LEADERSHIP, DECISION MAKING , MANAGEMENT

AND ADMINISTRATION

BRYAN C FABRO, RCRIM., MSCJ, CSP, CST

WHAT IS CHARACTER?
➢Character as defined by the American Psychiatric Association, signifies the relatively fixed or
continuing group of an individual personality attributes of a person or the characteristic patter
of behavior of an individual. The social, emotional and intellectual manifestation of a
character are called personality, and character is roughly equivalent to personality.
➢Is an index of the state of mined of a person. It is a sum total of motivation one gives to the
persons around him and also does course correction whenever there is a dire need for same. It
may differ as an individual differs but one thing is certain the special characteristics form the
solid basis of his stability in the society of which he is a part. Character, thus is an index of a
person’s standing in the society.
WHAT IS CHARACTER FORMATION?
Defined as the process by which the individual, through interaction of biologically transmitted
predispositions with the environment, develops stable pattern of functioning, thinking and
feeling. It is also known as Character Building.

▪ Perennial aim of education

▪ Be educated NOT Learned
FOUNDATIONS OF CHARACTER
FORMATION
ETHIC – Philosophy of
morals or the standard
character set up by any race
or nation
 FOUNDATIONS OF CHARACTER
FORMATION
Ethics – study and philosophy of human
conduct, emphasizing the
determination of right and wrong or to
the basic principles of right action.

The study and analysis of what

constitutes good or bad
conduct/action.
CHARACTER
The combination of qualities
distinguishing any person or
class of persons; any distinctive
trait or mark, or such marks or
traits collectively belonging to
any person, class or race.
CHARACTER
•The inherent complex of attributes that
determine a person’s moral and ethical actions
and reactions.
•The mental and moral qualities distinctive to an
individual sometimes used interchangeably with
the word “personality”
 CONTRIBUTING FATORS FOR CHARACTER
FORMATION
1. Parental Influence – is the most important of all the factors responsible for
personality development.
2. Home Environment – cradle of human character and personality largely
contribute to the character formation of a child. (parents is the first educators
of children)
3. School Environment – plays a major role in shaping child’s personality.
4. Culture – different character and values because of different cultures where
everyone is exposed.
 GENERAL TYPES OF CHARACTERS
1. Positive Character / Good Character / Positive Trait – These are attributes
such as integrity, honesty, courage, loyalty, fortitude and other important
virtues that promotes good behavior and habits. (honest, responsibility,
adaptability, patience etc.)
2. Negative Character / Negative Character / Negative Trait – A person’s
predisposition to commit evil acts. (propensity for lying, rigid, selfish, lazy, hot
temper etc.)
3. Neutral Character / Neutral Trait – Commonly used to describe a person who
doesn’t pick sides in disputes; neutral also pegs anything that refuses to be
hold.
 TYPES OF CHARACTERS
1. Self-realized Character – A type of person with this type of character is ever
enthusiastic for he knows his limitations and potentialities.
2. Covetous Character – refers to a jealous or acquisitive character. (arrogant,
repulsive, slanderer)
3. Superstitious Character
4. Egoistic / Overbearing / Bossy / Tall-Talker – type of person hard to please, thinks
that world run due to him.
5. Anti-social Character – sinner and criminal (offensive character)
6. Insincere Character – expresses sincere thanks and go extra mile.
7. Complacent Character – confidence
ETHICAL
Ethical – Condition •Good mannered
in accordance with •Person of Good
right principles, as standing
defined by given
system of ethics or •Moral person
professional •A person of good
conduct. character
 MORAL HAS A DUAL MEANING
First Second
A person’s comprehension of Active practice of those values.
morality and that person’s Antonym is “immoral” or actions
capacity to put into practice. that violate ethical principles.
Antonym is “amoral” indicating an
inability to distinguish between
right and wrong.
MORAL
Synonymous to; dutiful,
ethical, excellent, faithful,
good, honest, honorable,
incorruptible , just, pious,
religious, right, righteous,
true, upright, virtuous,
and worthy.
 SELF LEADERSHIP
The concept of leadership is about leading and inspiring others

