Recommended
More Related Content
Similar to The influence factor of voteTeam member Probl.docx
Similar to The influence factor of voteTeam member Probl.docx (20)
More from jmindy
More from jmindy (20)
Recently uploaded
Recently uploaded (20)
The influence factor of voteTeam member Probl.docx
- 1. The influence factor of vote Team member: Problem description 2 we evaluate the effect of age, gender, whether an individual actually received and listened to the entire call and whether busy or not on voting. Dataset 3 European Election Database. Data Source Website Sampling Method
- 2. https://nsd.no/european_election_database/ Random Sampling; n=188 Questions of interest 4 Is there an association between gender and whether an individual vote or not? Is there an association between age and whether an individual vote or not? Is there an association between whether an individual actually received and listened to the entire call and whether he/she vote or not? Is there an association between County and individual’s county development degree and whether he/she vote or not? Analysis to be completed 5 Qualitative variables Bivariate variables Correlation : vote and gender Chi-square test: vote and gender Regression Analysis: vote and age Correlation
- 3. Main Variables 6 Vote: binary variable. Whether an individual vote or not. Age: age of an individual. Female: equal to 1 for female and 0 for male. Contact: equal to 1 for people who actually received and listened to the entire call encouraging you to vote. County: the development degree of the voter’s county. Univariance analysis —— Age 7 Univariance analysis —— County 8 Univariance analysis —— Vote and Age
- 4. 9 1 Correlation Analysis 2 Regression Analysis Correlation = 0.3134 The correlation between vote and age is positive and median The fitting equation is not significant. Univariance analysis —— Vote and Gender 10 1 Correlation Analysis 2 Chi-square test: vote and gender Correlation = 0.3134 The gender and vote is independent. The correlation between vote and gender is positive and median. Univariance analysis —— Vote and Contact
- 5. 11 1 Correlation Analysis 2 Chi-square test: vote and contact Correlation = 0.1193 The correlation between vote and gender is positive and weak Univariance analysis —— Vote and County 12 1 Correlation Analysis 2 Regression Analysis Correlation = -0.15787 The correlation between vote and county is negative. Fitting equation: Vote = 0.7837 – 0.0026*County
- 6. Conclusion 13 1 There is no significant association between gender and whether an individual vote or not. The gender and vote is not dependent and the correlation between vote and gender is positive and median 2 there an positive and weak association between whether an individual actually received and listened to the entire call and whether he/she vote or not. The correlation between vote and county is negative, the better the county’s develop, the more voters. THANKS Chapter 11: Managing Organizational Change and Crises Introduction In this ever-changing global economy, organizational change is inevitable
- 7. Productively managing change by drawing on the strengths of an organization keeps them healthy and able to adapt to the environment Organizational Change Case Study: Merger Mayhem New Zest Manufacturing CEO Jeremy called a special meeting of management Rumors of a potential merger and branch closings made the atmosphere tense Jeremy was known for “doing more with less” so downsizing was a top concern for the managers Why people are afraid of changes? What problems may arise by downsizing? • Is there any good suggestions to ease the conflict by downsizing? Downsizing A common yet often-overlooked change in organizations, with unintended costs Employees who survive the layoffs often: Voluntarily leave the company for better options View the organization as unstable Experience enhanced workloads, leading to burnout Organizations often struggle to hire new talent and lose employees with organizational knowledge Several key steps should be followed before making the decision to downsize Critical Thinking Questions - Downsizing How does the term “survivor” help us to understand the experiences of individuals after a downsizing has occurred?
