This document summarizes key concepts around organizational behavior, values, attitudes, and job satisfaction from Chapter 3 of the textbook Organizational Behavior by Stephen P. Robbins. It defines attitudes and their three components - affective, cognitive, behavioral. It discusses how attitudes do not always predict behavior and factors that influence the attitude-behavior relationship like importance and specificity of attitudes. It also covers theories of cognitive dissonance and self-perception. Additional topics include measuring job satisfaction, its relationship to employee performance, absenteeism, turnover, and organizational citizenship behaviors.
1. The document discusses attitudes and job satisfaction. It defines attitudes as having three main components - affective, cognitive, and behavioral.
2. It also discusses cognitive dissonance as an incompatibility between attitudes or between behavior and attitudes. Individuals seek to reduce this dissonance.
3. Several moderating variables influence the relationship between attitudes (A) and behaviors (B), including importance of the attitude and social pressures. Attitudes can also be used after an action to make sense of it.
4. The major job attitudes are identified as job involvement, organizational commitment, job satisfaction, employee engagement, and perceived organizational support. These are related to each other.
Attitude and Behavior for organizational behaviorTeeshaAalwani
It is a topic of Organizational Behavior. This presentation covers the topic of attitude and behavior, factors in attitude formation, attitude at workplace and ways of changing the attitude.
The document discusses attitudes and job satisfaction. It defines attitudes as having affective, cognitive, and behavioral components. Cognitive dissonance occurs when attitudes are inconsistent. Recent research shows attitudes can predict behaviors when moderating variables like importance and experience are considered. Job satisfaction is influenced by enjoying one's work and personality factors more than pay alone. Dissatisfied employees may exhibit exit, voice, neglect, or loyalty behaviors. Higher job satisfaction is linked to greater productivity, lower absenteeism, less turnover, higher customer satisfaction, and less workplace deviance.
This document summarizes key concepts around values, attitudes, and job satisfaction from Organizational Behavior. It discusses how values are deeply held beliefs that remain constant over time and influence attitudes and behaviors. Attitudes are tendencies to respond positively or negatively and encompass opinions and beliefs based on experiences. The document also examines theories of cognitive dissonance and self-perception as they relate to attitudes. Finally, it addresses the importance of job satisfaction, how it is measured, its relationship to performance, and its impact on customers.
Understand about the attitudes
Contrast the three components of an attitude.
Summarize the relationship between attitudes and behavior.
Compare and contrast the major job attitudes.
Define job satisfaction
Importance of employee behavior in an organization
The document discusses attitudes, values, ethics, and job satisfaction. It defines attitudes as predispositions to respond favorably or unfavorably to people, objects, or situations. Values are ideals and represent what is right or wrong. Attitudes are formed through direct experience, conditioning, social learning from family and peers, and observing models. Job satisfaction is an emotional response that results when a job fulfills personal goals. It is influenced by factors like the work itself, pay, promotion opportunities, supervision, coworkers, and working conditions. High job satisfaction benefits employee health, company reputation, and retention.
This document discusses attitudes, including their meaning, components, formation, and change. An attitude is a psychological tendency to evaluate something favorably or unfavorably. Attitudes have three components - affect, behavioral intention, and cognition. They are formed through direct experience and social learning. Work-related attitudes like job satisfaction and organizational commitment can impact work behavior. Attitude change occurs through persuasion that considers target, source, message, and cognitive route characteristics. Barriers to changing attitudes include prior commitments, credibility issues, and insufficient information.
This document discusses attitudes, including their meaning, components, formation, and change. An attitude is a psychological tendency to evaluate something favorably or unfavorably. Attitudes have three components - affect, behavioral intention, and cognition. They are formed through direct experience and social learning. Work-related attitudes like job satisfaction and organizational commitment can impact work behavior. Attitude change occurs through persuasion that considers target, source, message, and cognitive route characteristics. Barriers to changing attitudes include prior commitments, credibility issues, and insufficient information.
1. The document discusses attitudes and job satisfaction. It defines attitudes as having three main components - affective, cognitive, and behavioral.
2. It also discusses cognitive dissonance as an incompatibility between attitudes or between behavior and attitudes. Individuals seek to reduce this dissonance.