SELF-LEADERSHIP
Leadership is a self governance – an individual must lead himself first before
he can lead others.
LEADERSHIP vs FOLLOWERSHIP
❖ Leadership is the capacity to influence a Group or Individual towards the
realization of a goal.
❖ Followership is the behavior of followers that result from the leader follower
mutual influencing relationship.
❖ Leader is someone who develop visions and motivate the members or
followers of the organization to achieve common goals.
❖ Follower is someone who is under the direct influence and authority of a
leader.
FIVE TYPES OF FOLLOWERS
1. Passive Follower – low in critical thinking & involvement
2. Conformist Follower – high involvement, low critical thinking (lack of
initiative)
3. Effective Follower – high in critical thinking & involvement (more initiative)
4. Alienated Follower – low involvement, high in critical thinking (low initiative
but skilled)
5. Pragmatic Follower – exhibit little style from the 4 styles depending on what
style is fit to the situation.
FIVE KEY ELEMENTS OF LEADERSHIP
1. Leader-Follower – leadership is shared to follower
2. Influence – the use of power, politics, and negotiation
3. Organization Objectives – shared purpose and goals
4. Change – change in status quo, systems, strategies and innovations
5. People – leading people through relationships.
IMPORTANCE OF LEADERSHIP
1. It initiates Action
2. Motivation
3. Providing Guidance
4. Creating Confidence
5. Building Morale
6. Building work Environment
7. Coordination
QUALITIES OF A LEADER
1. Physical Appearance
2. Vision and Foresight
3. Intelligence
4. Communication Skill
5. Objective
6. Knowledge of Work
7. Sense of Responsibility
8. Self-Confidence and Will-power
9. Humanist
10. Empathy
 SIGNIFICANCE OF SELF-LEADERSHIP
Self-leadership is the first stage, or leadership level. Self-leadership is of great
importance to the staff, whether managers or ordinary subordinates.
1. Self-leadership allows leaders or senior officers, who undergo very little or no
supervision, to prepare and set targets on their own, as well as to control their own
self to execute such plans.
2. For lower level employees or subordinates, who cannot always be sure of the kind of
governance or leaders they may face in their careers, self management enables
them to become effective and efficient workers under any leadership they may
encounter, be it laissez faire, free-rule, democratic or autocratic.
3. Self-leadership helps make individual decision makers proactive, focused, and
autonomous.
 DEVELOPMENT OF SELF LEADERSHIP
Everybody is a future leader. Leadership is therefore not in inborn trait, but it is
developed to become a leader through learning and training people with a
sincere interest.
WAYS OF DEVELOPING SELF-LEADERSHIP:
1. Clarity of Purpose – this means that each entity must have a vision.
2. Aim at Success and take Reasonable Risk – a necessary part of life.
3. Spend Time to Reflect on Your Life – objective evaluation of you.
4. Don’t Tolerate Just Anything – learn to be intolerant / not toleration negative
factors.
 SIMPLE WAYS TO LEAD YOURSELF
1. Know your Values and Stick to Them
2. Move Towards Purpose (you have a clear intention to help through the dark
times)
3. Keep Improving Yourself (working hard to improve)
4. Make Mistakes But Never Make The Same Mistake Twice
5. Lead by Example
CONCEPT OF LEADERSHIP
Leadership is the practice of driving people to achieve goals. This plays an
important role in success and efficiency of subordinates. Leaders do this by
providing many means of shaping the actions of subordinates. It’s a process
whereby an individual influences others and guides the organization in a manner
that makes it more cohesive and coherent.
While leadership is learned, a learder's skills and knowledge cam be influenced
by his or her attributes or traits such as beliefs, values, ethics and character.
Knowledge and skills contributes give the leader certain characteristic that make
him or her unique. A leader might have learned the skills in counseling others,
but her traits will often play a great role in determining how he counsels.
FOUR PRMARY FACTORS OF LEADERSHIP
1. Leader (need to inspire subordinates)
2. Follower (need more supervision and motivate subordinates / understanding
of human nature)
3. Communication (to lead bidirectional communication)
4. Situation (to use discretion to determine the best course of action)
 THEORIES OF LEADERSHIP
1. Trait Theory – Some personality traits may lead people naturally into
leadership roles.
2. Great Events Theory – A crisis or important event can cause a person to rise
to the occasion, putting forth extraordinary qualities of leadership in an
ordinary person.
3. Transformational or Process Leadership Theory - Today, it is the widely
accepted theory. People can opt for leadership. People can learn the ability to
take leadership.
BOSS vs LEADER?
 MOST IMPORTANT KEYS TO EFFECTIVE
LEADERSHIP
1. Trust and Confidence
2. Effective Communication

