Leadership ; 10 Characteristics of an effective coach

1. Empathy (putting self in other person's shoes) - will listen and understand person's point of view.
2. Listening skill - concentrate extra-hard on listening.
3. Insight into people
4. Diplomacy and tact
5. Patience toward people
6. Concern for welfare of people
7. Minimum hostility toward people
8. Self-confidence and emotional stability
9. Non competitiveness with team members
10. Enthusiasm for people - will search for the good in each person.
    

5 Decision Styles ; Vroom-Yetton-Jago Model

1. A1 ; Autocratic 1
Manager makes the decision alone.

2. AII; Autocratic 2
Managers asks for information from subordinates but makes the decision alone.

3. C1; Consultative 1
Managers shares the information and asks for information and evaluation. Subordinates do not meet as a group and the manager alone makes the decision.

C2; Consultative 2
Manager and subordinates meet as a group to discuss the situation, but the mangers makes the decision.

GII; Group
Manager and subordinates meet as a group to discuss the situation and the group makes the decision.

Achieving Communication Effectiveness

1. Seek to clarify your ideas before communicating - who received, who effected, be good planner.
2. Examine the true purpose of each communication - what your are really want to accomplish with your message?
3. Consider the total physical and human setting whenever you communicate - adapting to its environment.
4. Consult with others , in planning communications -
   
5. Be mindful of overtones
6. Take the opportunity to convey something of help or value to the receiver
7. Follow up your communication
8. Communicate for tomorrow as well as today
9. Be sure your actions support your communications
10. Seek not only to be understand but also to understand - be a good listener.
    

10 Skills of Emotionnaly Intelligents Managers

1. Motivate others
2. Focus on personal and organizational achievement
3. Understand others
4. Communicate efficiently and effectively
5. Lead others
6. Build successful teams
7. Handle conflict appropriately
   
8. Change organizations appropriately
   
9. Manage diversity
10. Manage creativity and innovation
    

Departmentalizing

The process of establishing departments within the management system.

Types / Advantages / Disadvantages

1. Functional

• Power of functional heads promotes consistency.
• Relatively easy to assign blame.
• May prove difficult to coordinate between various functions.
• Difficult to assign credit or blame.
  

2. Product

• Allows managers to focus on products sold.
• Easy to assign blame / credit.
• Focus may force managers to miss differences in customers
• Difficult to coordinate across the products.
  

3. Geographic

• Managers can focus on regions.
• Allow firms to develop human resources.
• Difficult to coordinate between various regions.
• Difficult to assign blame / credit.
  

4. Customer

• Allows managers to focus and cater the most important customers.
• Easy to assign blame.
• Difficult to coordinate across various customer.
• May introduces complexities.
  

5. Matrix

• Allow firms to pool human resources for both short term and long terms.
• Maintain flexibility.
• Difficult for employees to understand power structure within the firm.
• Difficult for employees to prioritize responsibilities based on multiple authority figures.
  

Davis Model of CSR

Davis’s model is a list of 5 propositions that describe how and why businesses should adhere to the obligation to take action that protects and improves the welfare of society as well as of the organization:

Proposition 1: SOCIAL RESPONSIBILITY ARISES FROM SOCIAL POWER.

This proposition is derived from the understanding that a business has significant amount of influence on and power over various critical issues like Environment, Minority Employment, Neighbourhood Development etc.,

All business in the country primarily determines the various situations like employment,environment and overall atmosphere that the citizens get to live in.

Since business has power and influence over the society, the society can and should hold the businesses responsible for social conditions that result from the exercise of the power.

Proposition 2: BUSINESS SHALL OPERATE AS A 2 WAY OPEN SYSTEM, WITH OPEN RECEIPT OF INPUTS FROM SOCIETY AND OPEN DISCLOSURE OF ITS OPERATIONS TO THE PUBLIC.

Business must be willing to listen to what must be done to sustain or improve social welfare. In turn, the society must be willing to listen to business reports on what is is doing to meet its social responsibilities.

DAVIS suggests that there must be ongoing, honest and open communications between business and society’s representatives if the overall welfare of society’s representatives if the overall welfare of society is to be maintained or improved.

Proposition 3: THE SOCIAL COSTS AND BENEFITS OF AN ACTIVITY, PRODUCT or SERVICE, SHALL BE THOROUGHLY CALCULATED AND CONSIDERED IN DECIDING WHETHER TO PROCEED WITH IT.

The technical feasibility and economic profitability and the shot term and long term consequences of all business activities should be considered before undertaking them.

Proposition 4: THE SOCIAL COSTS RELATED TO EACH ACTIVITY, PRODUCT OR SERVICE SHALL BE PASSED ON TO THE CUSTOMER:

The proposition states that business cannot be expected to completely finance activities that may be socially advantageous but economically disadvantageous. The costs of maintaining socially desirable activities within business should be passed on to consumers through higher prices for the goods or services related to these activities.

Proposition 5: BUSINESS INSTITUTIONS, AS CITIZENS, HAVE THE RESPONSIBILITY TO BECOME INVOLVED IN CERTAIN SOCIAL PROBLEMS THAT ARE OUTSIDE THEIR NORMAL AREAS OF OPERATION: -

If a business possesses the expertise to solve a social problem with which it may not be directly associated, it should be held responsible for helping society solve that problem.

Since the business eventually will reap an increased profit from a generally improved society, businesses should share in the responsibility of all citizenry to generally improve

Tsunami di Jepun pada 11hb. March 2011