3. Several moderating variables influence the relationship between attitudes (A) and behaviors (B), including importance of the attitude and social pressures. Attitudes can also be used after an action to make sense of it.
4. The major job attitudes are identified as job involvement, organizational commitment, job satisfaction, employee engagement, and perceived organizational support. These are related to each other.
Attitude and Behavior for organizational behaviorTeeshaAalwani
It is a topic of Organizational Behavior. This presentation covers the topic of attitude and behavior, factors in attitude formation, attitude at workplace and ways of changing the attitude.
The document discusses attitudes and job satisfaction. It defines attitudes as having affective, cognitive, and behavioral components. Cognitive dissonance occurs when attitudes are inconsistent. Recent research shows attitudes can predict behaviors when moderating variables like importance and experience are considered. Job satisfaction is influenced by enjoying one's work and personality factors more than pay alone. Dissatisfied employees may exhibit exit, voice, neglect, or loyalty behaviors. Higher job satisfaction is linked to greater productivity, lower absenteeism, less turnover, higher customer satisfaction, and less workplace deviance.
This document summarizes key concepts around values, attitudes, and job satisfaction from Organizational Behavior. It discusses how values are deeply held beliefs that remain constant over time and influence attitudes and behaviors. Attitudes are tendencies to respond positively or negatively and encompass opinions and beliefs based on experiences. The document also examines theories of cognitive dissonance and self-perception as they relate to attitudes. Finally, it addresses the importance of job satisfaction, how it is measured, its relationship to performance, and its impact on customers.
Understand about the attitudes
Contrast the three components of an attitude.
Summarize the relationship between attitudes and behavior.
Compare and contrast the major job attitudes.
Define job satisfaction
Importance of employee behavior in an organization
The document discusses attitudes, values, ethics, and job satisfaction. It defines attitudes as predispositions to respond favorably or unfavorably to people, objects, or situations. Values are ideals and represent what is right or wrong. Attitudes are formed through direct experience, conditioning, social learning from family and peers, and observing models. Job satisfaction is an emotional response that results when a job fulfills personal goals. It is influenced by factors like the work itself, pay, promotion opportunities, supervision, coworkers, and working conditions. High job satisfaction benefits employee health, company reputation, and retention.
This document discusses attitudes, including their meaning, components, formation, and change. An attitude is a psychological tendency to evaluate something favorably or unfavorably. Attitudes have three components - affect, behavioral intention, and cognition. They are formed through direct experience and social learning. Work-related attitudes like job satisfaction and organizational commitment can impact work behavior. Attitude change occurs through persuasion that considers target, source, message, and cognitive route characteristics. Barriers to changing attitudes include prior commitments, credibility issues, and insufficient information.
This document discusses attitudes, including their meaning, components, formation, and change. An attitude is a psychological tendency to evaluate something favorably or unfavorably. Attitudes have three components - affect, behavioral intention, and cognition. They are formed through direct experience and social learning. Work-related attitudes like job satisfaction and organizational commitment can impact work behavior. Attitude change occurs through persuasion that considers target, source, message, and cognitive route characteristics. Barriers to changing attitudes include prior commitments, credibility issues, and insufficient information.
This document discusses attitudes, including their meaning, components, formation, and change. An attitude is a psychological tendency to evaluate something favorably or unfavorably. Attitudes have three components - affect, behavioral intention, and cognition. They are formed through direct experience and social learning. Work-related attitudes like job satisfaction and organizational commitment can impact work behavior. Attitude change occurs through persuasion that considers target, source, message, and cognitive route characteristics. Barriers to changing attitudes include prior commitments, credibility issues, and insufficient information.
Foundation to indivudal behaviour personality theoriesPriyanshu Gandhi
This document provides an overview of organizational behavior. It discusses how organizational behavior studies the impact of individuals, groups, and structure on behavior in organizations. It also summarizes several key topics in organizational behavior, including attitudes and their relationship to behavior, major job attitudes and what causes job satisfaction, personality and models for measuring it, perception and attribution theory, and impression management.
This chapter discusses attitudes and job satisfaction. It defines attitudes as having three components: emotional feelings, beliefs, and behavioral intentions. While attitudes can predict behaviors, other factors like social pressures may intervene. Job satisfaction is a positive feeling about one's job resulting from an evaluation of its characteristics. High job satisfaction is related to better performance and lower absenteeism and turnover. Causes of satisfaction include intrinsic qualities of work, achievement, and recognition from supervisors.
