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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