Legal responsibilities Ethical responsibilities Discretionary responsibilities Organisational responses to social demands Obstructive response Denies responsibility and obstructs investigation, concerned with meting economic responsibilities only. Defensive response Admits some errors, defends self but does not obstruct. Accommodative response Accepts social responsibility to comply with public interest. Proactive response Seeks to learn what is in public interest and to respond without external pressure, concerned with meeting economic, legal, ethical and discretionary responsibilities. Leadership by example: leaders make a commitment to ethical values and help other throughout the organisation to embody and reflect those values. Code of ethics a formal statement of the organisations values regarding ethics – and social issues. Decision-making steps Recognition of decision requirement Diagnosis and analysis of causes Development of alternatives Selection of desired alternative Implementation of chosen alternative Evaluation and feedback. Lecture 5 - Leading in organisations Leadership the ability to influence people towards the attainment of – organisational goals. Power the ability to get someone else to do something you want or to make – things happen the way you want. Position Power centrality, support, visibility – Legitimate power power derived from a persons position or job in an – organisation. temporary compliance – Reward power baed on the capacity to provide valued rewards to – others. temporary compliance – Coercive power power based on the ability to punish and threaten – others temporary compliance plus resistance. – Personal Power expertise, likable personality. –
Legal responsibilities Ethical responsibilities Discretionary responsibilities Organisational responses to social demands Obstructive response Denies responsibility and obstructs investigation, concerned with meting economic responsibilities only. Defensive response Admits some errors, defends self but does not obstruct. Accommodative response Accepts social responsibility to comply with public interest. Proactive response Seeks to learn what is in public interest and to respond without external pressure, concerned with meeting economic, legal, ethical and discretionary responsibilities. Leadership by example: leaders make a commitment to ethical values and help other throughout the organisation to embody and reflect those values. Code of ethics – a formal statement of the organisations values regarding ethics and social issues. Decision-making steps Recognition of decision requirement Diagnosis and analysis of causes Development of alternatives Selection of desired alternative Implementation of chosen alternative Evaluation and feedback. Lecture 5 - Leading in organisations Leadership – the ability to influence people towards the attainment of organisational goals. Power – the ability to get someone else to do something you want or to make things happen the way you want. Position Power – centrality, support, visibility Legitimate power – power derived from a persons position or job in an organisation. – temporary compliance Reward power – baed on the capacity to provide valued rewards to others. – temporary compliance Coercive power – power based on the ability to punish and threaten others – temporary compliance plus resistance. Personal Power – expertise, likable personality.
MGTS1301-Entire-Sem.docx