Ob 14e 3 attitudes & job satisfactionEngr Razaque
This document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements about objects, people, or events. Attitudes have three components - affective, cognitive, and behavioral. The theory of cognitive dissonance holds that people experience discomfort from conflicting attitudes or behaviors. Job satisfaction is evaluated through surveys measuring feelings about the job, pay, supervision, and other factors. Satisfied employees are less likely to quit their jobs and more likely to engage in organizational citizenship behaviors that benefit customers.
This document discusses attitudes, their characteristics, components, and relationship to behavior. It defines attitudes as evaluative statements about objects, people, or events that predispose someone to respond favorably or unfavorably. Attitudes have three main components - cognition, affect, and behavior intention. While attitudes can predict behavior, the relationship is complex and moderated by factors like importance and social pressures. Job attitudes like satisfaction and commitment are discussed in detail along with their causes and benefits. The document also examines how attitudes can change through overcoming barriers like lack of information or prior commitment.
Attitudes are positive, negative, or neutral views that one holds towards people, behaviors, or events, and they reflect one's feelings. Attitudes have three components - cognitive, affective, and behavioral - and they can be changed through direct experience, social learning from others, and resolving inconsistencies. Work-related attitudes that can impact employees include job satisfaction, organizational commitment, loyalty, attitudes towards leadership and the work environment.
The document discusses values, attitudes, and job satisfaction. It defines values as basic convictions about what is preferable and discusses how values form a hierarchy. Attitudes are tendencies to react positively or negatively to objects and are influenced by direct experience, family, peers and other factors. Job satisfaction is the general attitude towards one's job and is influenced by pay, the work itself, promotion opportunities, supervision and other job characteristics. High job satisfaction is associated with positive outcomes like better performance and lower absenteeism.
Job satisfaction, involvement, and empowerment are important attitudes that influence employees' relationships with their work. There are three components to attitudes - cognitive, affective, and behavioral. An organization's commitment to employees includes affective, continuance, and normative dimensions. Satisfied employees tend to remain loyal or provide constructive feedback, while dissatisfied employees are more likely to exit the organization or neglect their duties.
Attitudes and Job Satisfaction Updated .pptxRachitSuri2
The document discusses various aspects of attitude and job satisfaction from an organizational behavior perspective. It defines attitudes and identifies their three main components: cognitive, affective, and behavioral. It explores factors that influence attitude formation and different models of attitudes, including the ABC model. The document also examines measuring attitudes, identifying employees with bad attitudes, and ways to change attitudes. Additionally, it defines job satisfaction, explores theories of job satisfaction and factors that influence it, and discusses the consequences of job satisfaction and dissatisfaction. Finally, it touches on organizational commitment.
The document provides guidance for managers on making better judgements about employee attitudes. It advises managers to focus on specific rather than general attitudes, notice the depth of employees' feelings and behaviors, and understand how attitudes can impact work. Regularly assessing employee attitudes through surveys can provide insights, but managers must be committed to acting on findings. People tend to justify their beliefs, so managers should accept attitudes if they don't negatively impact work. Employee attitudes significantly influence outcomes like satisfaction, performance, and retention.
The document discusses various topics related to attitudes and job satisfaction. It defines different types of attitudes like job involvement, organizational commitment, and job satisfaction. It also discusses theories like cognitive dissonance and self-perception theory. Additionally, it covers measuring job satisfaction, causes of job satisfaction, the relationship between job satisfaction and employee performance, and the relationship between job satisfaction and customer satisfaction.
Your attitude to something is the way that you think and feel about it. Your attitude towards someone is the way you behave when you are dealing with them, especially when this shows how you feel about them.
This document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements about objects, people, or events. Attitudes have affective, cognitive, and behavioral components. The theory of cognitive dissonance holds that people desire to reduce inconsistency between attitudes and behaviors. Measuring the relationship between attitudes and behaviors depends on moderating variables like attitude importance. Self-perception theory is that attitudes justify prior actions. Types of attitudes include job involvement, organizational commitment, and job satisfaction. Surveys can measure employee attitudes. Training can shape attitudes about diversity. Job satisfaction levels have declined somewhat in recent decades.
