My Grub Box

When Vivian Johnson decided to pursue a college education, it was not because her parents didn’t attend college, it was because she wanted to be in a position of control. She knew that college was her ticket to getting the qualifications needed for the career she envisioned. In â€Å"My Grub Box,† Vivian Johnson recalls her college experience moving from Emmonak, Alaska to the East Coast Ivy League School Dartmouth. Taken completely out of her native environment of the Yup’ik Eskimos, she details a certain adaptation to gain understanding of her perspective.Vivian Johnson’s â€Å"grub box† created a signpost for her way of life through the realization that culture is inseparable from being native. The main aspect that set Vivian Johnson apart from other students at Dartmouth is her experiences as a member of a native Eskimo family. Johnson begins her memoir with a description of the function of a grub box and what it has meant for members of her fam ily. On hunting and camping trips she would use her grub box to pack food and supplies to survive, but her grub box that helped her through college contained much more than physical items.She used intangible things that were passed on from her parents, like a sense of identity and how to survive in different surroundings. (Johnson, 201) Another reason that Johnson didn’t fit into the â€Å"normal† student population at Dartmouth, was the fact that she didn’t come from a socially advantaged family compared to many of the other students. She could not relate to many of the other students experiences simply because her family didn’t take exotic trips or have fancy clothing, jewels, and cars.Not only was Johnson different from other students because of her possessions and experiences, but she also had a different perspective and was used to a different way of thinking. She found it difficult to understand her government professor because she had not been expo sed to that way of thinking before. Also, she at first had trouble discussing certain topics with her classmates such as the â€Å"concepts of land, substinence hunting, and fishing. † Eventually, she had began to anticipate questions about why she didn’t fit in so she formulated answers to better describe her way of life. Johnson, 207) Upon her arrival at Dartmouth, Vivian Johnson realized that she was completely out of her environment. Her grub box helped her transition allowing her to adapt to college life and enabled her to slowly orient herself on her new landscape. She was outside her environment both physically and intellectually. Everything was foreign to her, from the smell and type of trees, wildlife on campus, and formation of the stars, to riding in a taxi for the first time, Vivian needed to adapt to her surroundings in order to survive.The food she received from her grandpa helped her physically because she wasn’t used to the type of food served at Dartmouth, but the intangible qualities served a greater purpose. Those qualities formed a type of support system for Vivian that connected her to her roots as a way to remind her of her culture and heritage in order to combat the overwhelming pressures she faced in this cultural submersion. While Johnson described many of the hardships she had during her time at Dartmouth, she did manage to find a place where she was accepted for who she was and where she came from.When she joined Native American at Dartmouth, Vivian was helped not only academically, but also with small tasks that made her life easier, such as mail, food, and housing. She became part of a social network that appreciated her and considered her to be one in their group, even though she wasn’t Native American. By finding similarities between herself and the other members of Native Americans at Dartmouth, Johnson was able to connect with them because they had similar life experiences. She valued this support gr oup of friends so much, that she credits them for her graduation from Dartmouth. (Johnson, 209)Upon graduation from Dartmouth, Johnson describes her exit â€Å"just as perplexing as her entrance. † (Johnson, 209) Adaptation plays a huge role in Johnson’s survival attending college with different cultures. In the end, Vivian Johnson’s experiences she gained at Dartmouth from adapting further adds to her â€Å"grub box† enabling her to branch out to individuals in her adult life. The adaptation in Vivian Johnson’s memoir made it easy for me to relate to her story of going away to college. When I arrived at the University of Wisconsin-Madison there was a sudden sense of culture shock. Also, being on our own when your parents were the ones to feed you, take you places, and lend you money when needed, definitely leaves you to fend for yourself. Adapting to my new environment was no fun but is definitely an experience of having to adapt in order to accom plish new goals and â€Å"fit in. † I realized that everyone has a different set of tools in their â€Å"grub box† from adapting to new experiences and when exchanged, form a more global perspective of race in the Unites States. Therefore, Vivian Johnson’s adaptation to reality serves as a launching pad for individuals to engage in difficult conversations about race.

Alex Rider: Stormbreaker

Alex Rider: Stormbreaker 1)I liked this book. It was filled with action and suspense. But I didn’t like how it was far-fetched. A 14 year old that knew all different types of karate, languages, moves, and almost taught like a spy from birth. But other than that, I really liked the book. I like how everything was detailed. 2)A. The main characters are Alex Rider, Ian Rider (dead, but an important name), Yassen Gregorovich, and Herold Sayle. B. The setting of this book is Present day in London. C. The Central Plot is that the Stormbreaker Computers have a Vial of smallpox gas. It comes out of the computers when the computer is turned on. 3) Plot Pyramid ?Ian Rider Dies ?Alex meets men from the bank ?Ian’s office is raided ?Alex see’s the car that Ian was driving when he died. ?He finds out that the bank is really the â€Å"M16† ?Alex becomes a spy ?He goes through intense training for mission ?Goes to Stormbreaker headquarters ?Uses computer and snoops around the plant ?Found and escorted back into his personal room, where Ian Rider slept ? Found a piece of paper with a drawing( will come in handy later) ? Alex hides in vans that go to pick up something at docks. Found out that Yassen is working with Sayle ? Man dies for dropping a steel box ?Goes back to House ?Alex almost gets killed by Yassen and Herold’s men ?Goes to library and gets book ?Finds out what the picture really meant ?Goes into a mine shaft ?Stayed in water for 2 minutes to get to the other side ?Found the lab where the vials were being put into the computer ? Gets aught and tied up ?Escapes and goes to where the ceremony is ?Reaches Science Museum ?Prime Minister shot ?Sayle shot and disappeared ?Alex stays in school and Jack is allowed to stay in London ? Sayle finds Alex and brings him to a top of a building ?Helicopter flies away without Alex ?Story Ends 4)My favorite character in this book is Alex Rider. He is strong, agile, smart, and speaks like he is older. He climbs out a window for his own curiosity. He saved Millions of people. Alex als o very sneaky. He went around the plant and not being detected for a while. That’s why Alex Rider is my favorite character in the book. 5)The theme that I thought was in this book was that â€Å"An ordinary person could save lives. † I say that because Alex saved millions of people and he was a regular person. Or at least until his uncle died. He was a regular guy when he went out for training to save the school kids. 6)This story is told in 3rd person. Two page examples are pages 1 and 56. Both of the pages say names and not â€Å"I†, it’s all proper names.

Remarkable Telecommunication Revolution Assignment - 2

Remarkable Telecommunication Revolution - Assignment Example The mobile phone handset market has various powerfully interlinked entities. It is significant that the popularity and dominance of each company show a discrepancy in each market.  In this industry, major operator’s function using a wide-ranging set of diverse operation modes. Nokia, for example, has factories, R&D, and sales offices all around the world. The factories are generally situated in low-cost nations but most R&D centers are functioning in countries with advanced research and â€Å"R&D† infrastructure such as the United States, Switzerland, Germany, and Finland. The competing companies considered at this point are the mobile handset manufacturers who perform to make their business safe or fight back with the limited factors of production. Internationalization is happening in all areas of the organization. Especially in â€Å"telecommunications† sector, changes are happening each day. The traditional theories of the process of internationalization of organizations are mainly based on the researches carried out on MNC’s engaged in manufacturing. These theories suggest that the firms can start their â€Å"internationalization† by entering into â€Å"foreign markets† with a small â€Å"psychic distance† by entering into â€Å"foreign markets† such as geographical and culturally close nations. Also, the companies can start their â€Å"internationalization† â€Å"internationalization† along with less committed function modes, such as exports, before the commitment of more capital by spending in the â€Å"foreign markets†. The procedure is linear and ultimately develops into a â€Å"global strategy† by the companies.

English Literature Essay Example | Topics and Well Written Essays - 1750 words - 2

English Literature - Essay Example He argues that the artistic obligation of the black writers is more of engaging with the issues of interests rather than engaging with the stereotypical issues that are assigned by the White society. Though the white society’s notion of the responsibility of the black artists asserts their engagement with black stereotypes, Ellison tends to trace such notion as an â€Å"imposed invisible identity† (Fanon, 1991: 23). Indeed the invisibility of the narrator of Ellison’s novel arises from the society’s notion of ethnicity. The conflict grows between his self-perceived identity and the identity imposed by his society, as the first person narrator of the novel says, â€Å"I am an invisible man. No†¦I am a man of substance, of flesh and bone, fiber and liquids—and I might even be said to possess a mind. I am invisible; understand, simply because people refuse to see me† (Ellison, 1994: 7). The narrator’s perpetuating blackness reveals a great deal of Ellison’s view of black identity. He is overly obsessed with â€Å"the concept of â€Å"other† and his view of â€Å"other† obviously refers to the white-dominated society† (McSweeney, 1988: 45). According to him, the concept â€Å"otherness† is, in the first place, generated by the white society’s assertion of the black stereotype. Ellison personally believes that submitting to the demand of this â€Å"other† is the loss of one’s own identity. In his another article, â€Å"Art of Fiction† he expresses this view, â€Å"If the Negro, or any other writer, is going to do what is expected of him, he’s lost the battle before he takes the field†. (Ellison, 2003: 212) In some sense, Ellison launches a lethal satire against the stereotyping of African-Americans as ‘black’ by the dominant white culture. For him the assertion of the black stereotype is nothing but the dream of a race-free America, because it essentially asserts the race-dominated view of the black ethnicity. The bizarreness of the

