The document provides two sets of inventory used to measure various constructs related to organizational citizenship behavior of globally distributed software teams. The first set contains instruments measuring constructs like organizational citizenship behavior, organizational justice, role efficacy, and satisfaction with outcomes. These instruments have reported reliabilities over 0.70. The second set is a fully developed version of the inventory used for a study on the mediating effect of organizational justice, and has reported reliability over 0.90. The inventory was used to ascertain opinions of globally distributed employees across 30 countries on the research topic.
Improve Performance. Increase Responsibility and Accountability. Build Agile, Capable Teams. Realize the Greatness in People. Be More Inspired. - See more, including free resources and videos at: http://www.degreesofstrength.com
At TaxiForSure, we have been able to attract terrific talent since our inception. Our Culture is the core of our DNA. We believe that our Culture is what will give our company, and our people, success in the long run. Just as the way we would like to revolutionize the way people commute, we would like to use our Culture to revolutionize the way our teams communicate and align. This is what will help us attract the right people and bind us as a team during our journey of explosive growth.
Improve Performance. Increase Responsibility and Accountability. Build Agile, Capable Teams. Realize the Greatness in People. Be More Inspired. - See more, including free resources and videos at: http://www.degreesofstrength.com
At TaxiForSure, we have been able to attract terrific talent since our inception. Our Culture is the core of our DNA. We believe that our Culture is what will give our company, and our people, success in the long run. Just as the way we would like to revolutionize the way people commute, we would like to use our Culture to revolutionize the way our teams communicate and align. This is what will help us attract the right people and bind us as a team during our journey of explosive growth.
Communication Theory – Comm 300 F’14Task 4 – Mid-point Test – We.docxmonicafrancis71118
Communication Theory – Comm 300 F’14
Task 4 – Mid-point Test – Week 5 (6 pages)
Due in your Assignment folder by 11:59 p.m. ET Sunday, Week 5
Save the test as an MS Word document with the following filename: Test_Yourlastname
Your name: ____________________________
Part I. Match the term to its definition. The terms come from Chapters 1-4 of the course textbook. (20 points – 1 point each)
Answer
Term
Definition
symbol
1.positivistic, value-neutral study of phenomena
environment
2. transmitter of a message
public communication
3. studying cause-effect relationships
feedback
4. term often used in organizational communication to show rankings among people
semiotics
5. Research moving from theory to specific cases
narrow theory
6. arbitrary label or representation of phenomena
Socio-psychological research
7. tries to explain all aspects of communication behavior in a manner that is universally true
mediated communication
8. verbal and nonverbal responses to a message
nominal concept
9 Research moving from specific cases to theory
channel
10. looking broadly at the systematic processes of communication
validity
11. Usually, a speech given by a person to a live, present audience.
critical scholarship
12. research observations and measurements accurately capture and report on a real-world phenomenon
deduction
13. Rapidly changing context for communication
grand theory
14. ideas or phenomena that are not directly observable
source
15. study of signs and how they change meaning over time
cybernetic tradition
16. a person talking to him or herself
inductive
17. studies certain people in certain situations
hierarchy
18. questions social power relationships
empirical
19. situation or context where communication occurs
Intrapersonal communication
20. visual, aural, tactile, etc. pathways of communication
Page 2
Part II. Multiple Choice Questions. These questions relation to your assigned reading in Weeks 2, 3 & 4 (5 points – 1 point each). Highlight the correct answer.
1. Which of the following is an assumption of Cognitive Dissonance Theory?
a. human beings desire inconsistency in their cognitions
b. dissonance is created by physiological discomfort
c. dissonance is an aversive state that drives people to change attitudes and/or behaviors
d. none of the above
2. All of the following are assumptions about Uncertainty Reduction EXCEPT
a. it is unreasonable to attempt to predict people's behavior in a lawlike fashion
b. uncertainty is an aversive state, generating cognitive stress
c. people experience uncertainty in interpersonal settings
d. when strangers meet, they want to reduce their uncertainty and increase their predictability
3. At the heart of Social Penetration Theory is self-disclosure. All of the following statements about self-disclosure are true EXCEPT
a. nonintimate relationships typically progress to an intimate level without engaging in self disclosure
b. self-disclosure can be strategic, which mean.
This presentation contains a list of close to 180 questions under 11 HR / Organisational drivers which can impact an employee.
The questions are highly objective in nature and leave no room for assumptions.
Please leave your feedback for improvisation and further updates.
Communication Theory – Comm 300 F’14Task 4 – Mid-point Test – Week.docxfathwaitewalter
Communication Theory – Comm 300 F’14
Task 4 – Mid-point Test – Week 5 (6 pages)
Due in your Assignment folder by 11:59 p.m. ET Sunday, Week 5
Save the test as an MS Word document with the following filename:
Test_Yourlastname
Your name:
____________________________
Part I. Match the term to its definition
.
The terms come from Chapters 1-4 of the course textbook. (20 points – 1 point each)
Answer
Term
Definition
symbol
1.positivistic, value-neutral study of phenomena
environment
2. transmitter of a message
public communication
3. studying cause-effect relationships
feedback
4. term often used in organizational communication to show rankings among people
semiotics
5. Research moving from theory to specific cases
narrow theory
6. arbitrary label or representation of phenomena
Socio-psychological research
7. tries to explain all aspects of communication behavior in a manner that is universally true
mediated communication
8. verbal and nonverbal responses to a message
nominal concept
9 Research moving from specific cases to theory
channel
10. looking broadly at the systematic processes of communication
validity
11. Usually, a speech given by a person to a live, present audience.
critical scholarship
12. research observations and measurements accurately capture and report on a real-world phenomenon
deduction
13. Rapidly changing context for communication
grand theory
14. ideas or phenomena that are not directly observable
source
15. study of signs and how they change meaning over time
cybernetic tradition
16. a person talking to him or herself
inductive
17. studies certain people in certain situations
hierarchy
18. questions social power relationships
empirical
19. situation or context where communication occurs
Intrapersonal communication
20. visual, aural, tactile, etc. pathways of communication
Page 2
Part II. Multiple Choice Questions.
These questions relation to your assigned reading in Weeks 2, 3 & 4 (5 points – 1 point each).
Highlight
the correct answer.
1.
Which of the following is an assumption of Cognitive Dissonance Theory?
a.
human beings desire inconsistency in their cognitions
b.
dissonance is created by physiological discomfort
c.
dissonance is an aversive state that drives people to change attitudes and/or behaviors
d.
none of the above
2.
All of the following are assumptions about Uncertainty Reduction EXCEPT
a.
it is unreasonable to attempt to predict people's behavior in a lawlike fashion
b.
uncertainty is an aversive state, generating cognitive stress
c.
people experience uncertainty in interpersonal settings
d.
when strangers meet, they want to reduce their uncertainty and increase their predictability
3.
