Essay on UNDP: Global Network for Positive Change and Sustainable Development

Introduction

The United Nations Development Programme (UNDP) functions are in one hundred and seventy-seven nations and territories around the world. The United Nations established the program as a networking development that advocated for a positive and worldwide change and connected various republics to resources, knowledge, and experience that would assist individuals in establishing better lives (St Clair, 2014). UNDP has four main goals which include: reduction of poverty and attainment of Sustainable Development Objectives; prevention of and recovery from the crisis; energy and environment for sustainable growth; and internal governance (Santiso, 2012).

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Integration of leadership and establishment and conservation of cross-sector partnerships

Most public challenges like HIV/AIDS, global warming, poverty, homelessness, and economic development can be analyzed effectively through collaborations of various organizations. The partnerships might comprise of nonprofit institutions, businesses, governments, educational organizations, community groups and foundations (Crosby, & Bryson, 2010). Managers and leaders within such organizations are expected to mobilize and inspire their agencies together with other associates in their challenge-resolution efforts. Integrative public management which includes bringing of diverse organizations and groups together in ways that are semi-permanent assists in remedying complex challenges (St Clair, 2014). The collaborations also assist in the attainment of a common goal, and avoidance of certain issues such as civil society, business, and governmental failures. Partnerships assist in the realization of sustainable remedies which involve the drawing of some particular strength from each participating sector while minimizing or overcoming the weaknesses of the segments (Crosby, & Bryson, 2010).

The Integration of leadership and establishment and conservation of cross-sector partnerships framework is essential at UNDP for provision of practical solutions to the challenges faced by the organization. For example, the collaboration between UNDP and IAEA concentrates on the sectors of nutrition and water management (Crosby, & Bryson, 2010). The two groups run various projects together within the Nile Basin and at the Nubian Sandstone Aquifer System (Santiso, 2012). The joint UNDP-IAEA development for the Nubian Sandstone Aquifer System focuses on gaining a better acknowledgment of the trans-boundary problems, issues and possible solutions associated to the fossil waters present at the aquifer system that is believed to be the largest in the world (Crosby, & Bryson, 2010).

As the new international businesses around the globe continue to develop, the significance of cross-cultural leadership has emerged as one of the biggest issues of concern in most countries as well. Notably, "the ear of a leader must ring with voices of people with whom they lead." As globalization and internationalization continue to grow louder and stronger, only very successful businesses that can escape the need to work across diverse cultural backgrounds.

According to Wowor & Psi (2014), cross-cultural leadership has emerged as a way of understanding leaders who work in today's market globalization. It is, therefore, imperative for today's leaders to understand the significance of leading and managing people of different cultures, if they want their business organizations to succeed. Besides, they need to listen to the voices of the people whom they lead and try as much to understand actually what those voices are telling them. Typically, leaders come across various cultural issues in several different pretexts. This topic will be of great significance as it will provide deep insights on cross-cultural leadership thus aiding the level of our understanding of the interplay between culture and leadership.

The joint venture also has the aim to develop a system for attaining a tactical action plan that is collaboratively agreed on and developed by Sudan, Chad, Libya, and Egypt, which are the four nations that the Nubian Sandstone Aquifer System passes (Santiso, 2012). The organization also plans on establishing another major joint scheme which would focus on providing the relevant information concerning the need for groundwater. The project will also assist in illustrating the contribution of groundwater to water balance in wetlands, lakes, and rivers within the Nile Basin (St Clair, 2014). Through the joint-project, the organizations can reinforce the guarding of the lakes and streams within the Nile Basin (Santiso, 2012).

Joint venture can take advantage of the basic interest of the managers to build a stronger organization through implementation of similar culture to that of developed a developed organization. For example, the organization's workers should work more on adopting business culture for the American managers because it is more attractive to other managers who are interested in pursuing the joint ventures (Cengage Learning 173). Hence, the organization's managers should work more eliminating both of their cultural differences so that they may have a joint culture which can attract more managers to the joint venture.

Conclusion

Shared power and partnerships have been said to be the perfect solution to the public challenges especially those that turn out to be beyond control for the local organization (Santiso, 2012). Establishment and management of collaborations among non-profit institutions, businesses, and governments, which is also termed to as collaborative public leadership, assists in the provision of the abilities to offer effective resolutions to various public challenges. Through the association of UNDP and IAEA, the organizations were able to solve the water challenges in the Basin (St Clair, 2014). Therefore, UNDP was able to attain is the goal for sustainable energy and environmental growth as well as avoidance of and recovery from the crisis.

References

Crosby, B. C., & Bryson, J. M. (2010). Integrative leadership and the creation and maintenance of cross-sector collaborations. The Leadership Quarterly, 21(2), 211-230.

Santiso, C. (2012). Promoting democratic governance and preventing the recurrence of conflict: The role of the United Nations development programme in post-conflict peace-building. Journal of Latin American Studies, 34(3), 555-586.

St Clair, A. L. (2014). The role of ideas in the United Nations Development Programme. In Global Institutions and Development (pp. 196-210). Routledge.

Wowor, R., & Psi, M. (2014, May). THE MODERATING EFFECTS OF ORGANIZATIONAL CULTURE ON THE IMPACT OF SERVANT LEADERSHIP AND AFFECTIVE COMMITMENT TO CHANGE ON JOB PERFORMANCE OF COMMUNITY POLICING OFFICERS. In 2014 ASIAN CONGRESS OF APPLIED PSYCHOLOGY (ACAP 2014) CONFERENCE PROCEEDINGS (p. 57).