• Helping employees understand the overall business strategy of the

organization.
• Helping workers understand how they help achieve the organizational
goals.
• Sharing information with workers on how the organization is doing and
how its own group of employees is doing.
 LEADERSHIP PRINCIPLES
1. Know Yourself and Seek Self-Improvement – to continually reinforce your
attributes.
2. Be technically and Tactically Proficient – know their job and have a solid
familiarity with subordinates’ tasks.
3. Seek responsibility and Take Responsibility for your Actions
4. Make Sound and Timely Decisions – good problem solving, decision making
and estimate a situation quickly.
5. Set the Example – good role model for subordinates
6. Know your People and Look Out for Their Welfare – know human nature,
and the importance of caring genuinely for its subordinates.
 LEADERSHIP PRINCIPLES
7. Keep Your Subordinates Informed – keep that all your subordinates aware
8. Develop a Sense of Responsibility in Your Subordinates – help to develop
good character qualities that will assist them in carrying out their
professional duties.
9. Ensure that Tasks are Understood, Supervised, and Accomplished – Let
subordinates ask for clarifications and questions.
10. Train as Team – group/teamwork
11. Employ Your Command In Accordance With Its Capabilities
 TRAINING AND COACHING
TRAINING – is a structured lesson designed to give people the knowledge and
skills to perform a task.
COACHING – is a process designed to help the employee develop more expertise
and resolve obstacles to improving job performance.
 CONDITION OF LEARNING
a) The Person Must Be Motivated to Learn – Inspired to do good work
b) Involve Your Subordinates In The Process – Active participation
 THE SIX POINT OF LEADERSHIP POWER
POWER – refers to the ability a person has to control another’s action such that he or she
behaves according to his or her wishes.
1. Coercive Power – power that is based on fear.
2. Reward Power – Compliance achieved on the basis of the ability to distribute rewards which
others find important.
3. Legitimate Power – the power of person receives in an organization formal hierarchy as a
consequence of his or her role. (expect you to comply with valid demand)
4. Expert Power – Influence based on special skills or knowledge.
5. Referent Power – Influence based on individual or desirable possession of wealth or
personal traits. (loyalty, respect, friendship, admiration, affection)
6. Informational Power – Providing information to others which leads to thinking or acting in a
new way.
 LEADERSHIP TRAITS
1. Honesty and Integrity
2. Confidence
3. Inspire others
4. Commitment and Passion
5. Good Communicator
6. Decision Making Capabilities
7. Accountability
8. Delegation and Empowerment
9. Creativity and Innovation
10. Empathy
 LEADERSHIP STYLES
1. Transactional Leadership – this strategy is strongly disciplinary, and called a leadership style
of telling. The leader gives instruction to the members of his team and then uses various
incentives and punishments either appreciate or punish what they do in response.
2. Transformational Leadership – this is style of leadership by empowering their workers to
change, leaders are trying to enhance or transform the individual or group into which they
lead.
3. Servant Leadership – “serve first and lead” (what can I do to help you)
4. Democratic Leadership – “participatory leadership” respect other ideas
5. Autocratic Leadership – contrary to democratic leadership
6. Bureaucratic Leadership – “by the book”
7. Laissez Faire Leadership – “leave it be” (hands-off leadership approach)
8. Charismatic Leadership – charismatic personalities
 HOW TO BECOME AN ETHICAL LEADER?
a. Define and Align Your Values
b. Champion the Importance of Ethics
c. Hire People with Similar Values
d. Promote Open Communication
e. Beware of Bias
f. Lead by example
g. Find Your Role Model
h. Care for Yourself so you are able to Care for Others
 UNDERSTANDING MANAGEMENT
MANAGEMENT – is a set of principles relating to the roles of planning,
coordinating, directing and regulating and the implementing of those principles
in the efficient and effective use of physical, financial, human and information
capital to achieve organizational objectives.
MANAGEMENT AS A PROCESS began with the sole purpose of attaining an
objective.
The purposes are:
1. Rise client’ satisfaction with the services the company provides.
2. Develop personnel experience, ability and capacity, or
3. Accomplish particular goal or goal.
Management is never ending process or phase that will never STOP.
 MANAGEMENT AS A DECIPLINE AND AS
AN ART
Is also discipline because it includes learning the procedure and values required
to perform official administrative duties, as well as demonstrating the code of
conduct that manager must obey when performing duties.