At the heart of Social Penetration Theory is self-disclosure. All of the following statements about self-disclosure are true EXCEPT
a.
nonintimate relationships typically progress to an intimate level without engaging in self disclosure
b.
self-disclosure can be st.
Due Finals weekContent 3-4 + cover and refrence page = 5-6.docxsagarlesley
Due Finals week
Content 3-4 + cover and refrence page = 5-6
· In text citation
INDIVIDUAL FINAL PAPER (100 points)
· 5-7 pages; including cover page and references page (abstract not necessary for this paper)
· APA Format - Double-spaced - appropriate headers - use in-text citations/references where necessary
· Sections to include:
· Introduction (this should introduce your paper - what the paper is going to tell the reader)
· Analysis of Organizational Behavior (this should include an analysis of the final presentation created with your group.
· Compelling Components - Things I Found Most Interesting
· Difficult Components - Things I Didn't Fully Understand
· How I May Utilize What I've Learned in my Career
Graded on the ability to describe and synthesize what you've learned throughout the course and how you might utilize this new knowledge in the business world. Grammar, spelling, and format (neatness) are taken into consideration.
Example: A 5 page paper with some grammatical and spelling errors with no more than answers to the questions and little synthesizing would result in a C letter grade. A 7-page paper, well formatted, well thought out, grammatically correct and a couple of solid in-text citations and references to support what you're saying would result in an A letter grade.
PLEASE COMPLETE THIS IN MS WORD - There will be a spot for you to hand it in within Blackboard.
1
Running head: THE Marriage of Finance and Organization
7
THE MARRIAGE OF FINANCE AND ORGANIZATION
The Marriage of Finance and Organization: A Reflection Paper
The Marriage of Finance and Organization: A Reflection Paper
When someone encounters the word organization, first comes to mind would probably be chart-boxes, arrows, and functions. A chart represents what organization is, and how it functions. My entire course in Organizational Behavior, however, has thought me how to understand and look beyond what is seen in a chart. This paper describes what I’ve learned in the entire term including the things that I find most interesting and the things I wish to be improved on. More importantly, I am going to share how the knowledge in organization behavior will help me in the practice of my major.
Analysis of Organizational Behavior
A shared goal is the purpose why organization exists. In achieving this goal, an organization uses different techniques or methods in achieving them. Not able to do so follows the failure of the goal. It also important to note that organizational behavior does not only explain what organization is, but also gives careful elaborations on how organization works and why some fail. In this course, the importance of every member of organization is realized; that an organization’s success is not just because of a single person but how harmonious a group is. Different leadership styles, ethical performance of responsibilities, and effective motivations are just some of the few ...
Sample Items From the Multifactor Leadership (Transformational Le.docxjeffsrosalyn
Sample Items From the Multifactor Leadership (Transformational Leadership questionnaire)
Questionnaire (MLQ) Form 5X-Short
These questions provide examples of the items that are used to evaluate
leadership style. The MLQ is provided in both Self and Rater forms. The Self
form measures self-perception of leadership behaviors. The Rater form is
used to measure leadership. By thinking about the leadership styles as exemplified
below, you can get a sense of your own belief about your leadership.
Key: 0 = Not 1 = Once in 2 = Sometimes 3 = Fairly 4 = Frequently,
at all a while often if not always
Transformational Leadership Styles
Idealized Influence I go beyond self-interest for the good 0 1 2 3 4
(Attributes) of the group.
Idealized Influence I consider the moral and ethical 0 1 2 3 4
(Behaviors) consequences of decisions.
Inspirational I talk optimistically about 0 1 2 3 4
Motivation the future.
Intellectual I reexamine critical assumptions 0 1 2 3 4
Stimulation to question whether they
are appropriate.
Individualized I help others to develop 0 1 2 3 4
Consideration their strengths.
Transactional Leadership Styles
Contingent Reward I make clear what one can expect 0 1 2 3 4
to receive when performance
goals are achieved.
Management by I keep track of all mistakes. 0 1 2 3 4
Exception: Active
Passive/Avoidant Leadership Styles
Management by I wait for things to go wrong before 0 1 2 3 4
Exception: Passive taking action.
Laissez-Faire I avoid making decisions. 0 1 2 3 4
Authentic Leadership Self-Assessment Questionnaire
Instructions: This questionnaire contains items about different dimensions of
authentic leadership. There are no right or wrong responses, so please answer
honestly. Use the following scale when responding to each statement by writing
the number from the scale below that you feel most accurately characterizes
your response to the statement.
Key: 1 = Strongly 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly
disagree agree
1. I can list my three greatest weaknesses. 1 2 3 4 5
2. My actions reflect my core values. 1 2 3 4 5
3. I seek others’ opinions before making up my own mind. 1 2 3 4 5
4. I openly share my feelings with others. 1 2 3 4 5
5. I can list my three greatest strengths. 1 2 3 4 5
6. I do not allow group pressure to control me. 1 2 3 4 5
7. I listen closely to the ideas of those who disagree with me. 1 2 3 4 5
8. I let others know who I truly am as a person. 1 2 3 4 5
9. I seek feedback as a way of understanding who I really am 1 2 3 4 5
as a person.
10. O ther people know where I stand on controversial issues. 1 2 3 4 5
11. I do not emphasize my own point of view at the expense 1 2 3 4 5
of others.
12. I rarely present a “false” front to others. 1 2 3 4 5
13. I accept the feelings I have about myself. 1 2 3 4 5
14. My morals guide what I do as a leader. 1 2 3 4 5
15. I listen very carefully to the ideas of others before 1 2 3 4 5
making decisions.
16. I admit my mistakes to others. 1 2 3 4 5
Scoring
1. S um the response.
ETHICAL DECISIONSMOD 4Start by reading and following these ins.docxelbanglis
ETHICAL DECISIONS
MOD 4
Start by reading and following these instructions:
1. Quickly skim the questions or assignment below and the assignment rubric to help you focus.
2. Read the required chapter(s) of the textbook and any additional recommended resources. Some answers may require you to do additional research on the Internet or in other reference sources. Choose your sources carefully.
3. Consider the discussions and any insights gained from it.
4. Create your Assignment submission and be sure to cite your sources, use APA style as required, check your spelling.
Assignment:
1. Identify a company or organization in the media or with which you are familiar that operates ethically. What are the reasons this company/organization is ethical? (You may refer to the leadership, management, products, or services of the organization.)
2. Do you believe the covenantal ethic and social contract views are realistic for large organizations like Bank of America, JPMorgan, ExxonMobil, and Citibank, or federal agencies like the FTC and the Department of Defense? Why or why not? Explain.
