...research. It is one of the methods, which allows parallel use of another-namely observation. TYPES OF INTERVIEW: Due to the form of expression of the respondents and the way the interview, and also because of the behavior of the investigator and the number of participants, which are used in the social sciences. We can therefore distinguish the following interviews: oral and written, categorized and Uncategorized, overt and covert, individual and collective, and panels. WRITTEN AND ORAL INTERVIEW: In addition to the interviews conducted in a classical sense, ie, by speaking to the investigator of one or more speakers, there are also interviews in which questions are asked in writing (eg, survey) and the answers are given in writing, directly to the questions listed in the questionnaire, or in another manner, for example, for any given researching cards. INTERVIEW Interview categorized and categorized NIESKATEGARYZOWANY ie. "Questionnaires" are carried out strictly in accordance with a pre-prepared questionnaire. Examination of the interview is not allowed to change not only the words used in different questions, but even the order of the questions contained in the questionnaire. The purpose of this interview is to capture all possible details about the speech and behavior of the respondent, in relation to the...
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...The analogy provided by Goffman’s study that compares life to theater is a suggestion that often people are prone to conduct themselves in a manner sensitive to the reactions, perceptions, and expectations of others when in public (McIntyre, 2011, pp. 126-134). This behavior does not suggest that people are not being authentic or sincere, but rather a recognition that people succumb to conformity to some degree. In regards to Adrian Aveni’s work in The Not-So-Lonely Crowd: Friendship Groups in Collective Behavior (McIntyre, 2011, pp. 135-138), people do bad things when in a group setting because their own identity is embedded with the collective group. This collective group is representative of ideas, behaviors, and relationships that the individual identifies with and becomes more comfortable acting on in this environment. In The Pathology of Imprisonment (McIntyre, 2011, pp. 140-143), Philip Zimbardo illustrates how individuals act according the role they are placed in. For example, Zimbardo’s subjects had identical social attributes and were randomly assigned a role either as a prison guard or as an inmate (McIntyre, 2011, p. 141). However the uniformity of their social attributes quickly eroded, as they eventually began to fully adopt their role and act accordingly. This is demonstrated by the prison guards acting cruel towards the prisoners, and the prisoners being subservient and resentful of the guards. Based on the reading from Paules (McIntyre, 2011, pp. 145-152)...
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...IMP-2000 software team is a disaster because of the free-riding nature of its team members, the failure to engage within their team and with other IMP participants, failure to diagnose task objectives, and failure to establish functional team norms. The IMP-2000 software team fails to establish a successful team environment resulting in free-riding by team members. Caldwell contributes the most visible effort to the collective output of the team. He is the only software team member that presents during each of the Modules to the other IMP participants and facilitation team. It is unclear if Meier and Winkel present during any Modules. Most notable, during Module 4, while recommendations and implementation strategies are the primary module component, Caldwell discusses his interviews with managers at Texas Instruments and Teves. While the presentation in Module 4 fails to show any preliminary conclusions, it illustrates Meier’s and Winkel’s lack of team participation and failure to exert little/no effort in the collective success of their team deliverable. As a collective, the IMP-2000 software team also fails to engage in formal and informal interaction within their team and with other IMP participants. Though Meier and Winkel were of German decent, as members of a global organization and the selected IMP members, it was imperative that their business acumen and cross-cultural communication skills were tested with their colleagues. Meier and Winkel fail to engage in sports or other...
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...has implications at all levels of management within organizations. Similarly, Champoux (2006) defines theory as "a plausible explanation of a phenomenon" (p. 8). He further asserts that "people often describe theory as abstract, boring, and not associated with the real world" (p. 8). In a similar vain, Senge (1994) suggests that people see theory as having something to do with science; suggesting something cold, analytic, and impersonal. Senge vehemently rejects this notion. He counters, "nothing could be further from the truth. The process whereby scientists generate new theories is full of passion, imagination, and the excitement of seeing something new in the world" (p. 29). Theories have contributed mightily to the collective understanding and knowledge of our society today. These contributions have conspired to heighten our leadership and performance capacity. To paraphrase Senge (1994), "theory-less" tools are not likely to add to your store of generalizeable knowledge. Without theories, a tool might work in a given situation, but may fail in another; without theory, we would not be able to discern these variations. Moreover, with no underlying theory, we may not always appreciate the limitations of a tool, or even its...