Evaluate a significant experience, achievement, risk you have taken, Essay - 2

Evaluate a significant experience, achievement, risk you have taken, or ethical dilemma you have faced and its impact on you. (250words minimum) - Essay Example But for me, something else was planned by destiny. For me, this day is the most memorable yet painful day of my entire life. On that day, I had a baseball game in the afternoon. The weather was strange. It was a bright sunny day yet excessively windy. I was not sure of catching a fly ball well in this weird climatic condition. During warm-ups, baseball coach gave me a fly ball and I thought that I would able to catch that ball with my gloves. But before I realize what had happened with me, I found that I was bleeding unceasingly. Then I realized that four of my bloody teeth were in my hand. I could also feel that couple of teeth were hanging by my braces inside the mouth. I could not believe that this accident actually has happened to me. Suddenly, many thoughts came in my mind including tomorrow’s SAT test, finals, graduation, family, friends, pain, teeth, and many other things. In fact, I truly felt that everything was over, and I cried loudly. I was not ready to accept the truth. I did not understand why I had to be punished so badly. As I moved into training center, everyone was staring with the sense of sympathy. I was crying like a small kid in front of my friends who were encouraging me. I was terrified when I realized that my parents were staying thousands miles away from my place. My advisor and baseball coach took me to the hospital. We could not find an oral surgeon anywhere in New Hampshire and the doctor in Plymouth memorial hospital tried to make phone calls for hours. I was bleeding for almost 11 hours until I met an oral surgeon in Mass General hospital in Boston. I was exhausted, yet was happy to get operated. When I returned to school, I understood that eating food would be a problem. The days were miserable. I always had fever and pain. I was not able to sleep well and was far behind of schoolwork. Additionally, I had to go to emergency

ARTICLE ONE AND ARTICLE TWO Assignment Example | Topics and Well Written Essays - 500 words

ARTICLE ONE AND ARTICLE TWO - Assignment Example The intriguing fact in the article is how the author presents the information about panda and penguin abandoning the new born in an effort to sustain itself. This sure does indicate that nature mysterious in its own ways. The article has many scientific facts which normal people fail to encounter or got less chance to read. They are many facts which people are unheard of. The article also details the reason why these creature abandon their offspring which might not make sense to the social animal albeit humans. The article itself seems to have a sole purpose of providing information to people that what we might think sensible can be absurd for nature and vice versa. This subject is of interest because it explores the unique nature of animal and bird’s and indicates the survival is the key right of the fittest.In total, the article is rich in information and subject and is equally good in the theme as it is a glimpse of the mystery of nature. The article is all about cancer and how it can dangerous to sound and experience. This subject can be both interesting as well as repelling to people as nobody want to be acquainted with cancer at any point of their life time. The author is health and fitness expert and hence can be more relied upon on the subject of cancer as it is a health issue. From the article, we can understand how a distortive cell engineer itself and progress to the destroy the whole group of cells in less matter of time. Sometime the nature can be a killer as well as saviour. This article makes us think whether cancer is a play of God or ignorance of human being. The author with her writing makes us wonder that when all the cells do its job well, why a certain cell should go out of direction and attack healthy cells. They have been many scientific reasoning and research in case of cancer but the real cause of cancer still remains a mystery. The cell division and

Goals and Objectives of Advertising Term Paper Example | Topics and Well Written Essays - 1000 words

Goals and Objectives of Advertising - Term Paper Example It is aimed at enlightening a large population at once within a stipulated amount of time and have positive impacts as the end results on the objective for which the advertisement was made in the first place, hence supplementing the role of sales representatives. An advertising organization as defined by the American Association, on the other hand, is an independent organization that specializes in developing people or business people who specialize in developing advertisement plans, advertisements, and other promotional tools (Johnson & Lee, 2005). In America the advertisement agencies field have developed gradually since its inception in the 1800s when advertising became a tool for organizations in the USA. Most effectively though in the 1860s with independent advertising agents present in the 1840s and 1850s. Free agents conducted advertisements in the 1840s who acted to advantage merchants, wholesalers and even manufacturers in their quest to reach larger consumer market both geographically and even nationwide. These agents were categorized as free agents who did more of freelancing advertisements the merchants or authorized agent who were acting on behalf of companies or organization with their full authority and support (Presbrey, 1968). They could not be relied upon though to relay the correct message as was required by the organizations they represented. Improvements were therefore necessary with the growth of the American economy and at a very fast rate. Advertisement developed from the 1840s agents to a situation whereby newspaper publishers then began to sell space for advertisement purposes to different advertiser for their advertisements, this being referred to as space jobbing (Presbrey, 1968). Â  All these however would come to change with the ingenious ideas and mind of one Volney B. Palmer, revolutionize business in the United States when he founded the nation’s first advertising agency in Philadelphia in 1841 (Crouse, 2010). He pioneered the formation of advertisement agencies and went on to engineer changes through the advertisement industry with actions like providing a level business field for every participant within the industry.

Thematic Paper Research Example | Topics and Well Written Essays - 1250 words

Thematic - Research Paper Example The Old Testament and New Testament are different in certain ways, but at the same time, share common characteristics that are clear and overt. For instance, the Old Testament basically demonstrates the creation of God’s Law, whereas the New Testament illustrates how Jesus, the Son of God, has fulfilled this law. Although both testaments fight for the same cause, the fact remains that the various biblical themes presented in both are different. In this light, the paper at hand focuses on the biblical theme of faith, how it is portrayed in the Old Testament and how the theme has been developed in the New Testament. With reference to the opening verse presented in this paper, it is a known fact that Hebrews 11 contains the best and strongest depiction of the biblical theme of faith. ‘The conviction of things not seen’ as well as ‘what is seen was not made out of things which are visible,’ are elements that arise out of faith of the individuals. It is quite hard to believe what cannot be seen, however, faith in Christianity enables the individual to believe in the divine almighty even though He cannot be seen and there is no solid proof of His existence. However, faith here plays a monumental role, as it is faith that facilitates belief in things not seen, and enhances a Christian’s understanding as to the fact that whatever is seen now, that is, the whole world, was not made from things which were visible, but rather, by that invisible phenomenon on which the whole of Christianity depends. Thus, Christians achieve the salvation in justification that comes throug h faith and transcends beyond any â€Å"mortal efforts† of the individuals in trying to gain satisfaction of God’s justice in the redemption of fallen men (Lensch 1). On the other hand, Old Testament brings to fore the fact that God has selected the Jews as His chosen people, whereas in the New Testament the focus is places on God’s dealings within His

Research paper proposal Example | Topics and Well Written Essays - 750 words

Proposal - Research Paper Example (Hunt, 1) Therefore, this research paper is an endeavor to realize the various aspects of children's literature, including its history, characteristics, elements that make good children's literature, and how it formulates good readers etc. The annotated bibliography of this paper suggests the seminal elements in this research paper. The book Children's Literature: Developing Good Readers by Nuba, Sheiman, and Searson is a valuable resource in the study of children's literature as it deals with the history, the essential factors, etc of children's literature and introduces the area in great detail. This also helps in an analysis of the role of children's literature as the articles by eminent writers suggest how it creates good readers and includes a list of valuable resources of children's literature. The illustrated version of the text by Silvey is most valuable in a profound analysis of children's literature. The various entries in the text also help the researcher in dealing with the most essential and minute aspects of children's literature. ... Griswold, Jerry and Jerome Griswold. Feeling Like a Kid: Childhood and Children's Literature. JHU Press. 2006. P 1-148. The book by Jerry and Griswold has essential value in the research as develop on the five basic themes in classic and popular works of children's literature such as snugness, scariness, smallness, lightness, and aliveness. The discussions in the text also help one in determining the essential characteristics of children's literature and, therefore, it is a valuable resource for the research. Cecil, Nancy Lee and Patricia Roberts. Families in Children's Literature: A Resource Guide, Grades 4-8. Libraries Unlimited. 1998. This resource has a key role in the analysis of children's literature in relation to family and "teachers and librarians...find helpful activities for using children's literature as a resource to acquaint middle-school children with the myriad ways families of all races and cultures live." (Cecil and Roberts, xii) The book deals with diverse family groups, heritage and traditions, relationships and conflicts within families, etc in relation to children's literature. Hunt, Peter. Children's Literature. London: Blackwell Publishing. 2001. P 1. Hunt's book is most useful in understanding children's literature and its importance based on valuable theoretical perspectives. Along with a valuable account of the history of children's literature, the book also provides an essential guide to the writings by the most celebrated writers of children's literature. Therefore, this resource is an important contributor to the analysis of children's literature and its various essential elements. Works Cited Ballew, Vince and

Media Representation on the Conflict in the Middle East Research Proposal

Media Representation on the Conflict in the Middle East - Research Proposal Example The events in the world like the twin tower bombing on September 11, 2001, in New York City, Washington DC and Pennsylvania and the numerous wars that occurred in the centuries will be indelibly impressed on the minds of millions, if not billions, of the world’s inhabitants. Where were you when you heard the news on the attack on the World Trade Center in New York and on the Pentagon in Washington? What was your reaction to the news on TV, Internet and newspaper when war broke out in the Middle East, learning that the US is installing their troops in Afghanistan? What’s your idea of Bin Laden? Who is he? How did you feel about the story of Hitler and the Holocaust? How far has man reached in pursuit of self-destruction? The incredibly swift destruction of so much property and lives has given mankind reason to pause and reflect. But what was the role of media in representing these events? Isn’t it a normal happening nowadays to hear and view of such news? Artists and Their Shock Tactics to Imply Change. In truth, scene of war has been displayed dozens of times in art galleries in different forms. People get used to it. They find beauty in it—that is, the bloody sprawl of bodies on the floor while heroically winning a battle over the battle, butchering brothers and neighbors of a different race. What do you think is the purpose of the artists in displaying the gruesome effect of the scene? What was the reaction of the art’s appreciator? Is it some kind of a form of a shock tactic? As viewed by Juliet S. Samuel of The Harvard Crimson online edition, shock tactics in the name of art are nothing new, whether it’s excrement smeared on the Virgin Many (Chris Ofili), crucifixes submerged in urine (Andres Serrano), or Danish artist Marco Evaristti exhibiting live goldfish in functional blenders.