3. Outline some steps you would recommend for preventing future corporate scandals like Enron, WorldCom, and the subprime lending crisis based on the contents of this module.
4. My job requires that I lie every day I go to work. I work for a private investigation agency called XRT. Most of the work I do involves undercover operations, mobile surveillances, and groundwork searches to determine the whereabouts of manufacturers that produce counterfeit merchandise. Each assignment I take requires some deception on my part. Recently I have become very conscious of the fact that I frequently have to lie to obtain concrete evidence for a client. I sometimes dig myself so deeply into a lie that I naturally take it to the next level, without ever accomplishing the core purpose of the investigation.
Working for an investigative agency engages me in assignments that vary on a day-to-day basis. I choose to work for XRT because it is not a routine 9-to-5 desk job. But to continue working for the agency means I will constantly be developing new untruthful stories. And the longer I decide to stay at XRT, the more involved the assignments will be. To leave would probably force me into a job photocopying and fling paperwork once I graduate from college. Recently I was given an assignment that I believed would lead me to entrap a subject to obtain evidence for a client. The subject had applied for disability on workers’ compensation after being hit by a truck. Because the subject refused to partake in any strenuous activity because of the accident, I was instructed to fake a flat tire and videotape the subject changing it for me. Although I did not feel comfortable engaging in this type of act, my supervisors assured me that it was ethical practice and not entrapment.
Coworkers and other supervisors assured me that this was a standard “industry practice,” and that we would go out of busine ...
Diversity of Thought – what is it and how do you implement it as a Diversity initiative
Learning objective: Discuss creating an environment of diverse thinkers and improving successful business strategies
Diversity is a resource to be accessed and utilized for superior performance and innovation in part because of “more-than-one-way- thinking” which results in innovation and creates an agile workforce. Access to diversity of thought is blocked unless organizations also create an environment of fairness, non-discrimination, respect, trust and where employees feel that their voices matters. The social justice side of the diversity conversation is directly linked to the performance side, without it, Diversity of Thought is a human resource withheld. Diversity of thought allows for differing perspectives on ideas and unique insights into problems, it creates opportunities for innovation and partnerships in unexpected places where ideas will develop into newer and more forward-thinking ideas that can be implemented as successful business strategies.
At the end of this seminar, participants will be able to:
a. Identify Diversity of Thought and it’s evolution
b. Understand the challenges to creating a culture that Embraces Diversity of Thought
c. Implement and measure Diversity of Thought
d. Explore the Four Point Sequence and the Predictive model framework
. propject(Part 1 Conduct a Needs Assessment)Name of Ite.docxmarilynnhoare
. propject
(
Part 1: Conduct a Needs Assessment)
Name of Item
Description of Item
Needs Assessment
Part 1: Conduct a Needs Assessment
Minipape
r
Part 2: Analyze the Data Collected and Identify Training Needs
submit the SURVEY that you create! The OTHER elements (the three levels of the needs analysis and the METHOD you select to move forward) is the second part (your mini paper is basically a running paper of the materials you have written to date-- your MINI paper must include ALL of the other elements listed here in the NEEDS assessment).
Training and development processes begin with a needs assessment. Given the economic pressures that businesses face today, it is imperative that those needs be connected to specific organizational performance issues.
There are three different forms of analysis you will need to complete.
1.
Organizational analysis
involves determining the appropriateness of training given the organization’s business strategy, its resources available for training, and support by managers and peers for training activities.
2.
Person analysis
involves (1) determining whether performance deficiencies result from a lack of knowledge, skill, or ability (a training issue) or from a motivational or work-design problem; (2) identifying who needs training; and (3) determining employees’ readiness for training.
3.
Task analysis
identifies the important tasks and knowledge, skill, and behaviors that need to be emphasized in training for employees to complete their tasks.
Hints for a Successful Needs Assessment
As you conduct your needs assessment, you may want to consider
four potential sources of information
that may help you in your analysis. Information such as employee turnover analysis, incident reports, long-range production goals, employee satisfaction studies, and physical plant layout can tell us a lot. Examples of other documents you may wish to consider include the following.
Business documents:
Key business documents can be used to determine areas of poor performance and developmental needs. Such documents may include
1.
unit productivity reports;
2.
customer satisfaction surveys;
3.
communication survey reports; and
4.
competitive analysis reports.
DUE this WEEK part 1: Organization survey:
Questionnaires can be created that probe for areas in which systems, structures, or processes are not functioning as intended. They can be used to look toward group, departmental, or individual issues.
Potential questions include the following.
Questionnaire Questions
1.
I am involved in decisions that directly affect my job.
2.
My supervisor communicates with me on a regular basis.
3.
I clearly understand what is expected of me.
4.
I am rewarded for good performance.
5.
My opinion has been asked regarding what needs to change in my work area.
6.
I understand why the decisions that affect my job are made.
7.
My supervisor gives me information that is important to me..
Communication Theory – Comm 300 F’14Task 4 – Mid-point Test – We.docxmonicafrancis71118
Communication Theory – Comm 300 F’14
Task 4 – Mid-point Test – Week 5 (6 pages)
Due in your Assignment folder by 11:59 p.m. ET Sunday, Week 5
Save the test as an MS Word document with the following filename: Test_Yourlastname
Your name: ____________________________
Part I. Match the term to its definition. The terms come from Chapters 1-4 of the course textbook. (20 points – 1 point each)
Answer
Term
Definition
symbol
1.positivistic, value-neutral study of phenomena
environment
2. transmitter of a message
public communication
3. studying cause-effect relationships
feedback
4. term often used in organizational communication to show rankings among people
semiotics
5. Research moving from theory to specific cases
narrow theory
6. arbitrary label or representation of phenomena
Socio-psychological research
7. tries to explain all aspects of communication behavior in a manner that is universally true
mediated communication
8. verbal and nonverbal responses to a message
nominal concept
9 Research moving from specific cases to theory
channel
10. looking broadly at the systematic processes of communication
validity
11. Usually, a speech given by a person to a live, present audience.
critical scholarship
12. research observations and measurements accurately capture and report on a real-world phenomenon
deduction
13. Rapidly changing context for communication
grand theory
14. ideas or phenomena that are not directly observable
source
15. study of signs and how they change meaning over time
cybernetic tradition
16. a person talking to him or herself
inductive
17. studies certain people in certain situations
hierarchy
18. questions social power relationships
empirical
19. situation or context where communication occurs
Intrapersonal communication
20. visual, aural, tactile, etc. pathways of communication
Page 2
Part II. Multiple Choice Questions. These questions relation to your assigned reading in Weeks 2, 3 & 4 (5 points – 1 point each). Highlight the correct answer.