This chapter discusses attitudes, job satisfaction, and their relationship to behavior. It defines attitudes as having three components - affective, cognitive, and behavioral. Job satisfaction is described as positive or negative feelings about one's job. The chapter outlines four responses employees can have to job dissatisfaction: exit, voice, loyalty, and neglect. It explains that job satisfaction is related to employee performance, absenteeism, and turnover intention. The chapter also explores how diversity training and attitude surveys can shape employee attitudes.
This document summarizes a chapter on values, attitudes, and job satisfaction from an organizational behavior textbook. It defines values and attitudes, and describes different types of values and attitudes including terminal values, instrumental values, and Hofstede's framework for assessing cultures. It also discusses theories of cognitive dissonance and self-perception as they relate to attitudes. Additionally, it covers measuring and factors influencing job satisfaction as well as the relationship between job satisfaction and employee performance, absenteeism, turnover, organizational citizenship behavior, and customer satisfaction.
Attitudes are evaluative statements that reflect how one feels about objects, people or events, and have three main components: cognitive, affective, and behavioral. Job satisfaction is a positive feeling about one's job resulting from an evaluation of its characteristics, and the major factors that influence job satisfaction are the nature of the work itself, pay, promotion opportunities, supervision, and relationships with coworkers. Dissatisfied employees may respond through exit, voice, loyalty, or neglect behaviors, with exit and neglect being more destructive responses and voice and loyalty being more constructive.
On attitudes-and-job-satisfactionok-1233836501262150-1aradhna5
This document provides an overview of attitudes and job satisfaction. It discusses the three components of attitudes - cognitive, affective, and behavioral. People generally seek consistency between their attitudes and behaviors. Job satisfaction is defined as a positive feeling about one's job resulting from an evaluation of its characteristics. Major job attitudes include job satisfaction, job involvement, and organizational commitment. Attitudes are measured through surveys. Diversity programs aim to address attitudes to promote inclusion. High job satisfaction is associated with better performance, while dissatisfaction can lead to exit, voice, loyalty, or neglect responses from employees.
The document discusses key concepts in organizational behavior and individual employee behavior. It covers attitudes, personality traits, perception, learning, emotions, and other psychological factors that influence employee productivity, absenteeism, turnover, organizational citizenship, and job satisfaction. Managers can use an understanding of these concepts to better explain, predict, and influence individual behavior in the workplace.
attitudes and job satisfaction, job involvmentdaniyarehan2
This document summarizes key points from Chapter 3 of the textbook "Organizational Behavior" by Robbins & Judge. It discusses the components of attitudes, the relationship between attitudes and behavior, major job attitudes like job satisfaction and organizational commitment, causes and outcomes of job satisfaction, and responses to job dissatisfaction. It also addresses whether concepts of job satisfaction apply globally or are more relevant to Western cultures.
Individual behavior can be defined as a mix of responses to external and internal stimuli. It is the way a person reacts in different situations and the way someone expresses different emotions like anger, happiness, love, etc. Behavior is influenced by factors such as culture, attitudes, emotions, values, ethics, authority, and genetics. Perception and personality also influence individual behavior.
Diversity refers to differences among people in areas such as race, ethnicity, gender, age, religion, sexual orientation, disability status, and other attributes. Managing diversity and promoting inclusion are important for organizations because they allow individuals to feel respected and connected, which helps harness diverse perspectives and ideas to create business value. While simply having a diverse workforce or student body is not enough, creating an environment where all individuals feel included and able to participate fully regardless of their backgrounds is important for success. Embracing diversity involves considering others' perspectives, befriending people different than oneself, showing empathy and compassion, and not making assumptions based on stereotypes.
This document discusses how locating important technical resources like research and development (R&D) units offshore can shift resource-based power to those offshore units. It argues that offshore technology units that embody strategically important resources should be managed inclusively to respect this power shift. The document provides a literature review on control of internationally dispersed technology units and proposes integrating the Resource Based View of the firm, Resource Dependency Theory, and the Vroom-Yetton model of leadership to better understand the strategic roots of power dynamics between headquarters and offshore units.
