Are we as informed as we think we are Assignment

Are we as informed as we think we are - Assignment Example In the whole room, only their voices could be heard. One of the participants was a 45- year- old women called Heather Tay talks a lot by just repeating other people opinions by not reasoning out some meaningful thoughts just as the design and technology consultants (Ross, 2015). Her opinions are not liked by majority, but she feels used to being on the minority side. Tay, who is an African talks about an attack of Charlie Hebdo and someone, asked her the reason Christians especially the Catholic members can be made fun of but not the Muslim’s. The funny Tay answered the man in just but a simple way that it becomes easy to make excitement of majority compared to minority (Ross, 2015). Motivation entrepreneur of Tay and Rahman called Stuart Knight saw these and felt upset regarding it as lack of knowledge. Knight talks about on how technology has led to many sharing opinions but still majority are not well informed. Every person needs to take into account what is appropriate and meaningful both personally and to others. One needs to seek out new facts and puts them into practice. Thinking big about bigger questions is highly appreciated. One need to gather information from one source and puts it into a working memory that can only allow a maximum of four new information at

To what extent can organisations minimise counterproductive or deviant Essay

To what extent can organisations minimise counterproductive or deviant behaviour - Essay Example prompt counterproductive and deviant work behaviors, discuses effects of these factors, and pinpoints diagnostic techniques as well as potential approaches for negating these behaviors. Counterproductive and deviant behaviors are employee behaviors, which violate organizational goals, rules, and policies, among other aspects of an organization. These deviant behaviors may be deliberate or unintended, and rise from a variety of underlying motivations and causes. In organizations, deviant workplace behavior is a prevalent, costly phenomenon, and includes several negative acts that employees exhibit to harm the organization and co-workers. These negative outcomes affect production, relationships, and properties. Interactions among employees or between employees and workplace environment also cause counterproductive and work deviant behaviors. In view of this, an employee is likely to exhibit counterproductive and deviant behaviors because of his/her personality or traits. Corporate envi ronment such as lax supervision and social context can also result in deviant and counterproductive behaviors. These behaviors include verbal and physical aggression, intentional improper work, absenteeism, theft, delays, and others. Organizations have the responsibility to counter these behaviors by use of appropriate strategies and techniques. Fodchuk (2007, p. 31) states that counterproductive work behaviors and organization citizenship behaviors are prompted by factors categorized into triggers, internal control, opportunity, and propensity. Triggers are external events, or perception of an individual concerning a particular event in an organization such as physical and emotional exhaustion, withdrawal behaviors, procedural justice, and supervisor abuse. Opportunities are circumstances or perceptions of situations that aid the exertion of counterproductive and work deviant behaviors by hindering desired outcomes, or rendering negative consequences relatively tolerable and less