The rule of law is a defining feature of democratic governance, but is it sufficient to ensure substantive
democracy? In your response, clearly define the principle of âthe rule of law,â explain its essential role in
democratic political systems, and critically discuss the extent to which this principle is limited as a guarantor of democratic governance in practice. Support your ideas using ample theoretical detail and historical examples drawn from your readings, lectures, and assignments.
Sample Solution
essis and Hoole (2006a) encountered the same phenomenon and developed an organisational culture assessment tool (Du Plessis and Hoole, 2006b) to determine an organisationâs cultural affinity with project management, with the aim to establish a more project-centric organisational culture and deliver more successful projects within projectised organisations. Morrison, Brown and Smit (2006) developed a theoretical model to address the same issue, which places project management at the centre of projectised organisations. The researcher intends to study the impact that organisational culture has on project management, to supplement the works of Morrison, Brown and Smit (2006) and Du Plessis and Hoole (2006a; 2006b) inter alia, and propose ways in which to harmonise the hypothesised critical relationship between organisational culture and project management, not only within the researcherâs environment, but also the broader project management community as a whole. According to Suda (2007), âunderstanding the culture of your organisation is critical to running successful projectsâ. The researcher will attest that this is true, however, project success, as defined by an organisationâs cultural style, is not necessarily congruent with the gospels of internationally recognised project management standards (PMI, 2013; Axelos, 2017). The observed consequences of this are multiple: The role of a project manager is diminished, in that it becomes an administrative, instead of a leading, function. Morale is negatively affected (Banister-Hazama & Hazama, 2014), especially amongst formally trained and more experienced project managers. Less experienced project managers are taught that organisational culture is the main driving force behind project success, neglecting project management principles (PMI, 2013:35; Axelos, 2017:24-25), leading to project managers managing the organisational process, instead of the project. Finally, the role of the PMO and programme managers becomes ambiguous within the organisation (PMI, 2013; Ward & Daniel, 2013; Aziz, 2014).>
essis and Hoole (2006a) encountered the same phenomenon and developed an organisational culture assessment tool (Du Plessis and Hoole, 2006b) to determine an organisationâs cultural affinity with project management, with the aim to establish a more project-centric organisational culture and deliver more successful projects within projectised organisations. Morrison, Brown and Smit (2006) developed a theoretical model to address the same issue, which places project management at the centre of projectised organisations. The researcher intends to study the impact that organisational culture has on project management, to supplement the works of Morrison, Brown and Smit (2006) and Du Plessis and Hoole (2006a; 2006b) inter alia, and propose ways in which to harmonise the hypothesised critical relationship between organisational culture and project management, not only within the researcherâs environment, but also the broader project management community as a whole. According to Suda (2007), âunderstanding the culture of your organisation is critical to running successful projectsâ. The researcher will attest that this is true, however, project success, as defined by an organisationâs cultural style, is not necessarily congruent with the gospels of internationally recognised project management standards (PMI, 2013; Axelos, 2017). The observed consequences of this are multiple: The role of a project manager is diminished, in that it becomes an administrative, instead of a leading, function. Morale is negatively affected (Banister-Hazama & Hazama, 2014), especially amongst formally trained and more experienced project managers. Less experienced project managers are taught that organisational culture is the main driving force behind project success, neglecting project management principles (PMI, 2013:35; Axelos, 2017:24-25), leading to project managers managing the organisational process, instead of the project. Finally, the role of the PMO and programme managers becomes ambiguous within the organisation (PMI, 2013; Ward & Daniel, 2013; Aziz, 2014).>