1. Which of the following is an assumption of Cognitive Dissonance Theory?
a. human beings desire inconsistency in their cognitions
b. dissonance is created by physiological discomfort
c. dissonance is an aversive state that drives people to change attitudes and/or behaviors
d. none of the above
2. All of the following are assumptions about Uncertainty Reduction EXCEPT
a. it is unreasonable to attempt to predict people's behavior in a lawlike fashion
b. uncertainty is an aversive state, generating cognitive stress
c. people experience uncertainty in interpersonal settings
d. when strangers meet, they want to reduce their uncertainty and increase their predictability
3. At the heart of Social Penetration Theory is self-disclosure. All of the following statements about self-disclosure are true EXCEPT
a. nonintimate relationships typically progress to an intimate level without engaging in self disclosure
b. self-disclosure can be strategic, which mean.
This presentation contains a list of close to 180 questions under 11 HR / Organisational drivers which can impact an employee.
The questions are highly objective in nature and leave no room for assumptions.
Please leave your feedback for improvisation and further updates.
Communication Theory – Comm 300 F’14Task 4 – Mid-point Test – Week.docxfathwaitewalter
Communication Theory – Comm 300 F’14
Task 4 – Mid-point Test – Week 5 (6 pages)
Due in your Assignment folder by 11:59 p.m. ET Sunday, Week 5
Save the test as an MS Word document with the following filename:
Test_Yourlastname
Your name:
____________________________
Part I. Match the term to its definition
.
The terms come from Chapters 1-4 of the course textbook. (20 points – 1 point each)
Answer
Term
Definition
symbol
1.positivistic, value-neutral study of phenomena
environment
2. transmitter of a message
public communication
3. studying cause-effect relationships
feedback
4. term often used in organizational communication to show rankings among people
semiotics
5. Research moving from theory to specific cases
narrow theory
6. arbitrary label or representation of phenomena
Socio-psychological research
7. tries to explain all aspects of communication behavior in a manner that is universally true
mediated communication
8. verbal and nonverbal responses to a message
nominal concept
9 Research moving from specific cases to theory
channel
10. looking broadly at the systematic processes of communication
validity
11. Usually, a speech given by a person to a live, present audience.
critical scholarship
12. research observations and measurements accurately capture and report on a real-world phenomenon
deduction
13. Rapidly changing context for communication
grand theory
14. ideas or phenomena that are not directly observable
source
15. study of signs and how they change meaning over time
cybernetic tradition
16. a person talking to him or herself
inductive
17. studies certain people in certain situations
hierarchy
18. questions social power relationships
empirical
19. situation or context where communication occurs
Intrapersonal communication
20. visual, aural, tactile, etc. pathways of communication
Page 2
Part II. Multiple Choice Questions.
These questions relation to your assigned reading in Weeks 2, 3 & 4 (5 points – 1 point each).
Highlight
the correct answer.
1.
Which of the following is an assumption of Cognitive Dissonance Theory?
a.
human beings desire inconsistency in their cognitions
b.
dissonance is created by physiological discomfort
c.
dissonance is an aversive state that drives people to change attitudes and/or behaviors
d.
none of the above
2.
All of the following are assumptions about Uncertainty Reduction EXCEPT
a.
it is unreasonable to attempt to predict people's behavior in a lawlike fashion
b.
uncertainty is an aversive state, generating cognitive stress
c.
people experience uncertainty in interpersonal settings
d.
when strangers meet, they want to reduce their uncertainty and increase their predictability
3.
At the heart of Social Penetration Theory is self-disclosure. All of the following statements about self-disclosure are true EXCEPT
a.
nonintimate relationships typically progress to an intimate level without engaging in self disclosure
b.
self-disclosure can be st.
Due Finals weekContent 3-4 + cover and refrence page = 5-6.docxsagarlesley
Due Finals week
Content 3-4 + cover and refrence page = 5-6
· In text citation
INDIVIDUAL FINAL PAPER (100 points)
· 5-7 pages; including cover page and references page (abstract not necessary for this paper)
· APA Format - Double-spaced - appropriate headers - use in-text citations/references where necessary
· Sections to include:
· Introduction (this should introduce your paper - what the paper is going to tell the reader)
· Analysis of Organizational Behavior (this should include an analysis of the final presentation created with your group.
· Compelling Components - Things I Found Most Interesting
· Difficult Components - Things I Didn't Fully Understand
· How I May Utilize What I've Learned in my Career
Graded on the ability to describe and synthesize what you've learned throughout the course and how you might utilize this new knowledge in the business world. Grammar, spelling, and format (neatness) are taken into consideration.
Example: A 5 page paper with some grammatical and spelling errors with no more than answers to the questions and little synthesizing would result in a C letter grade. A 7-page paper, well formatted, well thought out, grammatically correct and a couple of solid in-text citations and references to support what you're saying would result in an A letter grade.
PLEASE COMPLETE THIS IN MS WORD - There will be a spot for you to hand it in within Blackboard.
1
Running head: THE Marriage of Finance and Organization
7
THE MARRIAGE OF FINANCE AND ORGANIZATION
The Marriage of Finance and Organization: A Reflection Paper
The Marriage of Finance and Organization: A Reflection Paper
When someone encounters the word organization, first comes to mind would probably be chart-boxes, arrows, and functions. A chart represents what organization is, and how it functions. My entire course in Organizational Behavior, however, has thought me how to understand and look beyond what is seen in a chart. This paper describes what I’ve learned in the entire term including the things that I find most interesting and the things I wish to be improved on. More importantly, I am going to share how the knowledge in organization behavior will help me in the practice of my major.
Analysis of Organizational Behavior
A shared goal is the purpose why organization exists. In achieving this goal, an organization uses different techniques or methods in achieving them. Not able to do so follows the failure of the goal. It also important to note that organizational behavior does not only explain what organization is, but also gives careful elaborations on how organization works and why some fail. In this course, the importance of every member of organization is realized; that an organization’s success is not just because of a single person but how harmonious a group is. Different leadership styles, ethical performance of responsibilities, and effective motivations are just some of the few ...
Sample Items From the Multifactor Leadership (Transformational Le.docxjeffsrosalyn
Sample Items From the Multifactor Leadership (Transformational Leadership questionnaire)
Questionnaire (MLQ) Form 5X-Short
These questions provide examples of the items that are used to evaluate
leadership style. The MLQ is provided in both Self and Rater forms. The Self
form measures self-perception of leadership behaviors. The Rater form is
used to measure leadership. By thinking about the leadership styles as exemplified
below, you can get a sense of your own belief about your leadership.
Key: 0 = Not 1 = Once in 2 = Sometimes 3 = Fairly 4 = Frequently,
at all a while often if not always
Transformational Leadership Styles
Idealized Influence I go beyond self-interest for the good 0 1 2 3 4
(Attributes) of the group.