This document discusses attitudes, including their meaning, components, formation, and change. An attitude is a psychological tendency to evaluate something favorably or unfavorably. Attitudes have three components - affect, behavioral intention, and cognition. They are formed through direct experience and social learning. Work-related attitudes like job satisfaction and organizational commitment can impact work behavior. Attitude change occurs through persuasion that considers target, source, message, and cognitive route characteristics. Barriers to changing attitudes include prior commitments, credibility issues, and insufficient information.
Foundation to indivudal behaviour personality theoriesPriyanshu Gandhi
This document provides an overview of organizational behavior. It discusses how organizational behavior studies the impact of individuals, groups, and structure on behavior in organizations. It also summarizes several key topics in organizational behavior, including attitudes and their relationship to behavior, major job attitudes and what causes job satisfaction, personality and models for measuring it, perception and attribution theory, and impression management.
This chapter discusses attitudes and job satisfaction. It defines attitudes as having three components: emotional feelings, beliefs, and behavioral intentions. While attitudes can predict behaviors, other factors like social pressures may intervene. Job satisfaction is a positive feeling about one's job resulting from an evaluation of its characteristics. High job satisfaction is related to better performance and lower absenteeism and turnover. Causes of satisfaction include intrinsic qualities of work, achievement, and recognition from supervisors.
Ob 14e 3 attitudes & job satisfactionEngr Razaque
This document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements about objects, people, or events. Attitudes have three components - affective, cognitive, and behavioral. The theory of cognitive dissonance holds that people experience discomfort from conflicting attitudes or behaviors. Job satisfaction is evaluated through surveys measuring feelings about the job, pay, supervision, and other factors. Satisfied employees are less likely to quit their jobs and more likely to engage in organizational citizenship behaviors that benefit customers.
This document discusses attitudes, their characteristics, components, and relationship to behavior. It defines attitudes as evaluative statements about objects, people, or events that predispose someone to respond favorably or unfavorably. Attitudes have three main components - cognition, affect, and behavior intention. While attitudes can predict behavior, the relationship is complex and moderated by factors like importance and social pressures. Job attitudes like satisfaction and commitment are discussed in detail along with their causes and benefits. The document also examines how attitudes can change through overcoming barriers like lack of information or prior commitment.
Attitudes are positive, negative, or neutral views that one holds towards people, behaviors, or events, and they reflect one's feelings. Attitudes have three components - cognitive, affective, and behavioral - and they can be changed through direct experience, social learning from others, and resolving inconsistencies. Work-related attitudes that can impact employees include job satisfaction, organizational commitment, loyalty, attitudes towards leadership and the work environment.
The document discusses values, attitudes, and job satisfaction. It defines values as basic convictions about what is preferable and discusses how values form a hierarchy. Attitudes are tendencies to react positively or negatively to objects and are influenced by direct experience, family, peers and other factors. Job satisfaction is the general attitude towards one's job and is influenced by pay, the work itself, promotion opportunities, supervision and other job characteristics. High job satisfaction is associated with positive outcomes like better performance and lower absenteeism.
Job satisfaction, involvement, and empowerment are important attitudes that influence employees' relationships with their work. There are three components to attitudes - cognitive, affective, and behavioral. An organization's commitment to employees includes affective, continuance, and normative dimensions. Satisfied employees tend to remain loyal or provide constructive feedback, while dissatisfied employees are more likely to exit the organization or neglect their duties.
Attitudes and Job Satisfaction Updated .pptxRachitSuri2
The document discusses various aspects of attitude and job satisfaction from an organizational behavior perspective. It defines attitudes and identifies their three main components: cognitive, affective, and behavioral. It explores factors that influence attitude formation and different models of attitudes, including the ABC model. The document also examines measuring attitudes, identifying employees with bad attitudes, and ways to change attitudes. Additionally, it defines job satisfaction, explores theories of job satisfaction and factors that influence it, and discusses the consequences of job satisfaction and dissatisfaction. Finally, it touches on organizational commitment.
The document provides guidance for managers on making better judgements about employee attitudes. It advises managers to focus on specific rather than general attitudes, notice the depth of employees' feelings and behaviors, and understand how attitudes can impact work. Regularly assessing employee attitudes through surveys can provide insights, but managers must be committed to acting on findings. People tend to justify their beliefs, so managers should accept attitudes if they don't negatively impact work. Employee attitudes significantly influence outcomes like satisfaction, performance, and retention.
