SEMINAR PAPER Creative Techniques for Problem Solving Korbinian Dennerlein H0954189 Strategy, Innovation & Management Control Vienna University of Economics and Business Course: 5876 Personal skills -‐ Problem solving Instructor: Desislava Vacheva (BSc.MSc.) Korbinian Dennerlein H0954189
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+ve reaction & Hi –ve reaction indifference = Lo +ve reaction & Lo –ve reaction ambivalence = Hi +ve reaction & Hi –ve reaction The Theory of Cognitive Dissonance Cognitive Dissonance Any incompatibility between two or more attitudes or between behavior and attitudes Individuals seek to reduce this gap, or “dissonance” Desire to reduce dissonance depends on: • Importance of elements creating dissonance • Degree of individual influence over elements • Rewards involved in dissonance 4 • Since
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our attention are (1) socialized versus personalized power and (2) the five bases of power. 5 bases of power: Reward power. A manager has reward power to the extent that he or she obtains compliance by promising or granting rewards. On-the-job behavior shaping, for example, relies heavily on reward power. Coercive power. Threats of punishment and actual punishment give an individual coercive power. For instance, consider this heavy-handed tactic by Wolfgang
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it remains in the desired state. (McShane, 2014). What they forgot to mention is the challenges when it comes to employees not too keen on new adaptations. Resistance can prove toxic if untreated creating barricades of counterproductive thoughts, and perilous actions. Productive persuasion, such as buy-in,
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Journal of Business Ethics (2007) 74:303–314 DOI 10.1007/s10551-007-9517-y Ó Springer 2007 Stakeholder Capitalism R. Edward Freeman Kirsten Martin Bidhan Parmar ABSTRACT. In this article, we will outline the principles of stakeholder capitalism and describe how this view rejects problematic assumptions in the current narratives of capitalism. Traditional narratives of capitalism rely upon the assumptions of competition, limited resources, and a winner-take-all mentality as fundamental
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Case 6 A: “Perfect Pizzeria, or Not?” Case 6 A: “Perfect Pizzeria, or Not” Case Summary Perfect Pizzeria is located in Southville, Illinois. Each operation has one manager, an assistant manager, and from two to five night managers. Employees were mostly college students, with a few high school students that usually performed less challenging duties. The Perfect Pizzeria system is devised so that food and beverage costs are computed according to a percentage. If the percentage of food
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conflict is examined. The results of a questionnaire study on a full time working employee showed that differences in individual employee role expectations have a direct impact on workplace conflict. A relationship between ambiguous rules and counterproductive workplace behaviours exist. Misinterpreted role perceptions by employees and other stakeholders in the organisation create varied levels of understanding that directly contributes to conflict. The problem of ambiguous or unrealistic role expectations
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2: INDIVIDUAL BEHAVIOR, PERSONALITY, AND VALUES MARS Model And Individual Behavior – The MARS model consists of: * Motivation = Personality & Value – Motivation, * Ability = Self-Concept & Perception – Ability, * Role Perception = Emotions & Attitudes / Stress – Role Perceptions These three factors come together during situational factors that lead to behavioral result such as task preference & performance, organizational citizenship (cooperation and helpfulness
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Role ambiguity is a common stress factor at work. This is when a person does not know what his or her expectations are within the workforce. They also do not know how their work performance will be evaluated, and they do not perform their tasks the way they are supposed to. Another conflict at work is when ethical dilemmas become an issue at work. This is when a person is asked to or required to do a task at work that violates his or her own personal values. Religion can be a reason that ethical
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traumatized by these events I was removed and placed for adoption. There were residual issues such as nightmares, frequent altercations with peers, and bedwetting. Baker confirmed that high stress is a contributing factor to the increased disruptive behaviors and delays normal developmental milestones (Baker et al., 2003). The prominent stage that was easily identified was the competency versus inferiority. I remember always feeling as if I were not good enough and inadequate, never able to please my
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