- 8. Identifying the Change Process Tim Brown (2009) suggests the thought process should go something like this: Begin at the beginning Take a human-centered approach Fail early; fail often Get professional help Share the inspiration Blend big and small projects Budget to the pace of innovation Laying the Foundation for Change When organizations face change, how that change is framed can have a tremendous impact on whether employees buy into the change Laying the proper foundation is vital for creating a sense of commitment to the change Employees will be more likely to be committed to the change if they are able to move beyond simple adaptation and acceptance to understanding and a sense of control Implementing Change Organizations implementing change that have the attitude that everyone is on the team and has the potential to contribute ideas will often find that employees “in the trenches” will have knowledge and insight based on observation and experience that just might improve the process Relying on the employees doing the job to offer suggestions is
- 9. likely to improve the process as well as create a greater sense of commitment on the part of the employee Evaluating Change Outcomes Organizations can reevaluate and change again if it isn’t working Just because an organization has changed something, perhaps even based on extensive research, doesn’t mean that the organization has to accept the results of that change Evaluation is vital Organizational Learning A successful organization is a learning organization For the organization to learn, though, there must be an attitude that recognizes the value of all team members – from the custodial staff to the CEO Just as important, there needs to be an effective system of communication The type of communication may take different forms, depending on the culture of the organization, but there must be a system in place In addition, the attitude of the organization should be one that fosters creative thinking at all levels Critical Thinking Questions – Change How might an organization’s culture influence change
- 10. processes? Can you think of examples of types of organizations that seem to be “learning organizations”? Crisis and Change Case Study: Takata Airbags Multiple deaths occurred as a result of problematic Takata airbags in Toyota vehicles Multiple rounds of recalls culminated in 31 million recalls in eight years, including those from other manufacturers How an organization communicates in a crisis can be a life-and- death matter What should Takata have done? What ethical concerns do you have about this crisis? Organizational Crisis “A low-probability, high-impact event that threatens the viability of the organization and is characterized by ambiguity of cause, effect, and means of resolution, as well as by a belief that decisions must be made swiftly” (Pearson & Clair, 1998, p. 60) Organizations typically either try to keep crisis from occurring in the first place, or try to soften the impact when crisis does occur Five stages of crisis include signal detection, preparation/prevention, containment/damage litigation, recovery, and learning Crisis Communication Plan Plans should be proactive, specifically: Identify a crisis team
- 11. Develop key messages for internal and external publics Designate a spokesperson and backup Have a system to monitor communication about the organization Have a postcrisis review plan In addition to correcting the issue, crisis communication should also reduce tension, be ethical, control information flow, and manage the recovery Crisis Communication and Image Image can be impacted positively or negatively as a result of a crisis The way a mistake is resolved, and what the organization learns in the process, is important Examples: BP Deepwater Horizon oil spill JetBlue Crisis Communication Should Be Dynamic Leaders must adapt communication to the changing environment and stakeholder concerns Leaders must continually assess the situation, environment, and changing variables is necessary Leaders must remain consistent in organizational values Context Matters For-Profit Organizations Longer processing times can create both negative and positive crisis situations for larger corporations Family Entrepreneurship Less time required to deal with change and crisis, but potential
- 12. for big differences for the organization Nonprofit Organizations Very specific missions create potential change challenges Government Sector Resistance to change may take a more political form Chapter 10: Managing Conflict Introduction Workplace conflicts are often not productive Take time away from one’s job Take time away from providing customer service Strained emotion often lingers Conflict can lead to innovation and creativity Conflict must be managed – not ignored Conflict Defined An expressed struggle between at least two interdependent parties, who perceive incompatible goals, scarce rewards or resources or expectations that are not being met, and interference from the other party or parties in achieving their goals Conflict vs. Difference of Opinion Interdependent parties Incompatible goals
- 13. Interference If we perceive something, we will often act as if it is true Managing Conflict Dimensions of Conflict History: experiences with the party or other conflicts Source: can be the other person or something less personal Perceptions: assumptions and prejudices often make us think something is true even if it is not Emotions: controlling emotions in a positive manner can lead to positive conflict resolution Behavior: good, controlled behavior can move us toward positive results Effective vs. Dysfunctional Responses Differentiation: “Parties raise the conflict issues and spend sufficient time and energy clarifying positions, pursuing the reasons behind those positions, and acknowledging their differences stage determines differences” (Stutman, 2009, p. 14) Opportunities to develop understanding during this stage Case Study: Zest Manufacturing Wars A small group of managers met for their weekly meeting, and conflict arose Two managers were at odds because both failed to ask for rationale and allowed their emotions to flare A third manager facilitated a conversation to help both parties see how to resolve the conflict Perception was key; both managers perceived that the other was questioning their ability to do their job