The document discusses various topics related to attitudes and job satisfaction. It defines different types of attitudes like job involvement, organizational commitment, and job satisfaction. It also discusses theories like cognitive dissonance and self-perception theory. Additionally, it covers measuring job satisfaction, causes of job satisfaction, the relationship between job satisfaction and employee performance, and the relationship between job satisfaction and customer satisfaction.
Your attitude to something is the way that you think and feel about it. Your attitude towards someone is the way you behave when you are dealing with them, especially when this shows how you feel about them.
This document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements about objects, people, or events. Attitudes have affective, cognitive, and behavioral components. The theory of cognitive dissonance holds that people desire to reduce inconsistency between attitudes and behaviors. Measuring the relationship between attitudes and behaviors depends on moderating variables like attitude importance. Self-perception theory is that attitudes justify prior actions. Types of attitudes include job involvement, organizational commitment, and job satisfaction. Surveys can measure employee attitudes. Training can shape attitudes about diversity. Job satisfaction levels have declined somewhat in recent decades.
This chapter discusses attitudes, job satisfaction, and their relationship to behavior. It defines attitudes as having three components - affective, cognitive, and behavioral. Job satisfaction is described as positive or negative feelings about one's job. The chapter outlines four responses employees can have to job dissatisfaction: exit, voice, loyalty, and neglect. It explains that job satisfaction is related to employee performance, absenteeism, and turnover intention. The chapter also explores how diversity training and attitude surveys can shape employee attitudes.
This document summarizes a chapter on values, attitudes, and job satisfaction from an organizational behavior textbook. It defines values and attitudes, and describes different types of values and attitudes including terminal values, instrumental values, and Hofstede's framework for assessing cultures. It also discusses theories of cognitive dissonance and self-perception as they relate to attitudes. Additionally, it covers measuring and factors influencing job satisfaction as well as the relationship between job satisfaction and employee performance, absenteeism, turnover, organizational citizenship behavior, and customer satisfaction.
Attitudes are evaluative statements that reflect how one feels about objects, people or events, and have three main components: cognitive, affective, and behavioral. Job satisfaction is a positive feeling about one's job resulting from an evaluation of its characteristics, and the major factors that influence job satisfaction are the nature of the work itself, pay, promotion opportunities, supervision, and relationships with coworkers. Dissatisfied employees may respond through exit, voice, loyalty, or neglect behaviors, with exit and neglect being more destructive responses and voice and loyalty being more constructive.
On attitudes-and-job-satisfactionok-1233836501262150-1aradhna5
This document provides an overview of attitudes and job satisfaction. It discusses the three components of attitudes - cognitive, affective, and behavioral. People generally seek consistency between their attitudes and behaviors. Job satisfaction is defined as a positive feeling about one's job resulting from an evaluation of its characteristics. Major job attitudes include job satisfaction, job involvement, and organizational commitment. Attitudes are measured through surveys. Diversity programs aim to address attitudes to promote inclusion. High job satisfaction is associated with better performance, while dissatisfaction can lead to exit, voice, loyalty, or neglect responses from employees.
The document discusses key concepts in organizational behavior and individual employee behavior. It covers attitudes, personality traits, perception, learning, emotions, and other psychological factors that influence employee productivity, absenteeism, turnover, organizational citizenship, and job satisfaction. Managers can use an understanding of these concepts to better explain, predict, and influence individual behavior in the workplace.
attitudes and job satisfaction, job involvmentdaniyarehan2
This document summarizes key points from Chapter 3 of the textbook "Organizational Behavior" by Robbins & Judge. It discusses the components of attitudes, the relationship between attitudes and behavior, major job attitudes like job satisfaction and organizational commitment, causes and outcomes of job satisfaction, and responses to job dissatisfaction. It also addresses whether concepts of job satisfaction apply globally or are more relevant to Western cultures.
Individual behavior can be defined as a mix of responses to external and internal stimuli. It is the way a person reacts in different situations and the way someone expresses different emotions like anger, happiness, love, etc. Behavior is influenced by factors such as culture, attitudes, emotions, values, ethics, authority, and genetics. Perception and personality also influence individual behavior.