Conflict and Violence in Premarital Relationship Essay Example for Free

Conflict and Violence in Premarital Relationship Essay Incidence of conflicts and violence in premarital relationship seems to happen regularly. This research paper discusses the many possible reasons that would cause someone to become a victim or perpetrator in premarital relationships. A root cause of premarital violence is in childhood experiences. Individuals develop a certain relationship style based on their childhood experiences that influences how they behave in close relationships. Childhood emotional trauma causes children to develop insecure relationship style that produces adults with many emotional and psychological issues such as depression and anger. These styles are termed: the secure, the avoidant, the ambivalent and the disorganized relationship style. Children learn to communicate and interact with others through observing the way their manage conflicts parents. Conflicts occur often, mainly due to the lack of communication skills between couples and individual insecurities. Uncontrolled and unmanaged conflicts can cause one or both partners lose control, and quite often, the heated conflict ends in violence. Introduction Conflicts that arise in premarital relationships may be due to both dyadic and individual problems. These conflicts often lead to violence in relationships. The way someone reacts to lifes problems or issues is rooted in the way he or she is raised and his or her childhood experiences. The term premarital used throughout this paper refers to only a male-female relationship. The terms such as courtship, dating relationships, also refers to the entire scope of heterosexual dating behavior, from casual dating through engagement and/or cohabitation. A premarital relationship is defined as any romantic love relationship involving a male and a female before marriage or outside of marriage. The essence of romance is characterized by a marked physical attraction, strong emotional attachment between the partners, and a tendency for each to idealize the other (Waller ; Hill, 1951). Premarital relationships in this research paper includes anyone from as young as high school students to seniors. Conflicts Lead to Violence Conflict in premarital relationships can be defined as a disagreement, a quarrel or dispute, or a discord of action or feeling. According to Tim Clinton (2006), there are three levels of relationship dispute which are termed renegotiation, impasse or dissolution. Level one (renegotiation) involves someone who is angry and bickers about his or her differences and who is governed by fears and anger. Level two (impasse) is where both individuals begin to disengage emotionally from each other and no longer confide or trust each other. Level three (dissolution) is where couples eventually reach a point where they completely cut themselves off emotionally from each other (Clinton 2006). Violence in premarital relationships include acts that involves any force that is unjust, rough or injurious to another person. Henton et al. (1983), reported several types of violent behaviors such as pushing, grabbing or shoving, slapping and kicking, biting or hitting with the fist. Relationship violence involves both the victimized and the perpetrator. When a conflict gets out of hand and escalates, one or both partners lose control, and quite often the heated conflict ends in violence (Lloyd et al. , 1989). Alarmingly, violence in courtship seems to happen regularly between 1 in 3 and 1 in 2 college students and 1 in 10 high school students experience violence as victims or perpetrators (Cate et al. , 1982; Laner ; Thompson, 1982; Makepeace, 1981; Roscoe ; Callahan, 1985; Rouse et al. , 1988; Stets ; Straus, 1989). The ability of premarital partners to overlook, forgive, or ignore negative interaction that is even encouraged and supported by peer groups is due to the power of romance (Lloyd, 1991). Individual and Childhood Problems Childhood experiences have a lasting effect on people according to the Social Learning Theory. Exposure to violence during childhood makes individuals more prone to be involved in a violent intimate relationship. The witnessing of violence in the family of origin links to violent experience and perpetration in premarital relationships Gover et al. (2008) explored the association between exposure to violence in the family of origin and subsequent physical violence and psychological abuse in dating relationship. Dating violence victimization and perpetration, has been linked to exposure to violence during early childhood. Gover et al. 2008) termed this hypothesis intergenerational transmission of violence, where exposure to violence during childhood is related to subsequent involvement in violent intimate relationships (p. 1668). The hypothesis explains how dating violence is more likely in people that experienced child abuse or witnessed parental violence. The study looked at the interpersonal violence between dating partners in several ways by using large sample of male and female college students to comprehensively examine the intergenerational transmission of violence hypothesis. Women are more often victimized than men. The study by Gover et al. , showed that childhood abuse is associated with the likelihood of dating violence victimization among females but not males. The results showed a correlation between childhood violence victimization and physical violence perpetration in a dating relationship, which supported the intergenerational transmission of violence hypothesis. They also concluded that there is a significant relationship between physical dating violence victimization for women who were exposed to paternal perpetrated abuse. Witnessing violence between parents does not have as much of a significant impact on dating violence perpetration in comparison to female exposure to paternal perpetrated abuse. Child abuse is related to dating violence victimization and perpetration especially among males; women are more likely to become victimized rather than the perpetrator according to some studies. Child abuse involves psychological abuse, emotional neglect, sexual abuse, exposure to severe marital conflict and addictive behavior (Clinton, 2006). According to the Gover et al. tudy, violence victimization and perpetration are experienced by those who witnessed one parent hit the other parent and experienced childhood abuse at higher rates in dating relationships in comparison to those who were not exposed to violence during childhood. Ones childhood relationships are very important because they shape the chemical processes in the brain that determine how someone controls his or her impulses, calm or strong emotions and develop memories in their early family life. Tim Clinton (2006) believes that everyone develops relationship rules, which determines their relationship style from childhood. He described four relationship styles in his book, Why You Do the Things You Do: The Secret to Healthy Relationships; the secure, the avoidant, the ambivalent and the disorganized relationship style. The underlying reason why people do the things they do is their relationship style or their attachment style. Special relationship, bond, or connection with another person that is characterized by strong emotions and continues through time is what Clinton (2006) refers to as attachment. A persons relationship style is determined by the interactions between a mother and her infant over time. These interactions teach her child certain relationship rules, which are core beliefs about one self and others. These core beliefs may not always be fully conscious to the individual, but they influence the behavior of everyone in a powerful way, such as the tendencies to act violently or easily become a victim in premarital relationships. Insecure relationship styles, the avoidant, the ambivalent and the disorganized relationship style are most likely to experience relational conflicts more often than those with secure relationship style. Children learn how to manage conflict from watching the way their parents work out their disagreements. A childs security is also threatened when he sees his parents in screaming matches, physical struggles or violence (Clinton, 2006). An individual with a disorganized relationship style is at a high risk to fall into deep depression because this person has been borderline depressed and anxious throughout life. Events such as job loss, conflict with a friend, financial struggles can cause him or her to sink rapidly into serious depression. Those with poor mental health outcomes such as anxiety, depression, reduced self-esteem, stress, and various physical health consequences, have been involved in a violent relationship (Gibb et al. , 2004; Messman-Moore et al. , 2000). The potential for violence can be linked to someone who has developed a disorganized relationship style. Children who develop a disorganized relationship style have been traumatized by their own parents, who were both a source and the solution to their fears and anxieties. This simply means that these children had no solution or safe haven for them. As a result, these children become emotionally disorganized and fragmented during stressful times (Clinton, 2006). There are two sources of stress that influence individuals or couples; positive events that comes with a challenge and negative events that comes with threat and harm or loss. There are contradicting studies of dating violence, and the role that stress plays in premarital love relation conflict is not yet clear. Men and women may react differently to stress according to OLearys (1998) theoretical formulation of spouse aggression. Wethington et al. (1987) reported that research on acute stressors shows that males and females are similar in the number of undesirable events experienced, but that males seem more emotionally affected. Therefore, if there is a relationship between stress and violence, it might be greater for males than females (Marshall Rose, 1990). Marshall and Rose (1990) conducted a study to test the influence of stress on relationship conflicts and violence. They found that positive stress contributed to males recent expression of violence, (p. 61). The reason why positive stress but not negative stress, contributed to males expression of violence is unclear according to Marshal and Rose (1990). This finding is contrary to previously similar studies done by other researchers, however, this contrast may be due to the fact that Marshal and Rose allowed the observers, rather than the respondents to classify the direction of stress impact, whether they are positive or negative. Stress is a secondary emotional reaction, when someone tries to repress primary emotions such as fear or pain due to life issues (Clinton, 2006). An individual who has an avoidant relationship style tends to be narcissistic who can easily become even more self-absorbed under stress. Possibilities for conflicts would increase dramatically for these types of individuals because when they receive negative feedback, for instance, they become angry and contemptuous, (Kindle Locations 1522-1526). This kind of behavior brings constant or more frequent conflicts under stressful times for both individuals. Dyadic Problems In premarital relationships, mutual admiration and devotion exist between couples, especially when they move towards a deeper level of commitment. In contrast to these qualities, most couples were found to be in mutual combat because more than two-thirds of one sample reported reciprocal violence (Carte et al. , 1982). Some individuals, whose perception of dating is one of a carefree experience to be enjoyed or to just have a good time, approach their problems by using their partners as targets to physically act out feelings of anger, confusion and jealousy (Henton et al. 1983). A study done by Henton et al. (1983) assessed the incidence and context of the use of violence in high school relationship because the first experiences in forming intimate relationships occur for many individuals during high school. He found that a significant number of high school students have experienced premarital violence in one or more relationships. In 71. 4% of high school relationships where violence occurred, it was found that the pattern of abuse was reciprocal, where each partner had been both the victim and aggressor at some point in time. The remaining 28. 6 %, four patterns were identified; male abuser only, female abuser only, abused male and abused female. Most individuals remained in violent relationships because they felt that they have significantly fewer alternatives than those who terminated such relationships. Individual tends to tolerate or have a more positive attitude towards premarital violence if they have been involved in abusive relationships than those who were involved in non-abusive relationships (Henton et al. 1983). This finding in this study suggests that the occurrence of premarital violence is because of dyadic problems rather than solely a result of individual characteristics. One suggestion as to why victims had a more positive attitude towards violence may be because victims of violence may have become addicted to such trauma. The brain releases chemicals called endogenous opioids, natural painkillers that are the brain’s equivalent to heroin whenever someone is under extreme stress. The stress of relationship violence could easily cause victims to become addicted to the drug. For someone to withdraw from that drug would be similar to breaking a drug addiction. Increasing the difficulty is the fact that the withdrawal symptoms parallel the nightmare of the traumatized person: emptiness, tension, irritability, and an internal sense of unrest, (Clinton, 2006, Kindle Locations 2131-2137). The person may return to the trauma and its â€Å"morphine,† in order to relieve the symptoms. Another way addiction to trauma can develop is fear of the unknown Clinton, 2006, Kindle Locations 2131-2137. The state of ones emotional wellbeing is a factor that influences how couples handle conflicts and whether they are prone to violence or foster safety. Emotion, according to Clinton (2006), is The physical, gut-felt responses that fuel our behavior and motivate us to act, (Kindle Locations 4310-4311). Emotions are what motivate someone to seek closeness during times of stress and therefore, they are very important in relationships. Specific emotional components such as positive affective tone, listening and understanding, and self-disclosure, protect premarital relationships from violence (Prager Buhrmester, 1998). Those individuals who did not develop a secure relationship style as termed by Tim Clinton (2006) foster many kinds of negative emotions because of insecurities they developed from childhood. Individuals with the ambivalent relationship style tend to be anxious, melodramatic or angry. These individuals would be prone to violence in their dating relationships. Swett and Marcus (2002) explored the issues about couples emotional dynamics and violence. A group of upper-level undergraduates were asked a number of questions about their current relationship, about the duration of their relationships, number of times in previous relationships they had physical fights and the severity of injury they had suffered as a result (Swett Marcus, 2002). The findings of the study support the importance of the intimacy components of positive affective tone and listening and understanding in reducing dyadic violence. The quality of emotional interactions is a factor that influences violent tendencies in premarital relationships. Positive emotions that involve positive affective tone and listening and understanding, can inhibit violence in relationship, and therefore serve as protections against violence (Swett Marcus, 2002). Unhealthy communication leads to conflicts, it prevents couples from being able to talk through their feelings. Tim Clinton (2006), talks about four kinds of unhealthy communication, in his book, he explained how criticism, defensiveness, contempt and stonewalling are all forms of unhealthy communication. Criticism comes in a form of questioning that implies that the other person has a character flaw, for example, why do you always do that? You never do what you say youre going to do. I just cant count on you for anything, (Kindle Locations 775-776). Defensiveness is a reaction against a criticism causing retaliation, for example, â€Å"What do you mean I never do what I say? How many times have you not come through when I needed you to help me out with the kids? You don’t help. You just whine and complain that things don’t happen according to your schedule! † (Kindle Locations 778-779). Contempt comes when criticism and defensiveness intensifies, derogatory remarks, put-downs and extreme distress result. For example, some one who is in contempt might say something like this, â€Å"You make me sick! You never do what you say you’ll do. You’re a big talker, just like your mother, but you never follow through. I’ve grown used to not being able to rely on you, so I’ll just do everything myself—like always. † (Kindle Locations 782-784). Stonewalling results from a high intensity of contempt, causing a person to shut down and stop participating in conversation by walking out of the room or stare off into space. These behaviors can increase the other person’s rage and spark another round of criticism. Kindle Locations 785-787). People with insecure relationship styles would be at a higher risk of relationship violence victimization and or perpetration. Conclusion Although squabbles are a necessary part of every couples growth together, when carefully managed or regulated, is a building block for a healthy relationship, one that is vibrant and thriving (Clinton, 2006). People who are at less risk for relationship violence victimization and perpetration are most likely to possess a secure relationship style. These people are confident in their identity, their effectiveness in the world and trust others. This allows them to have a healthy way of interacting with and relating to people. Secure people are emotionally strong, willing to seek and accept comfort from others, courageous about love and intimacy, and responsible for themselves,(Kindle Location 4337). There are many other factors that potentially increase the chances for individuals to have a healthy love relationship with another person. Individuals, who have higher attachment to his or her parents during childhood, were less likely to be responsible for dating violence (Chapple Hope, 2003). Religious institutions were found to be a protective factor for potential violence dating relationship. Students reporting more church attendance were less likely to be involved in a violent dating relationship (Coker et al. , 2000; Gover, 2004). Conflicts often arise because of the lack of communication skills and resolution skills. Couples should learn to talk openly and honestly about our feelings, both positive and negative ones. A healthy form of communication can develop this way between couples. It will help them avoid unnecessary conflicts that can eventually escalate to violence.