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...assignment due in Week Four will give you experience observing and interacting with people outside of the classroom. It has been designed to provide you with the opportunity to develop skills, synthesize knowledge, and integrate learning in a real world setting. This assignment accomplishes that goal by challenging you to: • Observe a group discussing a topic of interest such as a focus group, a community public assembly, a department meeting at your workplace, or local support group • Study how the group members interact and impact one another • Analyze how the group behaviors and communication patterns influence social facilitation • Integrate your findings with evidence-based literature from journal articles, textbook, and additional scholarly sources Purpose: To provide you with an opportunity to experience a group setting and analyze how the presence of others substantially influences the behaviors of its members through social facilitation. Process: You will participate as a guest at an interest group meeting in your community to gather data for a qualitative research paper. Once you have located an interest group, contact stakeholders and explain the purpose of your inquiry. After you receive permission to participate, you will schedule a date to attend the meeting; at which time you will observe the members and document the following for your analysis: Part I • How were the people arranged in the physical environment (layout of room and seating arrangement)...
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...1. What is Groupon and how does it work? What is Groupon’s market? What does this company do and how does it make money? Groupon is a deal-of-the-day recommendation service for consumers. Every 24 hours, Groupon broadcasts an electronic coupon for a specific service while also offering you a 50% to 90% discount if you purchase that service as long as and Groupon has a minimum number of purchasers The Groupon’s typical customers are young, well-educated, single, urban female, employed with significant earning power. Groupon make money by taking a 40 to 50% cut of all revenues generated from the daily deal. Groupon pay to the business after a deal and the business will not expend any money until customers redeem the Groupon. If subscribers who purchased a deal that failed to reach the minimum, their credit cards were not charged. Thus encourage subscribers to share a deal with friends. a. What does Groupon do that makes businesses willing to pay for its services? Groupon is a commission-based middleman. They provide a motivated customer base to the seller, and a promise to achieve a number of sales per day. If Groupon doesn't meet that promised quota, there is no need for the seller to provide any discount services, nor any commission pay to Groupon. Much more common, however, is where Groupon exceeds their quota of daily interested customers, the company earns a commission from the sales. b. Why is Groupon such a big deal? That is, why should consumers pay attention to what...
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...when it came to hiring CEO’s, CFO’s, etc. This bad judgment of management picks put the company in a financial bind and caused significant decreases in the market capitalization. The investigation into all of this was time consuming but to many it seemed as if justice prevailed in the end. I think that Kozlowski’s motivation for avoiding sales taxes was that he was simply being greedy for money and trying not to let the company know that he was using their funds to purchase all of these personal items. He knew that on purchases that large, the sales tax would be just as costly and this was his way of scheming to not pay it. The text states that, ‘Business ethics can be defined as the collective values of a business organization that can be used to evaluate whether the behavior of the collective members of the organization are considered acceptable and appropriate” and it was very clear that Kozlowski did not take into consideration whether what he was doing was ethical. He had to have known that this was not the right thing to do especially after making a speech to students telling them to do what’s right and not what is easy. In this case, commingling assets was depicted as a very bad business decision that Kozlowski and others made. Whenever this happens, it is just like the people are...