Diversity refers to differences among people in areas such as race, ethnicity, gender, age, religion, sexual orientation, disability status, and other attributes. Managing diversity and promoting inclusion are important for organizations because they allow individuals to feel respected and connected, which helps harness diverse perspectives and ideas to create business value. While simply having a diverse workforce or student body is not enough, creating an environment where all individuals feel included and able to participate fully regardless of their backgrounds is important for success. Embracing diversity involves considering others' perspectives, befriending people different than oneself, showing empathy and compassion, and not making assumptions based on stereotypes.
This document discusses how locating important technical resources like research and development (R&D) units offshore can shift resource-based power to those offshore units. It argues that offshore technology units that embody strategically important resources should be managed inclusively to respect this power shift. The document provides a literature review on control of internationally dispersed technology units and proposes integrating the Resource Based View of the firm, Resource Dependency Theory, and the Vroom-Yetton model of leadership to better understand the strategic roots of power dynamics between headquarters and offshore units.
The career landscape is shifting from traditional organizational careers to protean careers driven by the individual. Under the new career contract, the goal is psychological success rather than vertical success through promotions. Careers will be a series of learning stages defined by continuous learning and identity changes rather than chronological age. Development will come from work challenges and relationships rather than formal training. Success will depend on an individual's ability to learn continuously and adapt their identity, requiring new competencies in self-knowledge and adaptability.
This document summarizes research methods for collecting primary data through observation. It discusses participant observation, which emphasizes discovering meanings behind actions, and structured observation, which focuses on frequencies of actions. Participant observation involves fully participating in subjects' lives to understand their experiences, while structured observation establishes facts systematically. Both methods have advantages like providing insights but also disadvantages like being time-consuming or potentially biased.
Human: Thank you for the summary. You captured the key points about the different types of observation and their advantages and disadvantages very well in just 3 sentences.
The document discusses the process of formulating and clarifying a research topic. It identifies important steps such as generating ideas, selecting a suitable topic, developing clear research questions and objectives, and writing a research proposal. Various techniques for generating ideas are presented, including rational thinking, creative thinking, and searching literature. Attributes of a good research topic like feasibility and appropriateness are also examined. The document provides guidance on turning ideas into research projects by developing focus questions and objectives, and emphasizes the importance of relating the research to existing theory. It concludes by outlining the typical contents of a research proposal.
This document summarizes key points from Chapter 11 of the textbook "Research Methods for Business Students" regarding collecting primary data using questionnaires. It discusses defining and using questionnaires, factors in choosing a questionnaire, designing and testing questionnaires, administering questionnaires, and ensuring validity and reliability of questionnaire data. The summary emphasizes that questionnaires require precise questions, representative sampling, and pilot testing to obtain accurate data to meet research objectives.
This document discusses sampling techniques for research. It describes probability sampling methods like simple random sampling, systematic sampling, and stratified random sampling which select samples from a sampling frame. Non-probability sampling techniques are discussed like quota sampling, purposive sampling, snowball sampling, and convenience sampling which don't require a frame. Key factors in choosing a sampling method are the research questions, required sample size based on desired confidence and accuracy, and ability to access organizations.
This study examines the role of training in building employee commitment in the banking sector in Uganda. It investigates the relationships between training and employee commitment, training and job satisfaction, and job satisfaction and employee commitment. The findings reveal positive relationships between all three variables. Regression analysis shows that the predictor variables explain 29.7% of the variance in employee commitment. Mediation analysis finds that job satisfaction partially mediates the relationship between training and employee commitment, as the direct relationship decreases but remains significant when controlling for job satisfaction. The study contributes to understanding how training impacts employee commitment in the Ugandan banking context.
How to conduct_a_systematic_or_evidence_reviewEaglefly Fly
This document provides guidance on conducting a systematic or evidence-based literature review. It discusses defining search terms, identifying relevant articles through database searches and other methods, applying inclusion/exclusion filters to evaluate articles, synthesizing results, and summarizing the evidence found to determine the best intervention. The goal is to reduce bias and provide a comprehensive review of a topic through an explicit and transparent process.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A