Idealized Influence I consider the moral and ethical 0 1 2 3 4
(Behaviors) consequences of decisions.
Inspirational I talk optimistically about 0 1 2 3 4
Motivation the future.
Intellectual I reexamine critical assumptions 0 1 2 3 4
Stimulation to question whether they
are appropriate.
Individualized I help others to develop 0 1 2 3 4
Consideration their strengths.
Transactional Leadership Styles
Contingent Reward I make clear what one can expect 0 1 2 3 4
to receive when performance
goals are achieved.
Management by I keep track of all mistakes. 0 1 2 3 4
Exception: Active
Passive/Avoidant Leadership Styles
Management by I wait for things to go wrong before 0 1 2 3 4
Exception: Passive taking action.
Laissez-Faire I avoid making decisions. 0 1 2 3 4
Authentic Leadership Self-Assessment Questionnaire
Instructions: This questionnaire contains items about different dimensions of
authentic leadership. There are no right or wrong responses, so please answer
honestly. Use the following scale when responding to each statement by writing
the number from the scale below that you feel most accurately characterizes
your response to the statement.
Key: 1 = Strongly 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly
disagree agree
1. I can list my three greatest weaknesses. 1 2 3 4 5
2. My actions reflect my core values. 1 2 3 4 5
3. I seek others’ opinions before making up my own mind. 1 2 3 4 5
4. I openly share my feelings with others. 1 2 3 4 5
5. I can list my three greatest strengths. 1 2 3 4 5
6. I do not allow group pressure to control me. 1 2 3 4 5
7. I listen closely to the ideas of those who disagree with me. 1 2 3 4 5
8. I let others know who I truly am as a person. 1 2 3 4 5
9. I seek feedback as a way of understanding who I really am 1 2 3 4 5
as a person.
10. O ther people know where I stand on controversial issues. 1 2 3 4 5
11. I do not emphasize my own point of view at the expense 1 2 3 4 5
of others.
12. I rarely present a “false” front to others. 1 2 3 4 5
13. I accept the feelings I have about myself. 1 2 3 4 5
14. My morals guide what I do as a leader. 1 2 3 4 5
15. I listen very carefully to the ideas of others before 1 2 3 4 5
making decisions.
16. I admit my mistakes to others. 1 2 3 4 5
Scoring
1. S um the response.
ETHICAL DECISIONSMOD 4Start by reading and following these ins.docxelbanglis
ETHICAL DECISIONS
MOD 4
Start by reading and following these instructions:
1. Quickly skim the questions or assignment below and the assignment rubric to help you focus.
2. Read the required chapter(s) of the textbook and any additional recommended resources. Some answers may require you to do additional research on the Internet or in other reference sources. Choose your sources carefully.
3. Consider the discussions and any insights gained from it.
4. Create your Assignment submission and be sure to cite your sources, use APA style as required, check your spelling.
Assignment:
1. Identify a company or organization in the media or with which you are familiar that operates ethically. What are the reasons this company/organization is ethical? (You may refer to the leadership, management, products, or services of the organization.)
2. Do you believe the covenantal ethic and social contract views are realistic for large organizations like Bank of America, JPMorgan, ExxonMobil, and Citibank, or federal agencies like the FTC and the Department of Defense? Why or why not? Explain.
3. Outline some steps you would recommend for preventing future corporate scandals like Enron, WorldCom, and the subprime lending crisis based on the contents of this module.
4. My job requires that I lie every day I go to work. I work for a private investigation agency called XRT. Most of the work I do involves undercover operations, mobile surveillances, and groundwork searches to determine the whereabouts of manufacturers that produce counterfeit merchandise. Each assignment I take requires some deception on my part. Recently I have become very conscious of the fact that I frequently have to lie to obtain concrete evidence for a client. I sometimes dig myself so deeply into a lie that I naturally take it to the next level, without ever accomplishing the core purpose of the investigation.
Working for an investigative agency engages me in assignments that vary on a day-to-day basis. I choose to work for XRT because it is not a routine 9-to-5 desk job. But to continue working for the agency means I will constantly be developing new untruthful stories. And the longer I decide to stay at XRT, the more involved the assignments will be. To leave would probably force me into a job photocopying and fling paperwork once I graduate from college. Recently I was given an assignment that I believed would lead me to entrap a subject to obtain evidence for a client. The subject had applied for disability on workers’ compensation after being hit by a truck. Because the subject refused to partake in any strenuous activity because of the accident, I was instructed to fake a flat tire and videotape the subject changing it for me. Although I did not feel comfortable engaging in this type of act, my supervisors assured me that it was ethical practice and not entrapment.
Coworkers and other supervisors assured me that this was a standard “industry practice,” and that we would go out of busine ...
Diversity of Thought – what is it and how do you implement it as a Diversity initiative
Learning objective: Discuss creating an environment of diverse thinkers and improving successful business strategies
Diversity is a resource to be accessed and utilized for superior performance and innovation in part because of “more-than-one-way- thinking” which results in innovation and creates an agile workforce. Access to diversity of thought is blocked unless organizations also create an environment of fairness, non-discrimination, respect, trust and where employees feel that their voices matters. The social justice side of the diversity conversation is directly linked to the performance side, without it, Diversity of Thought is a human resource withheld. Diversity of thought allows for differing perspectives on ideas and unique insights into problems, it creates opportunities for innovation and partnerships in unexpected places where ideas will develop into newer and more forward-thinking ideas that can be implemented as successful business strategies.
At the end of this seminar, participants will be able to:
a. Identify Diversity of Thought and it’s evolution
b. Understand the challenges to creating a culture that Embraces Diversity of Thought
c. Implement and measure Diversity of Thought
d. Explore the Four Point Sequence and the Predictive model framework
. propject(Part 1 Conduct a Needs Assessment)Name of Ite.docxmarilynnhoare
. propject
(
Part 1: Conduct a Needs Assessment)
Name of Item
Description of Item
Needs Assessment
Part 1: Conduct a Needs Assessment
Minipape
r
Part 2: Analyze the Data Collected and Identify Training Needs
submit the SURVEY that you create! The OTHER elements (the three levels of the needs analysis and the METHOD you select to move forward) is the second part (your mini paper is basically a running paper of the materials you have written to date-- your MINI paper must include ALL of the other elements listed here in the NEEDS assessment).
Training and development processes begin with a needs assessment. Given the economic pressures that businesses face today, it is imperative that those needs be connected to specific organizational performance issues.
There are three different forms of analysis you will need to complete.
1.
Organizational analysis
involves determining the appropriateness of training given the organization’s business strategy, its resources available for training, and support by managers and peers for training activities.
2.