Is also known to be an art, because both share similar characteristics. Art is a

structured body of knowledge that requires imagination and expertise.
 MANAGEMENT AS A GROUP, AS A
SCIENCE and AS A PROFESSION
As a group, because in general, administrative functions are not performed by one
person alone. For most cases, as companies expand, many specific managerial roles are
generated so that the organization can meet its desired objectives.

Is also a science, because everything used to classify a field as science is involved.

Science for example, establishes the relation of cause and effect between variables.
(involves testing and checking via a series of test)

Is also a profession, because it is an occupation as it has characteristics that allow it to

be so. A profession is called a career in which one acquires knowledge and undergoes
training series to fit perfectly into that role/position.
THE MANAGER
A person in the organization who directs the activities of others. They perform
their work at different level and they are called by different name:
1. The first Line Managers – they are usually called supervisor or in a
manufacturing they may be called foremen.
2. The middle Level Managers – these comprise all management levels
between the organization’s supervisory level and top level. Such managers
may be called functional managers, heads of plants, and managers of project.
3. The Top Managers – they are the once responsible for making organizational
decisions and setting policies and strategies which affect all aspects of the
organization. Such individuals may be named vice-president, managing
director, chief executive officer or board chairman etc.
MANAGERIAL FUNCTIONS
1. PLANNING – develop strategies for organizing activities
2. ORGANIZATION – to organize tasks and where to make decision
3. STAFFING – to perform different activities such as training, growth,
evaluation, compensation, welfare etc.
4. DIRECTING – to give instruction and motivate subordinates to achieve goals
5. CONTROLING – perform the tasks as scheduled
 THREE ESSNTIAL SKILLS OR
COMPETENCIES OF THE MANAGER
1. Technical Skills – able to work with resources, equipment, strategies,
procedures or the technical skills. (considerations of innovation)
2. Human Skills – work well with other people both individually and in a group.
3. Conceptual Skills – able to integrate and organize the deferent activities, and
able to see the organization as a whole.
 QUALITIES OF A MANAGER
1. Educational Competence
2. Intellectual Quality
3. Leadership Ability
4. Training
5. Technical Knowledge and Skill
6. Mental Maturity
7. Positive Attitude
8. Self- Confidence
9. Foresight
 DIFFERENT HIGHLY INTERRELATED ROLES
OF THE MANAGERS
1. Interpersonal Roles – (preside over employees, carry out subordinate
activities, to inspire, recruit, fire, discipline and collection of information
relating to companies)
2. Informational Roles – (to collect information, deliver information, acts as
spokesman)
3. Decisional Role - (negotiate, controlling and fix issues)
 IMPORTANT ROLES OF A MANAGER
AS LEADER
✓ Defining various people’s activities and goals within the organization.
✓Helps at the work-group to create the right type of atmosphere and homogeneity.
✓The groups action and performance led by him are influenced.
AS COORDINATOR
✓Bring together various resources, both physical and human, for the achievement of
organizational objectives.
✓Mobilizes different resources, brings intelligent understanding and goodwill among
employers to complete work at the organization.
✓With the aid of effective communication, better plan events and programs.
 IMPORTANT ROLES OF A MANAGER
AS DELEGATOR OF AUTHORITY
✓Assign duties to the subordinates that he trusted, and delegate the authority
necessary. If they do any work independently, the subordinates may gain
confidence and be prepared for higher responsibilities.
✓Encourage employees to take up appropriate work according to their skills and
knowledge and train for the next line of executives.
✓Create proper communication system so that subordinates are able to get
regular guidance and response for the activities taken up by them.
 IMPORTANT ROLES OF A MANAGER
AS DECISION MAKER
AS A HUMAN RELATIONS PRACTIONER
✓Address workplace issues with staff.
✓Tries to get the best out of the workers, and efforts are made to boost the
organization’s efficiency.