Causes and Effect of Job Satisfaction on a Company

Causes and Effect of Job Satisfaction on a Company Q.1) ABC company has heard rumors that some of their workers are dissatisfied with their jobs. You have been asked to explain to management the following: 1) what are the major causes of job satisfaction? 2) Why should management be concerned about the job satisfaction of employees? 3) How would you recommend that ABC Company verify or assess that employees are actually dissatisfied; how can job satisfaction be measured? 4) Once ABC Company has determined that the employees are definitely dissatisfied with aspects of their particular jobs, what are ways they could possibly decrease job dissatisfaction? ANSWER: Defining Job Satisfaction: Job satisfaction is a pleasurable feeling that results from the perception that ones job fulfills or allows for the fulfillment of ones important job values. It refers to an individuals general attitude toward his or her job. A person with a high level of job satisfaction holds positive attitudes toward the job, while a person who is dissatisfied with his or her job holds negative attitudes toward the job. What are factors that cause employee satisfaction? Review of the evidence and research* has identified several factors conducive to high levels of employee job satisfaction; some of these factors are controllable by managers and some are not. Factors controllable by management 1. Nature of Work Task Complexity: jobs that are mentally challenging have been consistently found as a main cause of job satisfaction. Simple, repetitive, less challenging jobs are found to a source of frustration and dissatisfaction in employee. Task Meaningfulness: employees belief that the work done by them is meaningful and has significance causes job satisfaction in them. Furthermore, giving autonomy to employees make them feel that they can display their competence and make a positive impact to the organization, is another factor in job satisfaction. Physical Strain: reasonable amount of physical strain and exertion is another determinant in job satisfaction. This factor is sometimes overlooked in the present age of technology. Fact is that advancement in technology has made physical strain even more undesirable work characteristic. 2. Relationship with Supervisor and Colleagues People expect more out of work than merely money or tangible achievements. For most employees, work also fills the need for social interaction. The behavior of an employees manager is found a major cause of satisfaction. Studies generally find that employee satisfaction increases when the immediate supervisor understands the employees, is friendly, praises for good performance, listens to employees opinions, and shows a personal interest in them. 3. Compensation and benefits factors Employees want pay systems that they perceive as just, unambiguous, and in line with their expectations. When pay is seen as fair based on job demands, individual skill level, and community pay standards, satisfaction is likely to result. 4. Promotion Policies and Career Development Factor Opportunities for promotion, training programs, and capacity of career development are other factors that cause job satisfaction. Employees seek fair promotion policies and practices. Promotions provide opportunities for personal growth, more responsibilities, and increased social status. Individuals who perceive that promotion decisions are made in a fair and just manner, therefore, are likely to experience satisfaction from their jobs. 5. Working conditions and environment factors Employees want work environments that support personal comfort and good job performance. Studies demonstrate that employees prefer physical surroundings that are not dangerous or uncomfortable. Most employees also prefer working relatively close to home, in clean and relatively modern facilities, and with adequate tools and equipment. Physical features of workplace like temperature, lighting arrangements, cleanliness, working outdoors, health hazards, sick-building syndrome, social density, privacy in work, all may result in satisfaction or dissatisfaction to employees. 6. Organization development factors Brand of organization in business field and comparison with leading competitor and potential development of organization is a cause of job satisfaction in employees. Missions and Vision of organization is another source of job satisfaction if it complies with employees personal views and goals. Factors not controllable by management: 1. Personality Contemporary research* indicates that employee job satisfaction can be genetically determined. Whether people are happy or not can be found by their gene structure. You either have happy genes or you dont. Scientific research in the field of psychology has been done to find the relationship of job satisfaction with five traits of personality i.e., Neuroticism, Extraversion, Openness to Experience, Agreeableness, and Conscientiousness. These factors with the exception of Openness to Experience have considerable correlation with job satisfaction, as given in Table 1. Impact of personality in work can be controlled if the managers make sure their selection process screens out the negative, maladjusted, troublemaking fault-finders who derive little satisfaction in anything job-related. This is probably best achieved through personality testing, in-depth interviewing, and careful checking of applicants previous work records. Table 1 Available meta-analytic correlations between Big Five personality traits and criteria Big Five Trait Conscientiousness Agreeableness Neuroticism Openness Extraversion Criterion Ï  SDÏ  Ï  SDÏ  Ï  SDÏ  Ï  SDÏ  Ï  SDÏ  Job satisfaction* 0.26 (0.22) 0.17 (0.16) -0.29 (0.16) 0.02 (0.21) 0.25 (0.15) Job performance†  0.28 (0.16) 0.13 (0.15) -0.16 (0.10) 0.08 (0.10) 0.07 (0.14) Leadership†¡ 0.28 (0.17) 0.08 (0.17) -0.24 (0.18) 0.24 (0.11) 0.31 (0.17) Workplace deviance § -0.35 (−) -0.44 () 0.26 (−) -0.08 (−) -0.03 (−) Motivation (goal-setting)** 0.28 (0.07) -0.29 (0.21) -0.29 (0.06) 0.18 0.00 0.15 0.00 Motivation (expectancy)** 0.23 (0.09) 0.13 0.00 -0.29 (0.17) −0.08 0.00 0.1 0.00 Motivation (self-efficacy)** 0.22 (0.15) 0.11 (0.17) -0.35 (0.18) 0.2 (0.04) 0.33 (0.16) Team effectiveness† Ã¢â‚¬   0.11 (0.11) 0.12 (0.13) -0.04 (0.04) 0.05 (0.13) 0.09 (0.04) Notes: Correlations are based on the most recently published meta-analysis for the corresponding criterion. Dashes indicate unreported information. Ï  = estimated true score correlations; SDÏ  = standard deviation of true score correlations. *Reported in Judge, Heller, and Mount (2002). † Reported in Salgado (2003). †¡Reported in Judge, Bono, Ilies, and Gerhardt (2002).  §Reported in Berry, Ones, and Sackett (2007). **Reported in Judge and Ilies (2002). † Ã¢â‚¬  Reported in Bell 2007 2. Emotions Regulations Scientific study* has explored the association between emotion regulation, defined as the conscious manipulation of ones public displays of emotion, and job satisfaction. Suppression of unpleasant emotions decreases job satisfaction and amplification of pleasant emotions increases job satisfaction by improving the quality of interpersonal encounters at work. 3. Life Satisfaction One common research* finding is that job satisfaction is correlated with life satisfaction. People who are satisfied with life tend to be satisfied with their job and people who are satisfied with their job tend to be satisfied with life. However, some research has found that job satisfaction is not significantly related to life satisfaction when other variables such as non-work satisfaction and core self evaluations are taken into account. Why is employee satisfaction important for the organization and the management? Job Satisfaction can be an important indicator of how employees feel about their jobs and a predictor of work behaviors such as organizational citizenship, absenteeism, and turnover. Further, job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors. Satisfied employees can add value to organization such as: Enhance employee retention Increase productivity Reduce turnover Enhance customer satisfaction and loyalty More energetic employees Improve teamwork Higher quality products and/or services due to more competent, energized employees Job satisfaction and dissatisfaction has direct impact on organization, which can be seen by analyzing the following: Job Satisfaction and Productivity* The evidence suggests that the link between an individuals job satisfaction and his or her productivity is positive. It turns out the productivity can be affected as much by external conditions as it is by job satisfaction. The link between job satisfaction and productivity is much stronger when we look not at individuals, but at the organization as a whole. When satisfaction and productivity data are gathered for the organization as a whole, rather than at the individual level, we find that organizations with more-satisfied employees tend to be more effective than organizations with less-satisfied employees. Job Satisfaction and Organizational Citizenship Behavior Organizational citizenship behavior (OCB) is discretionary behavior that is not part of an employees formal job requirements and is not usually rewarded, but that nevertheless promotes the effective functioning of the organization. Organizational citizenship is important, as it can help the organization function more efficiently and more effectively. It seems logical to assume that job satisfaction should be a major determinant of an employees OCB. Job Satisfaction and Customer Satisfaction Employees in service jobs often interact with customers. Since the management of service organizations should be concerned with pleasing those customers, it is reasonable to ask: Is employee satisfaction related to positive customer outcomes? For front-line employees who have regular contact with customers, the answer is yes. Satisfied employees are more likely to be friendly, upbeat, and responsive—which customers appreciate. Job Satisfaction and Absenteeism: One can find a consistent negative relationship between satisfaction and absenteeism, but the correlation is moderate-usually less than 0.40. While it certainly makes sense that dissatisfied employees are more likely to miss work, other factors have an impact on the relationship and reduce the correlation coefficient. e.g. Organizations that provide liberal sick leave benefits are encouraging all their employees, including those who are highly satisfied, to take days off. So, outside factors can act to reduce the correlation. Job Satisfaction and Turnover: Satisfaction is negatively related to turnover*, but the correlation is stronger than what we found for absenteeism. Labour turnover is quite strongly correlated with satisfaction when there is high unemployment. Yet, again, other factors such as labour market conditions, expectations about alternative job opportunities, and length of tenure with the organization are important constraints on the actual decision to leave ones current job. Workplace Violence and Sabotage: Dissatisfaction in employees may cause violence and sabotage in workplace. Most violence that involves insiders is triggered by extreme levels of dissatisfaction and stress on part of attacker. Dissatisfied workers may either consciously or subconsciously produce faulty products. How can job satisfaction be measured? Job satisfaction is usually measured with interviews or questionnaires administered to the job incumbents in question. Most research is done with questionnaires. This is because interviews are expensive and time consuming to conduct. By contrast, one can survey a large number of people with a paper-and-pencil questionnaires with very little effort or expense. Furthermore, it is easy to quantify and standardize questionnaire responses. Perhaps the easiest way to assess job satisfaction is to use one of the existing scales which have been carefully developed, and in many studies, their reliability and validity have been established. There are many methods for measuring job satisfaction, few of these are briefly mentioned below: 1. Job Descriptive Index (JDI), created by Smith, Kendall, Hulin (1969), is a specific questionnaire of job satisfaction that has been widely used. It measures ones satisfaction in five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or cant decide (indicated by ‘?) in response to whether given statements accurately describe ones job. 2. Job In General Scale (JIG) Job In General Scale (JIG, Ironson et al., 1989) was designed to assess overall job satisfaction rather than facets. Its format is same as the JDI, and it contains 18 items. Each item is an adjective or short phrase about the job in general rather than a facet. The total score is a combination of all items. Advantage of using JIG is that it is quick and easy to use, and disadvantage is that it only gives global measure of job satisfaction and does not provide information about specific facets causing job satisfaction/dissatisfaction. 