Person analysis
involves (1) determining whether performance deficiencies result from a lack of knowledge, skill, or ability (a training issue) or from a motivational or work-design problem; (2) identifying who needs training; and (3) determining employees’ readiness for training.
3.
Task analysis
identifies the important tasks and knowledge, skill, and behaviors that need to be emphasized in training for employees to complete their tasks.
Hints for a Successful Needs Assessment
As you conduct your needs assessment, you may want to consider
four potential sources of information
that may help you in your analysis. Information such as employee turnover analysis, incident reports, long-range production goals, employee satisfaction studies, and physical plant layout can tell us a lot. Examples of other documents you may wish to consider include the following.
Business documents:
Key business documents can be used to determine areas of poor performance and developmental needs. Such documents may include
1.
unit productivity reports;
2.
customer satisfaction surveys;
3.
communication survey reports; and
4.
competitive analysis reports.
DUE this WEEK part 1: Organization survey:
Questionnaires can be created that probe for areas in which systems, structures, or processes are not functioning as intended. They can be used to look toward group, departmental, or individual issues.
Potential questions include the following.
Questionnaire Questions
1.
I am involved in decisions that directly affect my job.
2.
My supervisor communicates with me on a regular basis.
3.
I clearly understand what is expected of me.
4.
I am rewarded for good performance.
5.
My opinion has been asked regarding what needs to change in my work area.
6.
I understand why the decisions that affect my job are made.
7.
My supervisor gives me information that is important to me..
Similar to Inventory for globally distributed software teams (20)
To create and sustain an ethical organizational culture needs constant communication about the ethical values of the organization and ensuring that the behaviors of all leaders and staff members are aligned with those values this.
Individual based work structure could no longer meet the demands for smarter, faster and innovative solutions; organizations have adopted Distributed Teams
Generative AI Deep Dive: Advancing from Proof of Concept to ProductionAggregage
Join Maher Hanafi, VP of Engineering at Betterworks, in this new session where he'll share a practical framework to transform Gen AI prototypes into impactful products! He'll delve into the complexities of data collection and management, model selection and optimization, and ensuring security, scalability, and responsible use.
Dr. Sean Tan, Head of Data Science, Changi Airport Group
Discover how Changi Airport Group (CAG) leverages graph technologies and generative AI to revolutionize their search capabilities. This session delves into the unique search needs of CAG’s diverse passengers and customers, showcasing how graph data structures enhance the accuracy and relevance of AI-generated search results, mitigating the risk of “hallucinations” and improving the overall customer journey.
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
A tale of scale & speed: How the US Navy is enabling software delivery from l...sonjaschweigert1
Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
- Reduction in onboarding time from 5 weeks to 1 day
- Improved developer experience and productivity through actionable findings and reduction of false positives
- Maintenance of superior security standards and inherent policy enforcement with Authorization to Operate (ATO)
Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
- How to remove silos in DevSecOps
- How to build efficient development pipeline roles and component templates
- How to deliver security artifacts that matter for ATO’s (SBOMs, vulnerability reports, and policy evidence)
- How to streamline operations with automated policy checks on container images
Sudheer Mechineni, Head of Application Frameworks, Standard Chartered Bank
Discover how Standard Chartered Bank harnessed the power of Neo4j to transform complex data access challenges into a dynamic, scalable graph database solution. This keynote will cover their journey from initial adoption to deploying a fully automated, enterprise-grade causal cluster, highlighting key strategies for modelling organisational changes and ensuring robust disaster recovery. Learn how these innovations have not only enhanced Standard Chartered Bank’s data infrastructure but also positioned them as pioneers in the banking sector’s adoption of graph technology.
Communications Mining Series - Zero to Hero - Session 1DianaGray10
This session provides introduction to UiPath Communication Mining, importance and platform overview. You will acquire a good understand of the phases in Communication Mining as we go over the platform with you. Topics covered:
• Communication Mining Overview
• Why is it important?
• How can it help today’s business and the benefits
• Phases in Communication Mining
• Demo on Platform overview
• Q/A
Full-RAG: A modern architecture for hyper-personalizationZilliz
Mike Del Balso, CEO & Co-Founder at Tecton, presents "Full RAG," a novel approach to AI recommendation systems, aiming to push beyond the limitations of traditional models through a deep integration of contextual insights and real-time data, leveraging the Retrieval-Augmented Generation architecture. This talk will outline Full RAG's potential to significantly enhance personalization, address engineering challenges such as data management and model training, and introduce data enrichment with reranking as a key solution. Attendees will gain crucial insights into the importance of hyperpersonalization in AI, the capabilities of Full RAG for advanced personalization, and strategies for managing complex data integrations for deploying cutting-edge AI solutions.
20 Comprehensive Checklist of Designing and Developing a WebsitePixlogix Infotech
Dive into the world of Website Designing and Developing with Pixlogix! Looking to create a stunning online presence? Look no further! Our comprehensive checklist covers everything you need to know to craft a website that stands out. From user-friendly design to seamless functionality, we've got you covered. Don't miss out on this invaluable resource! Check out our checklist now at Pixlogix and start your journey towards a captivating online presence today.
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
Pakdata Cf is a groundbreaking system designed to streamline and facilitate access to CNIC information. This innovative platform leverages advanced technology to provide users with efficient and secure access to their CNIC details.
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...James Anderson
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The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
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Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...
Inventory for globally distributed software teams
1. Inventory for Globally Distributed Software Teams
By Dr. Harry CD
Contact: harrycd2011@gmail.com
The below inventory was used to ascertain the personal opinions of globally distributed
employees across 30 countries on the research topic “Organizational Citizenship
Behavior of Distributed Teams: A Study on the mediating effect of Organizational
Justice in Software Organizations”. Employees who are parts of distributed (onsite) and
collocated (offshore) teams took part in the survey. Members were asked to tick their
response using the following scale: Score 1 for never or rarely, 2 for occasionally, 3 for
sometimes, 4 for frequently, 5 for always or very frequently feeling the same way as the
statement. The reliability coefficient for the inventory was (alpha) .92.
There are two sets of inventory given below
First set is an inventory used by authors to measure the relevant constructs. All these
instruments have reported reliabilities over .70 for each dimension.
Second set is a fully developed version of the inventory used for the purpose of the
study mentioned above and have reported reliability coefficient over.90
1st Set
Organizational Citizenship Behavior (Podsakoff & MacKenzie,1989)
Altruism
1. I help my team members when they have to stretch into extended hours of
work
2. I help my team members even though they join us late into the team
3. I help team members if they struggle with lack of domain or technical
knowledge
1
2. 4. I feel new members joining in every now and then create chaos in the team
(Reverse Coded)
Conscientiousness
5. As a member of the project team, my opinion is sought.
6. I respect the rights of my project team members and consider their opinion for
making decision
7. I take steps to prevent fear of unknown affecting my team members
8. I consider it important to inform my team members of my important decisions
which may affect them.
