Organizational configuration affects a number of management components, both hard and soft. Hard components include: organizational structure, strategy and control, and soft components are: organizational culture, organizational learning, leadership, motivation, organization power, organizational change, rewarding employees, evaluating performance and connection between individual and organization. Therefore, it can be said that organizational configuration affects organizational culture. The organizational configuration creates a framework in which a specific type of organizational culture is applied. For an organization to be successful in achieving its goals, there needs to be a high degree of agreement between the chosen model of organizational configuration and the type of organizational culture. Therefore, each model of organizational configuration corresponds with a precisely defined type of organizational culture, because only in that way organization will avoid problems in its functioning. This paper is an exploratory type, which means that it will create assumptions about the degree of agreement between specific models of organizational configurations and certain types of organizational cultures. In this paper, based on theoretical implications, assumptions are created about the degree of agreement of Mintzberg's models of organizational configurations, which are re cognized in the literature as Mintzberg's basic types of configurations and typologies of organizational cultures according to Cameron and Quinn, better known as the competing value model. Situational elements that form models of organizational configurations according to Mintzberg and the dimensions on the basis of which are performed the typology of organizational cultures according to Cameron and Quinn are taken into account.

In today's dynamic business environment conditions, the socially responsible business occupies a special place. Socially responsible companies are more sensitive to the needs and expectations of the most important stakeholder groups: shareholders, employees, customers and the community. In addition to socially responsible companies working in accordance with the needs and expectations of mentioned groups, they can achieve many other benefits from corporate social responsibility: gain a better reputation and image in the market, attract quality human resources, attract many investors, etc. Application of socially responsible business in companies requires from managers proactive approach, stakeholders orientation and ethical behavior in making business decisions. When we talk about socially responsible business, in theory, there are three types of managers: immoral, amoral and moral type. Immoral type of managers actively opposes what is considered correct or ethical. The amoral type of managers is neither immoral nor moral. Their main characteristic is that they are not too sensitive to the fact that their business decisions can affect others. The moral type of managers uses ethical norms and adhere to high standards of good behavior. This paper researched the dominant type of managers, from the aspect of socially responsible business, in large private companies in the Federation of Bosnia and Herzegovina. The research determined that managers, who are not too sensitive to the fact that their business decisions can have harmful consequences for others, are the dominant type of managers in large private companies in the Federation of Bosnia and Herzegovina. The research was proven on 63 large private companies in the Federation of Bosnia and Herzegovina.

Corporate social responsibility implies the company's commitment to create and implement business strategies and activities in harmony with the environment and ethical behaviour towards stakeholders. Employees belong to the important interest groups and resources of every company, because their actions directly affect business results. The paper presents activities of corporate social responsibility towards employees. Employee motivation is important because it directly affects the productivity of workers , which further has consequences on the business results of the company. Employee motivation changes in the action of various factors from the employee's environment , inside and outside the work environment. In this paper, corporate social responsibility will be presented as a factor related to employee motivation. The main goal of this paper is to examine the relationship between corporate social responsibility and employee motivation and the possible connection between socially responsible activities toward employees and their motivation. The research will be conducted by examining the attitudes of managers about the connection between socially responsible business and motivation, because managers make decisions about employees within their work activities. The sample includes managers of large Bosnian companies.