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...Based on the true life events of Chris Gardner, now an American entrepreneur, investor, stock broker, author, and renowned speaker, The Pursuit of Happyness explores Chris Gardner’s ups and downs with homelessness in the early 1980’s. Gardner faces multiple struggles in his conquest to take care of his child as a single father, while also attempting to maintain a job and provide the basic necessities for primarily his son and himself when possible. Even as things begin to appear like they may be getting better for Gardner, they suddenly and continuously get much worse. However, through these crests and troughs in Gardner’s life, one can see Chris reflecting on and learning from his past, moving from a more individualized identity to a collective one, and displaying the spirit of generosity with what little he had. One of the most prevalent aspects of the movie from the beginning is Gardner learning from his past, more specifically his parents past, a theme also prevalent in Bordas’ text “Salsa, Soul, and Spirit”. In the text, Bordas uses the word Sankofa to mean reaching back and collecting experiences, values, and culture and to learn from them in order to avoid the drawbacks and stalemates of history. She says, “Sankofa rests on the foundation of the past, its feet are facing forward. This ancient symbol counsels us that the past is a pathway to understanding the present and creating a strong future.” (Bordas 28). Within the first few minutes of the film, Gardner recalls...
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...Training and Development My needs assessment for my course project is going very well. I handed out twenty-five surveys around my office and surrounding offices. I informed them it was for school purposes and to be candid as they would not be viewed by anyone within our office. I only have about 5 still out and expect them back this week. The early results appear to be following right along the major study conducted last year of our organization. I have an appointment with our organizational training development lead this Monday to discuss the original survey and its intent. Along with the results, I expect to discover how it was decided to determine the questions. How the results were used to set up a training plan is also on my agenda. One issue I discovered was how I was going to track the data from the survey. I decided on a simple Excel Spreadsheet to take an initial look at the data. This gives a great overview quickly. I simply take each survey and enter the selection into the spreadsheet and review the total numbers after. The data can also be utilized in a graph for analysis. I also decided to use paper surveys instead of doing it online because of security issues. I discussed it with my supervisor and we came to the conclusion that our security office might have issue with it. So to ward off any possible conflict I decided paper. Other than that there were no issues with doing the survey. When looking at the individual level analysis I...
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...vocation like the benefits that are from the realized activities, will be only perceived by the partners. Antecedents The old one straight did not know Institution mercantile society with legal personality, the one that is creation of the modern world. Decrees of Bilbao only regulated the collective societies and the silent partners. Elements In the Mercantile Societies there are three fundamental elements: the social ones, patrimonial and the formal ones: • Personal element: It is constituted by the partners, people who contribute and reunite their efforts (goods, capitals or works) • Patrimonial element: It is formed by the set of goods that are contributed to form the share capital, the goods, work, etc. • Formal element: It is the set of rules regarding the form or solemnity with which one is due to have to the contract that gives rise to the society like a right individuality. Classification The mercantile Societies can be classified according to several criteria, between which they emphasize the following: According to the predominance of the elements • Societies of People: they are the societies in which the personal element predominates. They are the collective societies and in simple silent partnership. • Intermediate societies: In these societies the predominant element is not very clear. They are the Limited liability company and the Silent partnership...
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...values and self-identities is discussed, and it is suggested that such structures are automatically related by networks of mutual activation or inhibition. The potential of this framework for advancing leadership practice and research is also discussed. D 2001 Elsevier Science Inc. All rights reserved. 1. Introduction Most definitions of leadership share the common assumption that leaders influence subordinate's task and social behaviors (Yukl, 1992). However, the leadership literature, in general, has paid little attention to understanding the intervening mechanisms by which leaders influence followers. Instead, much of the research has focused on the relationship between a leader's behavior or traits and subordinates' satisfaction, behavior, and performance (Lord & Maher, 1991). In the present paper, we attempt to partially bridge this gap by focusing on two key intervening mechanisms Ð values and self-concepts Ð that link leader characteristics and important outcomes. We focus on these two constructs because of their important role in regulating behavior. Although there appears to be good reason to suspect that both values and subordinate selfconcepts serve important regulatory roles, leadership scholars have devoted little effort to formally explicating how these constructs are interrelated. In the current article, we present a * Corresponding...