Sportsmanship
9. I often complain about lack of onsite rotation policy in my organization
(Reverse Coded)
10. I feel managers have the buying mentality while hiring employees (Reverse
Coded)
11. I feel lack of social life causes high burn out in the team (Reverse Coded)
12. I feel assertive leadership in my organization is looked at as a shortcut route
to promotion (Reverse Coded)
General Compliance
13. I support the reasonable demands of my project team
14. Never take long leaves that affect workflow and productivity of my team
members
15. I update my team members regularly on the status of the project
2
3. 16. Obey company rules and regulations even when I am away from corporate
Civic Virtue
17. I keep abreast of the requirement changes in the project team
18. Even though late night or delayed calls, I attend meetings in spite of personal
inconvenience
19. Attend all client relationship meetings even though they don’t impact business
20. My organization updates the company trends
Organizational Justice (Colquitt, 2001)
Procedural Justice
1. My organization considers my views on the procedures of work shared between
team members
2. I am able to influence the outcomes of the procedure applied to my team
3. My organization is consistent in applying procedures for selection of onsite
employees
4. My organization procedure does not discriminate (is not biased) between onsite
and offshore employees
5. Resources exchange procedures in my organization are well defined
6. Discontentment on the processes affecting my assignment can be appealed
7. My organizational procedures upheld ethical standards of employees both onsite
and offshore
3
4. Distributive Justice
8. I do not get credit for my work (Reverse Coded)
9. My assignment gave me relatively Inadequate Compensation (Reverse Coded)
10. The amount of work that I do, does not reflect my pay (Reverse Coded)
11. A typical job role for long years deprives me of a promotion (Reverse Coded)
Interactional Justice
12. I am treated in a polite manner irrespective whether I am at onsite or offshore
13. I am treated with respect in my place of work
14. My organization treats me with dignity in spite of my work / employment status
15. Employees in my organization face more harassment
Informational Justice
16. My roles and responsibilities as a distributed member have been explained
thoroughly
17. Explanation about procedures adopted for distributing team members is
reasonable
18. My role in my team is communicated to me
19. The communication I get, at onsite or offshore, satisfies my personal and specific
needs
20. Talking to my bosses’ boss was perceived as a threat by the immediate boss.
(Reverse Coded)
Perceived Organizational Support (Moorman, Blakely, Niehoff,1998)
1. My organization values my contribution to its Well-being.
2. My organization shows a great deal of concern for me.
3. My organization cares about my opinions.
4
5. 4. My organization cares about my general satisfaction at work.
5. In my organization good work done is appreciated
6. My organization takes pride in my accomplishments at work.
7. My organization appreciates any extra effort from me.
8. My organization is willing to extend itself in order to help me perform my job to
the best of my ability.
9. My organization is willing to help me when I need a favor.
10. My organization tries to make my job as interesting as possible.
11. My organization regards my best interests when it makes decisions that affect
me.
12. My organization really cares about my well-being.
13. Help is available from my organization when I have a problem.
14. Even if given the opportunity my organization would never take advantage of me.
15. My organization strongly considers my goals and values.
16. My organization would not ignore any complaint from me. (Reverse Coded)
Role Efficacy (Uday Pareek,1980)
We have chosen a set of statements from each dimension amounting 10 sets as
against proposed 20 sets.
1. ___________a. My role is very important in this organization, I feel central here
__________ b. I am doing a useful and fairly important work
__________ c. Very little importance is given to my role in this organization; I feel peripheral
here.
2. ___________a. My training and expertise are not fully utilized in my present role
__________ b. My training and knowledge are not used in my present role
__________ c. I am able to use my knowledge and training very well here
3. __________ a. I have little freedom in my role; I am only an errand person
__________ b. I operate according to the directions given to me
__________ c. I can take initiative and act on my own in my role
4. __________ a. I am doing usual routine work in my role
__________ b. In my role I am able to use my creativity and do something new
__________ c. I have no time for creative work in my role
5
6. 5. __________ a. No one in the organization responds to my ideas and suggestions
__________ b. I work in close collaboration with some other colleagues
__________ c. I am alone and have almost no one to consult in my role
6. ___________a. When I need some help, none is available
__________ b. Whenever I have a problem, others help me.
__________ c. I get very hostile responses when I ask for help
7. __________ a. I regret that I do not have opportunity to contribute to society in my role
__________ b. What I am doing in my role is likely to help other organizations or society.
__________ c. I have the opportunity to have some effect on the larger society in my role.
8. __________ a. I contribute to some decisions
__________ b. I have no power here
__________ c. My advice is accepted by my seniors
9. __________ a. Some of what I do contribute to my learning
__________ b. I am slowly forgetting all that I learnt (my professional knowledge)
__________ c. I have tremendous opportunities for professional growth in my role
10. _________ a. I dislike being bothered with my problems.
_________ b. When a subordinate brings a problem to me, I help to find a solution
_________ c. I refer the problem to my boss or some other person
Satisfaction with Outcomes (Chidambaram,1996)
1. Overall, I am personally satisfied with the outcomes of our team
2. My team has produced effective and valuable results.
3. I agree with the final decision of the team even if I am not present
4. Overall, the quality of the outcomes was high at onsite and offshore
5. Frequent change in my role disturbs my life
6. I feel rewarded when I am deputed to onsite frequently
7. I feel lack of focus as I keep attending to client requirements (Reverse Coded)
8. I am behind my peers when it comes to technology (Reverse Coded)
9. My organization adopts employee friendly policies for employee’s post-onsite
assignment.
6
7. 10. My organization is an equal opportunity employer in spite of where an employee
is posted
Personal Data
Please complete the following demographic information, giving your exact answers.
Your answers will be kept strictly confidential and will only be used by the researcher for
statistical purposes.
I. Gender: _____Male _____Female
II. Highest level of education _____Graduation b._____ Post Graduation c.
_____Doctoral
III. My designation is: ______________________
IV. My total experience is _____years _____months
V. My experience can be divided into
a. ___________ Distributed years (Onsite)
b. ________ Collocated years (Offshore)
VI. My current location is within India____________ outside India (country deputed)
______________________. (Put a tick)
VII. My company is into __________________ business. (Consulting and Services (A)
or Product Development (B) Business Process Outsourcing (C))
VIII. I am employed in my current organization as__________ employee. (Consultant
(A) Contract (B) Permanent (C) Part time (D)
IX. My current role is _____________________ (Technical Developer (A) or coordinator
(B) or project management(C) or others (D)
X. My company is a ________________(A) An Indian Company, (B) MNC Company,
(C) A joint venture, (D) A subsidiary -captive center or (E) others ________
XI. My current project team size is __________ and _______ members are work at
onsite ___________ members work at offshore.