3. Minnesota Satisfaction Questionnaire (MSQ) The Minnesota Satisfaction Questionnaire (MSQ) is designed to measure an employees satisfaction with their particular job. Method includes 100 items measuring 20 facets of job satisfaction. Three revisions of MSQ are available: two long forms (1977 version and 1967 version) and a short form. Long form contains 100 items measuring 20 facets, and short form includes 20 items that best represent each of the 20 scales. Advantages of this method are it is reliable, valid measure of job satisfaction, easy to use, easy to understand, applicable to any organization, applicable for managers, supervisors, and employees. Disadvantage of this method is that it is very long, and uses 20 different facets and it may not be meaningful to have info on each of them. 4. Satisfied / dissatisfied method In this method, you just send a question form that include: What is good thing in our company? What is not good one in our company? This method is suitable for â€Å"emergency events† and you need result in a short time. To assess and measure job satisfaction in employees of ABC Company I would recommend Job Descriptive method (JDI). Job Descriptive Index assesses five most important facets of job satisfaction: * The work itself—responsibility, interest, and growth. * Quality of supervision—technical help and social support. * Relationships with co-workers—social harmony and respect. * Promotion opportunities—chances for further advancement. * Pay—adequacy of pay and perceived equity vis-à  -vis others. The entire scale contains 72 items with either 9 or 18 items per subscale. Each item is an evaluative adjective or short phrase that is descriptive of the job. Responses are â€Å"Yes† â€Å"Uncertain† or â€Å"No†. Job Descriptive Index (JDI; Smith, Kendall, Hulin, 1969) has probably been the most popular facet scale among organizational researchers. It also may have been the most carefully developed and validated, as is well described in Smith et al.s book. It is easy to use with all types of respondents and is most commonly used measure of job satisfaction. Scales that measure the overall level of job satisfaction and do not measure the specific facet may not help in identifying the main cause of job satisfaction/dissatisfaction. Job dissatisfaction can be decreased by considering the following factors: 1. Work itself: Job dissatisfaction can be decreased by Job rotation Job enlargement: knowledge enlargement, task enlargement Job enrichment, add complexity to the task to make it challenging 2. Define Role and Expectations: When an organization makes the decision to fill a new position, it has an idea of what will be expected of the new employee. However, unless these expectations are clearly communicated and role is defined, the result can be disappointing for both the employee and employer. Such situations cause conflict and inefficiencies in the workplace. Therefore, it is very important that the employer establish a mechanism for making sure the needs of the organization are clearly communicated and understood. Role analysis technique can be used to identify and define ones role. 3. Organization development Shared mission or vision: In many organizations, employee doesnt know what is mission, vision, objects. Building a corporate culture that requires employees to be an integral part of the organization can be an effective way of getting the most from the talents or competencies brought to the organization by each employee. Feedback programs: Give employees opportunity to complain to the organization about his work situation. Feedback will help organization to know opinions of their employees. 4. Compensation and benefits: Policies of compensation and benefits are most important part of organization. But you should build your policies at â€Å"suitability† not â€Å"the best†. 5. Appraisal program: You should build the proper evaluation and fair and encourage employees perform work. 6. Relationship with supervisors: Relationship with management is the key factor often happen dissatisfaction of employees. The company should have policies to: Management must be fairly treat the staff Ready to help them Full training for staff Ready to listen and respond to employee 7. Promotions and career development Develop programs to promote all titles in the organization Develop training programs for employees Build programs for career development of each title 8. Working condition and environment Build occupational health and safety program. 9. Improvement programs of employee satisfaction HR department must have the monitoring methods for improvement programs of employee satisfaction. Many organizations just do appraisal of employee satisfaction but not pay attention to role of monitoring. Build solutions to improve satisfaction Training all level of management about the importance of satisfaction and methods to increase satisfaction. 10. Employees by themselves Hiring the right employees Clearly defined and communicated employee expectations. References References marked with an asterisk indicate studies included in the answer. *Timothy A. Judge, Daniel Heller and Michael K. Mount. Five-Factor Model of Personality and Job Satisfaction: A Meta-Analysis. Journal of Applied Psychology 2002, Vol. 87, No. 3, 530-541 *Ste ´Phane Co ˆ Te and Laura M. Morgan. A longitudinal analysis of the association between emotion regulation, job satisfaction, and intentions to quit. Journal of Organizational Behavior. 23, 947-962 (2002) *Timothy A. Judge, Daniel Heller and Michael K. Mount. Five-Factor Model of Personality and Job Satisfaction: A Meta-Analysis. Journal of Applied Psychology 2002, Vol. 87, No. 3, 530-541 *John A. Wagner III John R. Hollenback. Organizational Behavior, Securing Competitive Advantage, 5E. by South-Westrn, 2009 * Robbins, Stephen P., and Timothy A. Judge. Organization Behavior. 12th ed. Upper Saddle River, New Jersey: Pearson Prentice Hall, 2007. 156-158. *Steven G. Westlund and John C. Hannon. Retaining Talent: Assessing Job Satisfaction Facets Most Significantly Related To Software Developer Turnover Intentions. Journal of Information Technology Management Volume XIX, Number 4, 2008 Q3) Compare and contrast the rational decision making model with the bounded rationality model of decision-making. In what ways does the theory of bounded rationality differ from the rational model and what are the characteristics of each? Which do you feel is a better representation of decision-making and why? ANSWER: The rational decision-making model is sometimes referred to as the rational economic model as it includes a primary assumption of economic rationality, that is, the notion that people attempt to maximize their economic outcomes, where alternative with the highest expected worth is selected as preferred alternative. Rational decision making processes consist of a sequence of steps designed to rationally develop a desired solution. Typically these steps involve: 1. Verify, Define, and Detail the problem: The first step is to recognize a problem or to see opportunities that may be worthwhile. A rational decision making model is best employed where relatively complex decisions have to be made. 2. Identify the Criteria: What is relevant and what is not relevant to the decision? What do you need to know before you can make a decision or what will help you make the right one? 3. Analyzing the situation: What alternative courses of action may be available to you? What different interpretations of the data may be possible? 4. Developing options: Generate several possible options. Be creative and positive. 5. Evaluating alternatives: What criteria should you use to evaluate? Evaluate for feasibility, acceptability and desirability. Which alternative will best achieve your objectives? 6. Selecting a preferred alternative: Explore the provisional preferred alternative for future possible adverse consequences. What problems might it create? What are the risks of making this decision? Assumptions made by rational decision-making model There are six assumptions of the rational decision-making model: Problem clarity: The decision maker is assumed to have complete information regarding the decision situation. Known options: Identify all the relevant criteria and can list all the viable alternatives. The decision maker is aware of all the possible consequences of each alternative. Clear preference: The criteria and alternatives can be ranked and given weight to reflect their importance. Constant preferences: The specific decision criteria are constant and that weights assigned to them are stable over time. No time or cost constraints: The rational decision maker can obtain full information about criteria and alternatives because it is assumed that there are no time or cost constraints. Maximum payoff: The rational decision maker will choose the alternative that yields the highest perceived value. Rational decision making model presupposes that there is one best outcome. The search for perfection is frequently a factor in actually delaying making a decision. Such a model also presupposes that it is possible to consider every option and also to know the future consequences of each. While many would like to think they know what will happen, the universe often has other plans! It is also limited by the cognitive abilities of the person making the decision; how good is their memory? How good is their imagination? The criteria themselves, of course, will be subjective and may be difficult to compare. These models require a great deal of time and a great deal of information. And, of course, a rational decision making model attempts to negate the role of emotions in decision making. Bounded Rationality Decision Making Model Bounded Rationality theory accepts the notion of bounded rationality and suggests that people act only in terms of what they perceive about a given situation. Because these perceptions are frequently imperfect, most organizational decision making does not take place in a world of complete certainty. Rather, the behavioral decision maker is viewed as acting most often under uncertain conditions and with limited information. Organizational decision makers face problems that are often ambiguous, and they have only partial knowledge of the available action alternatives and their consequences. As Herbert Simon states: â€Å"Most human decision making, whether individual or organizational, is concerned with the discovery and selection of satisfactory alternatives; only in exceptional cases is it concerned with the discovery and selection of optimal decisions.