectives). You should also put in the timescales that you hope to achieve them by.

b) How can your manager assist you in achieving these objectives?

Section 3: Learning and Development

a) Learning is not just about going on a training course. You can learn effectively in a number of ways. For example; visits, structured reading and distance learning, secondments, e‐learning, mentoring, team meetings conferences as well as workshops and courses.

b) It is important that you take responsibility for your own learning and development needs, which we will support. You should have been discussing them during support and supervision sessions with your line manager and recording them on your support and supervision form.

Think about what you have learned over the past year;

1. What did you learn and how has it helped you? 2. How have you put your learning into practice effectively?

You’re learning plan



You need to think about what your future learning needs. Consider different types of relevant learning and development activities which will help improve your knowledge and skills.

a) Why do you want to do this? b) How will it help you and the organisation? c) Are any resources required? d) How will you access them? e) What are your timescales for achievement?

[Image below12]



Conclusion / Recommendations

I enjoyed working on this briefing as it allowed me to go into more detail on the party’s

leadership styles, inner workings and decentralised functions for efficiently managing the

party / organisation.

Behaving similar in fashion to Human Resource Management, the National Executive Committee is a

critical component for the smooth running of the party / organisation. These responsibilities include

presiding over meetings as well as administering and managing financial assets. In regards to policy

development the National Executive committee plays an important role in the conflict and

resolution process.

Overall, the decentralised management and leadership of the Democratic Reform party is a modern

meaningful approach that advances standards for political decision making for our technological era.

[Image above13]



Bibliography

1 http://www.greenparty.ie/assets/docs/green_party_constitution_2012.pdf 2 http://mindtools.com/pages/article/newTMC_05_1.htm 3 http://www.democratic‐reform.ie/wp‐content/uploads/2014/10/party.pdf 4 http://www.mindtools.com/pages/article/newTMC_09.htm 5 http://www.google.ie/imgres?imgurl=https%3A%2F%2Fwww.theparliamentmagazine.eu%2Fsites%2Fwww.theparliamentmagazine.eu%2Ffiles%2Fstyles%2Foriginal_‐_local_copy%2Fentityshare%2F2942%25253Fitok%25253DTp‐mn3Db&imgrefurl=https%3A%2F%2Fwww.theparliamentmagazine.eu%2Fblog%2Feuropean‐citizens%25E2%2580%2599‐initiative&h=522&w=580&tbnid=KfVPXdneV4jp_M%3A&zoom=1&docid=KDBIdNx2OgiHOM&ei=91uwVKrPDYmX7Qasi4CgCg&tbm=isch&ved=0CEIQMygVMBU&iact=rc&uact=3&dur=437&page=1&start=0&ndsp=28&biw=1920&bih=920 6 http://www.google.ie/imgres?imgurl=http%3A%2F%2Fwww.missionislam.com%2Fknowledge%2Fknowgif%2FDemocracy.JPG&imgrefurl=http%3A%2F%2Fwww.missionislam.com%2Fknowledge%2FDemocracy.htm&h=367&w=300&tbnid=fDAZ‐ni3nhuCZM%3A&zoom=1&docid=BSbCosT6CwoJdM&ei=nmSwVM7hBNCv7Aa1jYBI&tbm=isch&ved=0CCQQMygEMAQ&iact=rc&uact=3&dur=279&page=1&start=0&ndsp=40&biw=1920&bih=920 7 http://en.wikipedia.org/wiki/Online_community#Roles_in_an_online_community 8 https://www.yrpri.org/home/world 9 http://www.google.ie/imgres?imgurl=http%3A%2F%2Fresearch‐methodology.net%2Fwp‐content%2Fuploads%2F2012%2F07%2FTheory‐X‐and‐Theory‐Y.gif&imgrefurl=http%3A%2F%2Fresearch‐methodology.net%2Ftheory‐x‐and‐theory‐y%2F&h=433&w=600&tbnid=owFMqawKZ44lLM%3A&zoom=1&docid=h7f8B33RTRJKcM&ei=dNyxVNzbOOTN7Qa7tYHICg&tbm=isch&ved=0CCEQMygBMAE&iact=rc&uact=3&dur=996&page=1&start=0&ndsp=39&biw=1920&bih=920 10 http://www.google.ie/imgres?imgurl=http%3A%2F%2Fupload.wikimedia.org%2Fwikipedia%2Fcommons%2Fthumb%2F6%2F60%2FMaslow%2527s_Hierarchy_of_Needs.svg%2F2000px‐Maslow%2527s_Hierarchy_of_Needs.svg.png&imgrefurl=http%3A%2F%2Fen.wikipedia.org%2Fwiki%2FAbraham_Maslow&h=1500&w=2000&tbnid=3QuXm5Drzp4V5M%3A&zoom=1&docid=x0uVEtc9Ux3XeM&ei=OTyzVO2vLufZ7Abu04CICw&tbm=isch&ved=0CCEQMygBMAE&iact=rc&uact=3&dur=1796&page=1&start=0&ndsp=39&biw=1920&bih=920 11 http://www.mayochildcare.ie/en/media/Media,14805,en.pdf 12 http://cluster010.ovh.net/~diverseo/wp‐content/uploads/2013/08/Performance‐appraisal‐process‐1024x771.jpg 13 http://www.google.ie/imgres?imgurl=http%3A%2F%2Fwww.evaluationforms.org%2Fwp‐content%2Fuploads%2FPerformance‐Appraisal‐Management‐Effectiveness.jpg&imgrefurl=http%3A%2F%2Fwww.evaluationforms.org%2Fperformance‐appraisal%2Fmanagement%2F&h=2083&w=1923&tbnid=SWDYQLkSg5‐qrM%3A&zoom=1&docid=yCSvMfSfjCIeqM&ei=Aw20VIGoFqqf7ga52oCAAw&tbm=isch&ved=0CFgQMygWMBY&iact=rc&uact=3&dur=299&page=1&start=0&ndsp=32&biw=1920&bih=920

a briefing for democratic reform

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