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...values and self-identities is discussed, and it is suggested that such structures are automatically related by networks of mutual activation or inhibition. The potential of this framework for advancing leadership practice and research is also discussed. D 2001 Elsevier Science Inc. All rights reserved. 1. Introduction Most definitions of leadership share the common assumption that leaders influence subordinate's task and social behaviors (Yukl, 1992). However, the leadership literature, in general, has paid little attention to understanding the intervening mechanisms by which leaders influence followers. Instead, much of the research has focused on the relationship between a leader's behavior or traits and subordinates' satisfaction, behavior, and performance (Lord & Maher, 1991). In the present paper, we attempt to partially bridge this gap by focusing on two key intervening mechanisms Ð values and self-concepts Ð that link leader characteristics and important outcomes. We focus on these two constructs because of their important role in regulating behavior. Although there appears to be good reason to suspect that both values and subordinate selfconcepts serve important regulatory roles, leadership scholars have devoted little effort to formally explicating how these constructs are interrelated. In the current article, we present a * Corresponding...
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...1 - Introduction The influence of top management team (TMT) on organizational behavior and outcomes is one of the most widely studied relationships in strategic management. Since Hambrick and Mason’s (1984) seminal article on organization’s “upper echelons”, organizations and strategy researchers have tried to establish a relationship between top management team demographic characteristics and firm outcomes. However, empirical results have been inconsistent. Certo, Lester, Dalton and Dalton (2006), after conducting a meta-analysis of several studies, found modest support for a direct relationship between TMT demographic indicators and firm performance, but indicated moderating influences. Hambrick (1994) provided the main argument against TMT research based on demographic characteristics. According to him, this line of inquiry pays “too little attention to the actual mechanisms that serve to convert group characteristics into organization outcomes” (p. 185). Recent research on strategic leadership, trying to overcome these mixed findings, has begun to change focus away form TMT characteristics and concentrate on the processes underlying TMT decision making (functioning) such as comprehensiveness, consensus, social integration, conflict and decision speed (Certo et al., 2006). Lubatkin et al. (2006) and Carmeli and Schaubroeck (2006) present good examples that, when processes were measured directly, they were a stronger predictor of organization outcomes and performance...
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...Organizational culture is the collective behavior of humans who are part of an organization and the meanings that the people attach to their actions. Culture includes the organization values, visions, norms, working language, systems, symbols, beliefs and habits. It is also the pattern of such collective behaviors and assumptions that are taught to new organizational members as a way of perceiving, and even thinking and feeling. Organizational culture affects the way people and groups interact with each other, with clients, and with stakeholders. Ravasi and Schultz (2006) state that organizational culture is a set of shared mental assumptions that guide interpretation and action in organizations by defining appropriate behavior for various situations. At the same time although a company may have "own unique culture", in larger organizations, there is a diverse and sometimes conflicting cultures that co-exist due to different characteristics of the management team. The organizational culture may also have negative and positive aspects. Hofstede (1980) looked for global differences between over 100,000 of IBM's employees in 50 different countries and three regions of the world, in an attempt to find aspects of culture that might influence business behavior. He suggested about cultural differences existing in regions and nations, and the importance of international awareness and multiculturalism for the own cultural introspection. Cultural differences reflect differences in thinking...
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...business efficiency. Department of Finance Page 2 Table of Content 7 Abstract Chapter 01: Context and Rationale Preludes: the General Scenario Rationale of the Study Objectives Methodology: Primary & Secondary Sources Limitation Chapter 02: Framework of Case Study Chapter: Foundations of Group Behavior Case Incident 1 Case Incident 2 Chapter: Understanding Work Teams Case Incident 1 Case Incident 2 Chapter 03: Conclusion & Recommendations Conclusion Findings References Department of Finance 8 8 9 9-10 10 11-14 15-17 17-19 20-21 22-24 25-28 29 30 30 Page 3 Abstract Organizational Behavior (OB) is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives. From the definition above, organizational behavior encompasses a wide range of topics, such as human behavior, change, leadership, teams, etc. Since many of these topics are covered elsewhere in the leadership guide this paper...
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