✓Encourage employees to engage in decision making processes.
AS A SPOKESMAN OF THE ORGANIZATION
✓Acts as the organization’s spokesman.
 BEHAVIORAL MANAGEMENT
Behavioral Management is a behavioral intervention approach that is oriented
toward keeping order. This is a class therapeutic strategies for altering behavior
by modifying one or more aspects of the environment of and person.
BEHAVIOR MANAGEMENT TECHIQUES
1. Antecedent Strategies – used in an attempt to discourage or provoke a
behavior before a behavior occurs.
2. Consequent Strategies – used when a behavior happens in an attempt to
discourage a behavior from continuing and repeating, or to reinforce a behavior.
EFFECTIVE STRATEGIES OF MANAGEMENT
BY EXAMPLE
✓ Avoid Criticizing
✓ Give Honest Praise
✓ Develop Real Relationships
✓ Get in on the Action
✓ Humility is Key
 DECISION MAKING
DECISION MAKING CONCEPTS
Decision making can be seen as a problem-solving process that generates a
solution that is considered to be ideal, or at least acceptable. Consequently, it is
a mechanism that can be more or less logical or irrational and based on overt or
implicit knowledge and beliefs. Decision making involves evaluating a finite
range of alternatives that are defined in terms of evaluative criteria.
 CHARACTERISTICS OF DECISION-MAKING
✓ Objectives have to be set first.
✓ Requirements must be graded and placed in order of importance.
✓ We need to build alternate acts.
✓ The alternatives must be measured against all targets.
✓ Tentative decision is an option which can accomplish all the objectives.
✓ The tentative decision is evaluated for more possible consequences.
✓ The preliminary decision is reviewed for more potential implications.
✓ Decisive action taken and further action is taken to avoid any negative effects from being
issues and to continue all processes all over again.
✓ There are usually followed steps leading to a decision model that could be used to assess an
optimal production schedule.
 DECISION-MAKING TECHNIQUES
Decision making techniques can be separated into two broad categories:
1. Group Decision-Making Techniques – also known as “Collaborative Decision-
Making”
2. Individual Decision-Making Techniques – Individual decision-making
techniques can also often be applied by a group.
 DECISION MAKING APPROACHES A
CONSEQUENCE OF PERSONALITY
Any of our emotional and thought processes can be defined by personality, so
it’s natural to assume that our preferred approach to decision making is a
feature of our personality. There’s ample proof that our personality develops
over time and evolves. This may also imply changes in personality result from
our approach to decision taking that contribute to improvements in our thought
process.
 SUGGESTIONS FOR IMPROVEMENT
❑Rational or Analytic Decision Makers
✓ Have ready a decision-making process that you know works.
✓ Jump directly through a decision-making phase without having to postpone deciding the steps
you will be taking.
❑ Intuitive Decision Maker
✓ Ask or accept broad questions well in advance of a decision.
✓ Increasing reflection. Experiences are interpreted and applied (simulate)
❑ Random or Chance Decision Maker
✓ Improve awareness and appreciation.
✓Apply KNOW HOW. (understanding good opportunities)
 SIMILAR DECISION-MAKING
❑GOFER
G- OALS Clarification: Survey values and objectives.
O- PTION Generation: Consider a wide range of alternative actions.
F- ACTS –Finding: Search for information
Consideration of EFFECTS: Weigh the positive and negative consequences of the
options.
R- EVIEW and Implementation: Plan how to review the options and implement
them.
 SIMILAR DECISION-MAKING
❑DECIDE
D-EFINE the problem
E- STABLISH or ENUMERATE all the criteria
C-ONSIDER or COLLECT all the alternatives
I- DENTIFY the best alternative
D- EVELOP and implement a plan of action
E- VALUATE and monitor the solution and examine feedback when necessary.
DECISION MAKING MODELS IN CRIMINAL JUSTICE
For criminal justice, decision-making requires more than studying the rules and
applying them to individual cases. Decisions are based n discretion, that is, the
exercise of human judgment in order to make decisions about alternative
courses of action.
Professionals in criminal justice have a little time to make important decisions
which may be the different between life and death. While there is no decision-