- 14. Have their been times when emotion influenced your perception of something? Did it help or hurt? Conflict Within the Organization Personality conflicts: arise out of differences in the collection of qualities that make people who they are but that also don’t meet our expectations Role confusion: lack of clarity over expectations of our position or fulfilling our job duties Intragroup conflict: conflict within a group Intergroup conflict: conflict between two or more groups Intraorganizational conflict: conflict within an organization Critical Thinking Questions - Conflict Why does conflict often escalate so quickly? In today’s modern society, what other potential sources of conflict within organization can you think of? Styles of Dealing with Conflict Avoiding Those who prefer avoidance recognize a conflict exists, but tend to want to withdraw from, ignore, or suppress it Low concern for satisfying concerns of themselves or others Can be useful when issues are trivial, there is no chance of satisfying your concerns, or disruption outweighs benefits of resolution Competing
- 15. Individuals who use competition place their own concerns as more important than the concerns of others “I win, you lose” approach Can work when quick action is necessary Can spur creativity and innovation Can lead to one-sidedness and harmful for building trust Accommodation The opposite of competing Putting one’s needs and concerns aside in order to focus on concerns and needs of others Useful when one is wrong about an issue, or an issue is far more important to others, maintaining cooperation as a goal Compromise Often considered the best strategy because it is in the middle of the grid Both parties get something without excessive disruption Balance of loss and gain can be useful and seen as fair Often leaves both parties feeling dissatisfied Collaboration Ideal because of a high concern for needs of all parties involved Win-win result is the goal Collaborative people help to solve problems by being creative and looking for joint gains Trust is an important component of collaborative processes Strategic Objectives We need to consider the importance of the relationship as well as our goals and desires as we decide which tactic to use Managing conflict requires the ability to recognize the tactics of
- 16. others and adjust our own tactics to complement and/or counter the other party in an effort to achieve the final goal Organizational Conflict and Power Power can determine: How conflict gets resolved What goals a group will pursue How a group’s resources will be distributed Many conflicts have asymmetrical power Forms of Power Formal power is based on an individual’s position in an organization: Coercive power Reward power Legitimate power Personal power is derived from one’s unique characteristics: Expert power Referent power Critical Thinking Questions - Power Consider conflicts in which you have been involved where power has been used by either yourself or the other party Was power used in a productive way? How did the parties to the conflict feel after power was used? Third Party Intervention
- 17. • In the following three special types of organizational conflicts, it is necessary to bring in a third party. Whistle-blowing, sexual harassment, discrimination • To deal with conflicts via third party intervention: Negotiation Mediator Arbitration (conventional interest arbitration, final offer arbitration) Judicial approach Case Study- Email Fiasco Phil is unhappy with the hiring of new manager Marshall, and the promotion of Trish Marshall suggested changing the inventory process, and Trish supported it while Phil did not Marshall sent an email to the entire company that derided both Trish and Phil What types of conflict exist in this case? What other issues contributed to this conflict situation? Conflict Outside: Dealing with an Angry Public When conflict has moved outside the organization and we are dealing with a potentially angry public, remember there are some key variables to consider in our response: What are the facts of the situation? What emotions are driving the publics’ perception? What are the contextual variables that create and sustain the crisis? What are/should be the organizational actions taken in response to the critical event(s)? Organizations must recognize the various emotions involved and seek to “step into the shoes” of others and understand their varying perspectives
- 18. Context Matters For-Profit Organizations Dealing with conflict takes time, which can be both positive and negative Family Entrepreneurship Conflict can be dealt with more quickly but can also infect an entire organization faster Nonprofit Organizations Presence of volunteers complicates conflict processes Government Sector Unique rules and guidelines may produce additional interorganizational conflicts Sheet6SUMMARY OUTPUT回归统计Multiple R0.157872585R Square0.0249237531Adjusted R Square0.0196530707标准误差0.47904705观测值187方差分析dfSSMS FSignificance F回归分析11.08518287521.08518287524.72875258350.03093165 97残差18542.45492407670.2294860761总计18643.5401069519Co efficientsStandard deviationt StatP-valueLower 95%Upper 95%Intercept0.78370.07859.98860.00000.62890.9385County- 0.00260.0012-2.17460.0309-0.0049-0.0002 Sheet2personsvoteagefemalecontactcounty0.313412934- 0.1578725851149118821830075ActualExpected30600060voteN ot votevoteNot vote40511065female6843111female69.301587301641.69841269 8411150420147male502878male48.698412698429.30158730167 86174111811871189118711897074119780671188Chi- Squared91680178voteNot vote101511027female0.02444575330.04062815330.0650739066