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, PRACTICAL CHOOSE ALTERNATIVE IMPLEMENT ALTERNATIVE LEARN FROM FEEDBACK

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/organisation 2) Reward them for high performance and goal attainment 3) 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 organisation 2) Makes the subordinates aware of their own need for personal growth, development 3) Motivates workers to work for the good of the organisation, not just for personal gain

Transactional Leadership: 1) Reward/Coercion for Performance: Transaction 2) Do not have the vision of Transformational Leaders

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 Effort->Performance Performance->Outcomes Goal-Setting Theory Set Specific Goals Difficult/Challenging but not impossible Accepted and Commited to by Workers Feedback important

Valence Desirability of Outcome

Planning (10) 4 steps of Planning: defy - DFIE

1) 2) 3) 4) Determine Organisations Mission&Goals Formulating Strategy: Analyse current situation and develop strategies. Implement Strategy: allocate resources and responsibilies Evaluation/Feedback

Swot Analysis
1) STRENGTHS, WEAKNESSES, ENVIRONMENTAL OPPORTUNITIES, THREATS Five Forces Model (CEPPS) (Potential Threats to Profit): 1) Competition 2) Entry 3) Power of Suppliers 4) Power of Customers 5) Substitute

Fayols 4 qualities to a plan: FUCA unity, continuity, accuracy, flexibility

FADS -TQM - INTRAPANEURSHIP -SIX SIGMA -quality circles -self managed teams