XII. Number of team members in the same location (collocated) :________________ (*)
XIII. Number of members in different geographically locations: __________ Where are
they located?____________________ (*)(Name the countries if more than one)
7
8. 2nd Set
1. General procedure followed in my company for promoting a resource to a higher
band is biased to an onsite employee
2. My company follows independent promotion and salary process for onsite and
offshore teams
3. There is no relationship between the career path followed at offshore and the one
followed onsite
4. People who came back from onsite were expected to resume their old offshore
roles with the same old salary
5. Onsite teams often discuss the in-competencies of offshore developers, the
pressures from the client and the amount of stretching they had to do.
6. Sudden deployment of an onsite employee disturbs a well structured team in
offshore
7. I am deprived of a promotion because I worked at onsite and did not have a team
to report to
8. My onsite assignment is not taken into account for promotion at offshore
9. My organization’s lack of transparency in the existing systems and processes
creates imbalances between onsite and offshore teams.
10. Exit system is not fair when it comes to onsite versus offshore
11. Women employees face more harassment at offshore than in onsite
12. I feel being in a project for a long time is making me redundant and unattractive
13. Being at onsite for a long term is making me low value person for future
competencies
14. Being associated with a project for a long term develops inherent stress
associated with it
15. I am allowed to learn what I want to learn in this organization.
16. I am given growth opportunities as per my capabilities and expectation.
17. I am given projects of similar nature (mundane and repeat) work
18. The compensation given to me was below average
8
9. 19. I could not hire top talents as the compensation structure does not allow.
20. Hiring for onsite assignment in my organization is a lengthy process
21. I feel onsite rotation policy is least followed in my organization
22. I feel onsite team is superior in technical expertise but lacked relationship skills
23. I feel onsite resources recruited and deployed at client site lack team spirit
24. It was not clear to me as to who owned the project- offshore PM or the onsite
coordinator
25. My manager takes a wired look at delegating authority and responsibility
26. I feel assertive leadership in my organization is looked at as a shortcut route to
promotion
27. I am always assigned with inexperienced / fresh set of resources
28. I experience arrogance and superiority complex of the onsite team makes
matters worse.
29. I feel talking to my bosses’ boss was perceived as a threat by the immediate
boss.
30. I feel maintaining a personal relationship with the client was perceived as a risk
by my organization
31. I feel promotions were virtually non-existent for onsite employees
32. Managers has the buying mentality while hiring employees
33. My managers have a favouring mentality while assigning an employee for an
onsite assignment
34. As I do not know the onsite team, I could not communicate freely with them
35. Fear of unknown has been a barrier for onsite and offshore team to interact
36. Fear was crippling us whenever there was a leadership change in my
organization
37. I have no budget for training onsite employees
38. As I am deputed to onsite, I don’t get ESOP from my companies
39. I feel new members joining in every now and then created chaos in offshore team
40. I feel lack of social life causes high burn out in the team
41. If I am not given onsite opportunity, I will be forced to quit.
42. Lack of resources and extended work builds high pressure for onsite team
9
10. 43. Onsite team thinks sharing knowledge is sin
44. Short term assignments keep me behave like a cat on a wall.
45. Changing clients and job security makes me keep moving with the opportunity
46. I feel my return to offshore from onsite was a mistake
47. I feel after my return to offshore, I did not get enough attention from my customer
/ organization
48. I feel my role has been reduced at onsite
49. Mediocrity has been problem at onsite
50. My manager rebukes me in front of the customer
51. As an onsite / offshore employee, I do not get credit for the work I did
52. My onsite assignment gave me relatively Inadequate Compensation
53. I did not have variety of type of work
54. I was worried about the lack of growth
55. I wanted to leave the high Pressure job
56. I experienced high dissatisfaction at my work load and lack of work-life balance
57. I am a powerless Manager in my offshore team
58. The work that I do is a maintenance work and is low end compared to product
consulting / development
59. I do not see any pride at work
60. My organization is expecting too much in very limited resources made available
61. It has been difficult for me to fulfill my family responsibilities because of late and
extended working
62. I have come home from work too tired (several times a month) to do the chores
which need to be done
63. I have arrived at work too tired to function well because of the household work I
had done
64. My marriage/relationship suffers because of my work
65. I feel that my work prevents me from being as good a parent as I would like to be
66. I find it difficult to “switch” off when I finish work
67. My work affects my enjoyment of my social life
10
11. 68. Our team depends on other team (onsite / offshore) for the completion of their
work
69. Our team owns responsibilities and they rarely have to check or work with others
70. Our team works closely with each other to do their work properly
71. When the company succeeds, both onsite and offshore teams are rewarded
72. Teams are rewarded to the extent that the company performs well
73. Our team shares the credit when the company performs well
74. Our team recognizes that they will be rewarded to the extent that all teams
succeed
75. Our team thinks that their contributions deserve the corresponding rewards
76. Onsite- offshore teams “swim or sink” together
77. Onsite-offshore teams want each other to succeed
78. Onsite-offshore teams seek compatible goals
79. The goals of onsite and offshore teams go together
80. When distributed teams work together, they usually have common goals
81. Understanding the need to cooperate on time-zone difference
82. I find it difficult to deal with bureaucracy / authority
83. I find it difficult to adopt to local accommodation
84. I always see things from local point of view
85. I see no value in living away from family members overseas / independently from
parents
86. My team members share information on project specific know-how
87. I seek information on competitive edge (USP)
88. Are you pushed hard to meet delivery targets?
89. Have your manager provided you the opportunity you deserve?
90. Do you feel what you do is not what you want to do?
91. Is the work you do fulfills your and organizations goals?
92. Have seen your manager chiding your colleagues?
93. Is there anyone in your team who is jobless for a longtime?
94. Do you feel your manager is fair in appraisals and incentives?
95. Does your manager listen to you fully before he reacts?
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12. 96. Do you feel your manager accepts your participation in meetings?
97. Do you feel he takes longtime to respond to your queries?
98. Is your manager adamant on your extended hours of work?
99. Do you feel he is partial and preferential?
100. Is your manager generous to you on salary review?
101. Is your discussion with your manager goes beyond work?
102. Do you feel disturbed when you see your team member isolated?
103. My contributions are treated as innovative and appreciated
104. I feel left out if I do not participate in decisions
105. I feel I am a stranger to decisions if I don’t have a say
106. I want to see that my point of view is considered
107. I am part and parcel of the company and so I should be consulted
108. I don’t care about my point of view
109. I will be interested in the outcome and not the process
110. I believe in the management that they are always supportive
111. My manager postpones decisions in my absence
112. I support decisions even if it is taken in my absence
113. I get a justification of any decisions to which I don’t agree
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