† Alternative model to rational decision making model based on the theory of bounded rationality called the administrative model is actually a critique of the rational model. Simon says the rational model is prescriptive or normative, the way it is supposed to be, rather than the way it is. Simon presented the administrative model as a realistic antidote, the way it really is. Administrative model he says is the way decisions are actually made. Simon coined a term of Satisficing means settling for the first alternative that seems to meet some minimum level of acceptability. Search for a needle in the haystack. Optimize is to look for the sharpest. Satisfied is to search until you find the needle that is just sharp enough to do the job. He says there are limits on decision making: Bounded rationality: imperfect information about goals and courses of action and relation of means to ends; Bounded discretion: constraints on optimizing, prior commitments, moral and ethical standards, laws, and social standards; Bounded rationality recognizes that it is impossible to comprehend and analyze all of the potentially relevant information in making choices. The only possible way of coping with the complexity of the world is to develop techniques, habits and standard operating procedures (SOP) to facilitate decision making. Widely shared SOPs are institutions. HabitRoutine responses and behaviors based on reinforcement e.g. brushing your teeth in the morning. TechniqueWays to deal with generalized situations e.g., read reviews before selecting a hotel. SOPgroup and organizational rules for decisions e.g., our firm reorders when inventories reach one month of recent sales. Which model better represents decision-making? Rational decision making model provides a guideline of what managers ideally should be doing, but it does not represent what managers actually do. When decision makers are faced with a simple problem and few alternative courses of action, and when the cost of searching out and evaluating alternatives is low, the rational model provides a fairly accurate description of the decision process. However, such situations are the exception. Most decisions in the real world do not follow the rational model. For instance, people are usually content to find an acceptable or reasonable solution to their problem rather than an optimizing one. Most decisions in the real world do not follow the rational model. People are usually content to find an acceptable or reasonable solution to their problem rather than an optimizing one. Thus decision makers may rely on bounded rationality, satisficing, intuition, and judgment shortcuts in making decisions. In an ideal situation, manager faces a clearly defined problem, knows all possible action alternatives and their consequences, and then chooses the alternative that offers the best, or â€Å"optimum,† solution to the problem. This optimizing style is an ideal way to make decisions. This rational approach is normative and prescriptive, and is often used as a model for how managers should make decisions. However, Behavioral scientists are cautious about applying rational decision theory to many decision situations. They recognize that the human mind is a wonderful creation, capable of infinite achievements. But they also recognize that human beings have cognitive limitations that restrict their information-processing capabilities. Information deficiencies and overload compromise the ability of decision makers to achieve complete certainty and otherwise operate according to the rational model. Human decision makers also operate with bounded rationality. Bounded rationality is sug gests that, while individuals are reasoned and logical, humans have their limits. Individuals interpret and make sense of things within the context of their personal situation. This makes it difficult to realize the ideal of rational decision making. As a result, the rational model does not give a full and accurate description of how most decisions are made in organizations. References References marked with an asterisk â€Å" * † indicate studies included in the answers. *John A. Wagner III John R. Hollenback. Organizational Behavior, Securing Competitive Advantage, 5E. by South-Westrn, 2009 * Robbins, Stephen P., and Timothy A. Judge. Organization Behavior. 12E. Upper Saddle River, New Jersey: Pearson Prentice Hall, 2007. 156-158. * John R. Schermerhorn, Jr., James G. Hunt, Richard Osborn. Organization Behavior. 7E. John Wiley Sons, Inc, 2002 Q.4) Discuss goal-setting theory and its major conclusions. How do major conclusions of goal setting inform managers, or how can managers apply what research on goal setting has found in managing employees? ANSWER: Goal Setting Theory The prime axiom of goal setting theory is that specific, difficult goals lead to higher performance than when people strive to simply â€Å"do their best†, (Locke, 1966; Locke Latham, 1990). Goals play an important part in high performance work environments. Goal setting is the process of developing, negotiating, and formalizing the targets or objectives that a person is responsible for accomplishing. The model uses elements of expectancy theory to help clarify the implications of goal setting for performance while taking into account certain moderating conditions, such as ability and task complexity. Lockes research showed that there was a relationship between how difficult and specific a goal was and peoples performance of a task. He found that specific and difficult goals led to better task performance than vague or easy goals. Telling someone to Try hard or Do your best is less effective than Try to get more than 80% correct. Likewise, having a goal thats too easy is not a motivating force. Hard goals are more motivating than easy goals, because its much more of an accomplishment to achieve something that you have to work for. Locke and his colleagues spend considerable time on research* and studied the effects of goal setting, which can be concluded as: Specific goals increase performance, under certain conditions Difficult goals, when accepted, result in higher performance than do easy goals Feedback leads to higher performance Causes and Effect of Job Satisfaction on a Company Causes and Effect of Job Satisfaction on a Company Q.1) ABC company has heard rumors that some of their workers are dissatisfied with their jobs. You have been asked to explain to management the following: 1) what are the major causes of job satisfaction? 2) Why should management be concerned about the job satisfaction of employees? 3) How would you recommend that ABC Company verify or assess that employees are actually dissatisfied; how can job satisfaction be measured? 4) Once ABC Company has determined that the employees are definitely dissatisfied with aspects of their particular jobs, what are ways they could possibly decrease job dissatisfaction? ANSWER: Defining Job Satisfaction: Job satisfaction is a pleasurable feeling that results from the perception that ones job fulfills or allows for the fulfillment of ones important job values. It refers to an individuals general attitude toward his or her job. A person with a high level of job satisfaction holds positive attitudes toward the job, while a person who is dissatisfied with his or her job holds negative attitudes toward the job. What are factors that cause employee satisfaction? Review of the evidence and research* has identified several factors conducive to high levels of employee job satisfaction; some of these factors are controllable by managers and some are not. Factors controllable by management 1. Nature of Work Task Complexity: jobs that are mentally challenging have been consistently found as a main cause of job satisfaction. Simple, repetitive, less challenging jobs are found to a source of frustration and dissatisfaction in employee. Task Meaningfulness: employees belief that the work done by them is meaningful and has significance causes job satisfaction in them. Furthermore, giving autonomy to employees make them feel that they can display their competence and make a positive impact to the organization, is another factor in job satisfaction. Physical Strain: reasonable amount of physical strain and exertion is another determinant in job satisfaction. This factor is sometimes overlooked in the present age of technology. Fact is that advancement in technology has made physical strain even more undesirable work characteristic. 2. Relationship with Supervisor and Colleagues People expect more out of work than merely money or tangible achievements. For most employees, work also fills the need for social interaction. The behavior of an employees manager is found a major cause of satisfaction. Studies generally find that employee satisfaction increases when the immediate supervisor understands the employees, is friendly, praises for good performance, listens to employees opinions, and shows a personal interest in them. 3. Compensation and benefits factors Employees want pay systems that they perceive as just, unambiguous, and in line with their expectations. When pay is seen as fair based on job demands, individual skill level, and community pay standards, satisfaction is likely to result. 4. Promotion Policies and Career Development Factor Opportunities for promotion, training programs, and capacity of career development are other factors that cause job satisfaction. Employees seek fair promotion policies and practices. Promotions provide opportunities for personal growth, more responsibilities, and increased social status. Individuals who perceive that promotion decisions are made in a fair and just manner, therefore, are likely to experience satisfaction from their jobs. 5. Working conditions and environment factors Employees want work environments that support personal comfort and good job performance. Studies demonstrate that employees prefer physical surroundings that are not dangerous or uncomfortable. Most employees also prefer working relatively close to home, in clean and relatively modern facilities, and with adequate tools and equipment. Physical features of workplace like temperature, lighting arrangements, cleanliness, working outdoors, health hazards, sick-building syndrome, social density, privacy in work, all may result in satisfaction or dissatisfaction to employees. 6. Organization development factors Brand of organization in business field and comparison with leading competitor and potential development of organization is a cause of job satisfaction in employees. Missions and Vision of organization is another source of job satisfaction if it complies with employees personal views and goals. Factors not controllable by management: 1. Personality Contemporary research* indicates that employee job satisfaction can be genetically determined. Whether people are happy or not can be found by their gene structure. You either have happy genes or you dont. Scientific research in the field of psychology has been done to find the relationship of job satisfaction with five traits of personality i.e., Neuroticism, Extraversion, Openness to Experience, Agreeableness, and Conscientiousness. These factors with the exception of Openness to Experience have considerable correlation with job satisfaction, as given in Table 1. Impact of personality in work can be controlled if the managers make sure their selection process screens out the negative, maladjusted, troublemaking fault-finders who derive little satisfaction in anything job-related. This is probably best achieved through personality testing, in-depth interviewing, and careful checking of applicants previous work records. Table 1 Available meta-analytic correlations between Big Five personality traits and criteria Big Five Trait Conscientiousness Agreeableness Neuroticism Openness Extraversion Criterion Ï  SDÏ  Ï  SDÏ  Ï  SDÏ  Ï  SDÏ  Ï  SDÏ  Job satisfaction* 0.26 (0.22) 0.17 (0.16) -0.29 (0.16) 0.02 (0.21) 0.25 (0.15) Job performance†  0.28 (0.16) 0.13 (0.15) -0.16 (0.10) 0.08 (0.10) 0.07 (0.14) Leadership†¡ 0.28 (0.17) 0.08 (0.17) -0.24 (0.18) 0.24 (0.11) 0.31 (0.17) Workplace deviance § -0.35 (−) -0.44 () 0.26 (−) -0.08 (−) -0.03 (−) Motivation (goal-setting)** 0.28 (0.07) -0.29 (0.21) -0.29 (0.06) 0.18 0.00 0.15 0.00 Motivation (expectancy)** 0.23 (0.09) 0.13 0.00 -0.29 (0.17) −0.08 0.00 0.1 0.00 Motivation (self-efficacy)** 0.22 (0.15) 0.11 (0.17) -0.35 (0.18) 0.2 (0.04) 0.33 (0.16) Team effectiveness† Ã¢â‚¬   0.11 (0.11) 0.12 (0.13) -0.04 (0.04) 0.05 (0.13) 0.09 (0.04) Notes: Correlations are based on the most recently published meta-analysis for the corresponding criterion. Dashes indicate unreported information. Ï  = estimated true score correlations; SDÏ  = standard deviation of true score correlations. *Reported in Judge, Heller, and Mount (2002). † Reported in Salgado (2003). †¡Reported in Judge, Bono, Ilies, and Gerhardt (2002).  §Reported in Berry, Ones, and Sackett (2007). **Reported in Judge and Ilies (2002). † Ã¢â‚¬  Reported in Bell 2007 2. Emotions Regulations Scientific study* has explored the association between emotion regulation, defined as the conscious manipulation of ones public displays of emotion, and job satisfaction. Suppression of unpleasant emotions decreases job satisfaction and amplification of pleasant emotions increases job satisfaction by improving the quality of interpersonal encounters at work. 3. Life Satisfaction One common research* finding is that job satisfaction is correlated with life satisfaction. People who are satisfied with life tend to be satisfied with their job and people who are satisfied with their job tend to be satisfied with life. However, some research has found that job satisfaction is not significantly related to life satisfaction when other variables such as non-work satisfaction and core self evaluations are taken into account. Why is employee satisfaction important for the organization and the management? Job Satisfaction can be an important indicator of how employees feel about their jobs and a predictor of work behaviors such as organizational citizenship, absenteeism, and turnover. Further, job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors. Satisfied employees can add value to organization such as: Enhance employee retention Increase productivity Reduce turnover Enhance customer satisfaction and loyalty More energetic employees Improve teamwork Higher quality products and/or services due to more competent, energized employees Job satisfaction and dissatisfaction has direct impact on organization, which can be seen by analyzing the following: Job Satisfaction and Productivity* The evidence suggests that the link between an individuals job satisfaction and his or her productivity is positive. It turns out the productivity can be affected as much by external conditions as it is by job satisfaction. The link between job satisfaction and productivity is much stronger when we look not at individuals, but at the organization as a whole. When satisfaction and productivity data are gathered for the organization as a whole, rather than at the individual level, we find that organizations with more-satisfied employees tend to be more effective than organizations with less-satisfied employees. Job Satisfaction and Organizational Citizenship Behavior Organizational citizenship behavior (OCB) is discretionary behavior that is not part of an employees formal job requirements and is not usually rewarded, but that nevertheless promotes the effective functioning of the organization. Organizational citizenship is important, as it can help the organization function more efficiently and more effectively. It seems logical to assume that job satisfaction should be a major determinant of an employees OCB. Job Satisfaction and Customer Satisfaction Employees in service jobs often interact with customers. Since the management of service organizations should be concerned with pleasing those customers, it is reasonable to ask: Is employee satisfaction related to positive customer outcomes? For front-line employees who have regular contact with customers, the answer is yes. Satisfied employees are more likely to be friendly, upbeat, and responsive—which customers appreciate. Job Satisfaction and Absenteeism: One can find a consistent negative relationship between satisfaction and absenteeism, but the correlation is moderate-usually less than 0.40. While it certainly makes sense that dissatisfied employees are more likely to miss work, other factors have an impact on the relationship and reduce the correlation coefficient. e.g. Organizations that provide liberal sick leave benefits are encouraging all their employees, including those who are highly satisfied, to take days off. So, outside factors can act to reduce the correlation. Job Satisfaction and Turnover: Satisfaction is negatively related to turnover*, but the correlation is stronger than what we found for absenteeism. Labour turnover is quite strongly correlated with satisfaction when there is high unemployment. Yet, again, other factors such as labour market conditions, expectations about alternative job opportunities, and length of tenure with the organization are important constraints on the actual decision to leave ones current job. Workplace Violence and Sabotage: Dissatisfaction in employees may cause violence and sabotage in workplace. Most violence that involves insiders is triggered by extreme levels of dissatisfaction and stress on part of attacker. Dissatisfied workers may either consciously or subconsciously produce faulty products. How can job satisfaction be measured? Job satisfaction is usually measured with interviews or questionnaires administered to the job incumbents in question. Most research is done with questionnaires. This is because interviews are expensive and time consuming to conduct. By contrast, one can survey a large number of people with a paper-and-pencil questionnaires with very little effort or expense. Furthermore, it is easy to quantify and standardize questionnaire responses. Perhaps the easiest way to assess job satisfaction is to use one of the existing scales which have been carefully developed, and in many studies, their reliability and validity have been established. There are many methods for measuring job satisfaction, few of these are briefly mentioned below: 1. Job Descriptive Index (JDI), created by Smith, Kendall, Hulin (1969), is a specific questionnaire of job satisfaction that has been widely used. It measures ones satisfaction in five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or cant decide (indicated by ‘?) in response to whether given statements accurately describe ones job. 2. Job In General Scale (JIG) Job In General Scale (JIG, Ironson et al., 1989) was designed to assess overall job satisfaction rather than facets. Its format is same as the JDI, and it contains 18 items. Each item is an adjective or short phrase about the job in general rather than a facet. The total score is a combination of all items. Advantage of using JIG is that it is quick and easy to use, and disadvantage is that it only gives global measure of job satisfaction and does not provide information about specific facets causing job satisfaction/dissatisfaction. 3. Minnesota Satisfaction Questionnaire (MSQ) The Minnesota Satisfaction Questionnaire (MSQ) is designed to measure an employees satisfaction with their particular job. Method includes 100 items measuring 20 facets of job satisfaction. Three revisions of MSQ are available: two long forms (1977 version and 1967 version) and a short form. Long form contains 100 items measuring 20 facets, and short form includes 20 items that best represent each of the 20 scales. Advantages of this method are it is reliable, valid measure of job satisfaction, easy to use, easy to understand, applicable to any organization, applicable for managers, supervisors, and employees. Disadvantage of this method is that it is very long, and uses 20 different facets and it may not be meaningful to have info on each of them. 4. Satisfied / dissatisfied method In this method, you just send a question form that include: What is good thing in our company? What is not good one in our company? This method is suitable for â€Å"emergency events† and you need result in a short time. To assess and measure job satisfaction in employees of ABC Company I would recommend Job Descriptive method (JDI). Job Descriptive Index assesses five most important facets of job satisfaction: * The work itself—responsibility, interest, and growth. * Quality of supervision—technical help and social support. * Relationships with co-workers—social harmony and respect. * Promotion opportunities—chances for further advancement. * Pay—adequacy of pay and perceived equity vis-à  -vis others. The entire scale contains 72 items with either 9 or 18 items per subscale. Each item is an evaluative adjective or short phrase that is descriptive of the job. Responses are â€Å"Yes† â€Å"Uncertain† or â€Å"No†. Job Descriptive Index (JDI; Smith, Kendall, Hulin, 1969) has probably been the most popular facet scale among organizational researchers. It also may have been the most carefully developed and validated, as is well described in Smith et al.s book. It is easy to use with all types of respondents and is most commonly used measure of job satisfaction. Scales that measure the overall level of job satisfaction and do not measure the specific facet may not help in identifying the main cause of job satisfaction/dissatisfaction. Job dissatisfaction can be decreased by considering the following factors: 1. Work itself: Job dissatisfaction can be decreased by Job rotation Job enlargement: knowledge enlargement, task enlargement Job enrichment, add complexity to the task to make it challenging 2. Define Role and Expectations: When an organization makes the decision to fill a new position, it has an idea of what will be expected of the new employee. However, unless these expectations are clearly communicated and role is defined, the result can be disappointing for both the employee and employer. Such situations cause conflict and inefficiencies in the workplace. Therefore, it is very important that the employer establish a mechanism for making sure the needs of the organization are clearly communicated and understood. Role analysis technique can be used to identify and define ones role. 3. Organization development Shared mission or vision: In many organizations, employee doesnt know what is mission, vision, objects. Building a corporate culture that requires employees to be an integral part of the organization can be an effective way of getting the most from the talents or competencies brought to the organization by each employee. Feedback programs: Give employees opportunity to complain to the organization about his work situation. Feedback will help organization to know opinions of their employees. 4. Compensation and benefits: Policies of compensation and benefits are most important part of organization. But you should build your policies at â€Å"suitability† not â€Å"the best†. 5. Appraisal program: You should build the proper evaluation and fair and encourage employees perform work. 6. Relationship with supervisors: Relationship with management is the key factor often happen dissatisfaction of employees. The company should have policies to: Management must be fairly treat the staff Ready to help them Full training for staff Ready to listen and respond to employee 7. Promotions and career development Develop programs to promote all titles in the organization Develop training programs for employees Build programs for career development of each title 8. Working condition and environment Build occupational health and safety program. 9. Improvement programs of employee satisfaction HR department must have the monitoring methods for improvement programs of employee satisfaction. Many organizations just do appraisal of employee satisfaction but not pay attention to role of monitoring. Build solutions to improve satisfaction Training all level of management about the importance of satisfaction and methods to increase satisfaction. 