making process that is fool proof, training, conditioning, and practice among
criminal justice leadership can help these professionals react more rationally
and strategically in the heat of the moment.
DECISION MAKING CHALLENGES FOR CRIMINAL JUSTICE PROFESSIONALS
Events o over exposure, which are characterized as unpredictable, erratic,
volatile and under conditions of high stress, impair the capacity of criminal
justice professional to make a reasonable, rational decision. Criminal justice
practitioners will experience a lag period in their decision-making skills during
these events. Many obstacles called psychological prisons may also have a
negative impact on the willingness of a police officer to take decisions.
 THE CONSEQUENCES OF MAKING THE
WRONG DECISION
▪ Loss of Life.
▪ Departmental or Jurisdictional administrative costs.
▪ Negative media attention and public opinion.
▪ Demotion in position and/or loss of Job.
▪ Post-traumatic stress disorder (PTSD), family problems and other psychological
concerns.
 FOUR STYLE OF DECISION-MAKING
1. DIRECTIVE DECISION-MAKING - very rational and have little tolerance for
uncertainly. Instead o f going to others for more detail, their decisions are
rooted in their own intelligence. Experience and reasoning.
2. ANALYTICAL DECISION-MAKING – before taking action, strategic decision-
makers analyze a lot of detail. Analytical leader relies on direct observation,
data, facts to back their decision.
3. CONCEPTUAL DECISION-MAKING – compared wit the guideline or empirical
approaches.(process of more collaboration). Promote innovated thinking and
teamwork and take a wide variety of viewpoints into consideration.
4. BEHAVIORAL DECISION-MAKING – decision-seek to make sure that everyone
is working together well.
 THE CONDITION ACCEKERATING OR HINDERING THE
SALIENCE OF CROSS-CULTURAL DIFFERENCES IN
DECISION MAKING
1. PRIMING – the automatic cognition literature indicates behavior is influenced
by exposure to elements of the social environment in a manner that occurs
below consciousness or purpose.
2. TIME PRESSURE – cultural and personal information is accessible to all
through cultures. Cultural awareness is therefor available even a heavy
cognitive load of work.
3. PEER PRESURE
 UNDERSTANDING ADMINISTRATION
WHAT IS ADMINISTRATION – refers to actions which are concerned with
coordinating and managing an organization or organization’s work. There is also
administration government, charities, and many other form of organizations.
Administration is the performance of tasks needed to operate an agency for
general purposes. It can have a function of course, or of policy. Example
companies change their plan, it is the duty of administrative personnel to make
appropriate communication adjustments to end the previous policy and begin
enforcing the new direction.
 THE BASIC FUNCTION OF
ADMINISTRATION
a. PLANING
b. ORGANIZING
c. DIRECTING
d. CONTROLING
 PRINCIPLES OF ADMININTRATION
1. PLANING
2. ORGANIZING
3. UNITY OF COMMAND
4. HIERARCHICAL TRANSMISSION OF ORDERS
5. SEPARATION OF POWERS, AUTHORITY, SUBORDINATION, RESPONSIBILITY AND COTROL
6. CENTRALIZATION
7. DISCIPLINE AND ORDER
8. MEETING AND REPORTS
9. ACCOUNTING
 WHAT IS AN ADMINISTRATOR?
An administrator is a person who makes sure an organization is running at full
capacity. Their particular role depend on the form of company, organization, or
agency they operate in An administrator may be someone assigned to oversee
an organization for its affairs.
 WHAT MAKES A GOOD ADMINISTRATOR?
To be a good administrator, a person must be:
a. Deadline-driven and possess a high level of organization.
b. Capable of balancing multiple tasks simultaneously and delegate when
appropriate.
c. Capable of planning and have the ability to think strategically.
d. An excellent communicator, both in person and in writing.
e. Always looking for opportunities to improve productivity in the organization.
 HOW TO HANDLE TYPICAL
ADMINISTRATIVE CHALLENGES
1. VACATIONS
2. LEAVE OF ABSENCE
3. BUSY SEASONS AND SPECIAL PROJECTS
4. THE UNEXPECTED LOSS OF AN EMPLOYEE OR PERSONNEL
 FOURTEEN MANAGERIAL CONCEPTS ARE:
1. DVISION OF WORK 8. CENTRALIZATION
2. AUTHORITY 9. SCALAR CHAIN
3. DISCIPLINE 10. ORDER
4. UNITY OF COMMAND 11. EQUITY
5. UNITY OF DIRECTION 12. STABILITY OF TENURE OF
PERSONNEL
6. SUBORDINATION OF INDIVIDUAL
INTEREST TO THE GENERAL 13. INITIATIVE
INTEREST
14. ESPRIT DE CORPS
7. REMUNERATION OF PERSONNEL