Post on 05-Apr-2018
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Ethics and Corporate Social Responsibility (5)
Big 5 Personality Traits:Cocaine/OCANE
Extravert
Negative Affectivity
Agreeableness
Conscientiousness
Open to experience
4 Approaches to Social Responsibility:
Pajdo Pado ODAP
OBSTRUCTIVE DEFENSIVE| ACCOMADATIVEPRO-ACTIVE
6 STEPS TO DECISION MAKING: LICAGR
RECOGNISE THE NEED FOR A DECISION
GENERATE ALTERNATIVES
ASSESS ALTERNATIVES LEEP | LEGAL, ETHICAL, ECONOMICAL, PRACTICALCHOOSE ALTERNATIVE
IMPLEMENT ALTERNATIVE
LEARN FROM FEEDBACK
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Leadership (6)Power Croatia CRIREL
COERCIVE ORGANISATION
EXPERT INDIVIDUAL
INFORMATION INDIVIDUAL
LEGITIMATE ORGANISATION
REWARD ORGANISATION
REFERENT INDIVIDUAL
Fiedler:Both Characteristics AND Situation
Characteristics: Relationship-Oriented & Task-Oriented Leaders
Situation: 3 situational characteristics: leader-member relations, task structure, position
power (the amount of L, R AND C power the leader has) (I-VII)
House Path-Goal Theory:
1) Find out what subordinates try to obtain from their jobs/organisation2) Reward them for high performance and goal attainment3) Clarify the paths, remove obstacles, express confidence
PADS:
PARTICIPATIVE: give subordinates a say
ACHIEVEMENT-OREINTED: motivate subordinated to perform, set high goals, belief
DIRECTIVE: setting goals, tasks, concrete steps
SUPPORTIVE: expressing concern, looking out for them
Transformational Leadership:
1) Make subordinates aware that their jobs are important to the organisation2) Makes the subordinates aware of their own need for personal growth, development3) Motivates workers to work for the good of the organisation, not just for personal
gain
Transactional Leadership:
1) Reward/Coercion for Performance: Transaction2) Do not have the vision of Transformational Leaders
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Motivation (7)
Maslows Hierarchy
Self Actualisation
Esteem
Belonging
Safety
Psychological
Alderfers ERG Thoery
Growth
Relation
Existence
McClellands Theory
Need for affiliation
Need for achievement
Need for Power
Herzberg Hygient-Motivator Theory
Hygiene Factors first (pay etc) Neutral level of satisfaction +motivators (achievement,
growth, etc.) satisfaction
Vrooms Expectancy Theory
Expectancy Instrumentality Valence
Effort->Performance Performance->Outcomes Desirability of Outcome
Goal-Setting Theory
Set Specific Goals
Difficult/Challenging but not impossible
Accepted and Commited to by Workers
Feedback important
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Planning (10)
4 steps of Planning: defy - DFIE1) Determine Organisations Mission&Goals2) Formulating Strategy: Analyse current situation and develop strategies.3) Implement Strategy: allocate resources and responsibilies4) Evaluation/FeedbackSwot Analysis
1) STRENGTHS, WEAKNESSES, ENVIRONMENTAL OPPORTUNITIES, THREATSFive Forces Model (CEPPS) (Potential Threats to Profit):
1) Competition2) Entry3) Power of Suppliers4) Power of Customers5) Substitute
Fayols 4 qualities to a plan:
FUCA unity, continuity, accuracy, flexibility
FADS
-TQM
- INTRAPANEURSHIP
-SIX SIGMA
-quality circles
-self managed teams