10. Employees by themselves Hiring the right employees Clearly defined and communicated employee expectations. References References marked with an asterisk indicate studies included in the answer. *Timothy A. Judge, Daniel Heller and Michael K. Mount. Five-Factor Model of Personality and Job Satisfaction: A Meta-Analysis. Journal of Applied Psychology 2002, Vol. 87, No. 3, 530-541 *Ste ´Phane Co ˆ Te and Laura M. Morgan. A longitudinal analysis of the association between emotion regulation, job satisfaction, and intentions to quit. Journal of Organizational Behavior. 23, 947-962 (2002) *Timothy A. Judge, Daniel Heller and Michael K. Mount. Five-Factor Model of Personality and Job Satisfaction: A Meta-Analysis. Journal of Applied Psychology 2002, Vol. 87, No. 3, 530-541 *John A. Wagner III John R. Hollenback. Organizational Behavior, Securing Competitive Advantage, 5E. by South-Westrn, 2009 * Robbins, Stephen P., and Timothy A. Judge. Organization Behavior. 12th ed. Upper Saddle River, New Jersey: Pearson Prentice Hall, 2007. 156-158. *Steven G. Westlund and John C. Hannon. Retaining Talent: Assessing Job Satisfaction Facets Most Significantly Related To Software Developer Turnover Intentions. Journal of Information Technology Management Volume XIX, Number 4, 2008 Q3) Compare and contrast the rational decision making model with the bounded rationality model of decision-making. In what ways does the theory of bounded rationality differ from the rational model and what are the characteristics of each? Which do you feel is a better representation of decision-making and why? ANSWER: The rational decision-making model is sometimes referred to as the rational economic model as it includes a primary assumption of economic rationality, that is, the notion that people attempt to maximize their economic outcomes, where alternative with the highest expected worth is selected as preferred alternative. Rational decision making processes consist of a sequence of steps designed to rationally develop a desired solution. Typically these steps involve: 1. Verify, Define, and Detail the problem: The first step is to recognize a problem or to see opportunities that may be worthwhile. A rational decision making model is best employed where relatively complex decisions have to be made. 2. Identify the Criteria: What is relevant and what is not relevant to the decision? What do you need to know before you can make a decision or what will help you make the right one? 3. Analyzing the situation: What alternative courses of action may be available to you? What different interpretations of the data may be possible? 4. Developing options: Generate several possible options. Be creative and positive. 5. Evaluating alternatives: What criteria should you use to evaluate? Evaluate for feasibility, acceptability and desirability. Which alternative will best achieve your objectives? 6. Selecting a preferred alternative: Explore the provisional preferred alternative for future possible adverse consequences. What problems might it create? What are the risks of making this decision? Assumptions made by rational decision-making model There are six assumptions of the rational decision-making model: Problem clarity: The decision maker is assumed to have complete information regarding the decision situation. Known options: Identify all the relevant criteria and can list all the viable alternatives. The decision maker is aware of all the possible consequences of each alternative. Clear preference: The criteria and alternatives can be ranked and given weight to reflect their importance. Constant preferences: The specific decision criteria are constant and that weights assigned to them are stable over time. No time or cost constraints: The rational decision maker can obtain full information about criteria and alternatives because it is assumed that there are no time or cost constraints. Maximum payoff: The rational decision maker will choose the alternative that yields the highest perceived value. Rational decision making model presupposes that there is one best outcome. The search for perfection is frequently a factor in actually delaying making a decision. Such a model also presupposes that it is possible to consider every option and also to know the future consequences of each. While many would like to think they know what will happen, the universe often has other plans! It is also limited by the cognitive abilities of the person making the decision; how good is their memory? How good is their imagination? The criteria themselves, of course, will be subjective and may be difficult to compare. These models require a great deal of time and a great deal of information. And, of course, a rational decision making model attempts to negate the role of emotions in decision making. Bounded Rationality Decision Making Model Bounded Rationality theory accepts the notion of bounded rationality and suggests that people act only in terms of what they perceive about a given situation. Because these perceptions are frequently imperfect, most organizational decision making does not take place in a world of complete certainty. Rather, the behavioral decision maker is viewed as acting most often under uncertain conditions and with limited information. Organizational decision makers face problems that are often ambiguous, and they have only partial knowledge of the available action alternatives and their consequences. As Herbert Simon states: â€Å"Most human decision making, whether individual or organizational, is concerned with the discovery and selection of satisfactory alternatives; only in exceptional cases is it concerned with the discovery and selection of optimal decisions.† Alternative model to rational decision making model based on the theory of bounded rationality called the administrative model is actually a critique of the rational model. Simon says the rational model is prescriptive or normative, the way it is supposed to be, rather than the way it is. Simon presented the administrative model as a realistic antidote, the way it really is. Administrative model he says is the way decisions are actually made. Simon coined a term of Satisficing means settling for the first alternative that seems to meet some minimum level of acceptability. Search for a needle in the haystack. Optimize is to look for the sharpest. Satisfied is to search until you find the needle that is just sharp enough to do the job. He says there are limits on decision making: Bounded rationality: imperfect information about goals and courses of action and relation of means to ends; Bounded discretion: constraints on optimizing, prior commitments, moral and ethical standards, laws, and social standards; Bounded rationality recognizes that it is impossible to comprehend and analyze all of the potentially relevant information in making choices. The only possible way of coping with the complexity of the world is to develop techniques, habits and standard operating procedures (SOP) to facilitate decision making. Widely shared SOPs are institutions. HabitRoutine responses and behaviors based on reinforcement e.g. brushing your teeth in the morning. TechniqueWays to deal with generalized situations e.g., read reviews before selecting a hotel. SOPgroup and organizational rules for decisions e.g., our firm reorders when inventories reach one month of recent sales. Which model better represents decision-making? Rational decision making model provides a guideline of what managers ideally should be doing, but it does not represent what managers actually do. When decision makers are faced with a simple problem and few alternative courses of action, and when the cost of searching out and evaluating alternatives is low, the rational model provides a fairly accurate description of the decision process. However, such situations are the exception. Most decisions in the real world do not follow the rational model. For instance, people are usually content to find an acceptable or reasonable solution to their problem rather than an optimizing one. Most decisions in the real world do not follow the rational model. People are usually content to find an acceptable or reasonable solution to their problem rather than an optimizing one. Thus decision makers may rely on bounded rationality, satisficing, intuition, and judgment shortcuts in making decisions. In an ideal situation, manager faces a clearly defined problem, knows all possible action alternatives and their consequences, and then chooses the alternative that offers the best, or â€Å"optimum,† solution to the problem. This optimizing style is an ideal way to make decisions. This rational approach is normative and prescriptive, and is often used as a model for how managers should make decisions. However, Behavioral scientists are cautious about applying rational decision theory to many decision situations. They recognize that the human mind is a wonderful creation, capable of infinite achievements. But they also recognize that human beings have cognitive limitations that restrict their information-processing capabilities. Information deficiencies and overload compromise the ability of decision makers to achieve complete certainty and otherwise operate according to the rational model. Human decision makers also operate with bounded rationality. Bounded rationality is sug gests that, while individuals are reasoned and logical, humans have their limits. Individuals interpret and make sense of things within the context of their personal situation. This makes it difficult to realize the ideal of rational decision making. As a result, the rational model does not give a full and accurate description of how most decisions are made in organizations. References References marked with an asterisk â€Å" * † indicate studies included in the answers. *John A. Wagner III John R. Hollenback. Organizational Behavior, Securing Competitive Advantage, 5E. by South-Westrn, 2009 * Robbins, Stephen P., and Timothy A. Judge. Organization Behavior. 12E. Upper Saddle River, New Jersey: Pearson Prentice Hall, 2007. 156-158. * John R. Schermerhorn, Jr., James G. Hunt, Richard Osborn. Organization Behavior. 7E. John Wiley Sons, Inc, 2002 Q.4) Discuss goal-setting theory and its major conclusions. How do major conclusions of goal setting inform managers, or how can managers apply what research on goal setting has found in managing employees? ANSWER: Goal Setting Theory The prime axiom of goal setting theory is that specific, difficult goals lead to higher performance than when people strive to simply â€Å"do their best†, (Locke, 1966; Locke Latham, 1990). Goals play an important part in high performance work environments. Goal setting is the process of developing, negotiating, and formalizing the targets or objectives that a person is responsible for accomplishing. The model uses elements of expectancy theory to help clarify the implications of goal setting for performance while taking into account certain moderating conditions, such as ability and task complexity. Lockes research showed that there was a relationship between how difficult and specific a goal was and peoples performance of a task. He found that specific and difficult goals led to better task performance than vague or easy goals. Telling someone to Try hard or Do your best is less effective than Try to get more than 80% correct. Likewise, having a goal thats too easy is not a motivating force. Hard goals are more motivating than easy goals, because its much more of an accomplishment to achieve something that you have to work for. Locke and his colleagues spend considerable time on research* and studied the effects of goal setting, which can be concluded as: Specific goals increase performance, under certain conditions Difficult goals, when accepted, result in higher performance than do easy goals Feedback leads to higher performance