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O.B Case Studies Free Essays

|VALUES, ATTITUDES, AND JOB SATISFACTION | LEARNING OBJECTIVES After studying this chapter, students should be able to: 1. Contrast terminal and instrumental values 2. List the dominant values in today’s workforce 3. We will write a custom essay sample on O.B Case Studies or any similar topic only for you Order Now Identify the five value dimensions of national culture 4. Contrast the three components of an attitude 5. Summarize the relationship between attitudes and behavior 6. Identify the role that consistency plays in attitudes 7. State the relationship between job satisfaction and behavior 8. Identify four employee responses to dissatisfaction CHAPTER OVERVIEW Why is it important to know an individual’s values? Although they do not have a direct impact on behavior, values strongly influence a person’s attitudes. Knowledge of an individual’s value system can provide insight into his/her attitudes. Given that people’s values differ, managers can use the Rokeach Value Survey to assess potential employees and determine if their values align with the dominant values of the organization. An employee’s performance and satisfaction are likely to be higher if his/her values fit well with the organization. For instance, the person who places high importance on imagination, independence, and freedom is likely to be poorly matched with an organization that seeks conformity from its employees. Managers are more likely to appreciate, evaluate positively, and allocate rewards to employees who â€Å"fit in,† and employees are more likely to be satisfied if they perceive that they do fit. This argues for management to strive during the selection of new employees to find job candidates who not only have the ability, experience, and motivation to perform, but also a value system that is ompatible with the organization’s. Managers should be interested in their employees’ attitudes because attitudes give warnings of potential problems and because they influence behavior. Satisfied and committed employees, for instance, have lower rates of turnover and absenteeism. Given that managers want to keep resignations and absences down—especially among their more productive emp loyees—they will want to do those things that will generate positive job attitudes. Managers should also be aware that employees will try to reduce cognitive dissonance. More importantly, dissonance can be managed. If employees are required to engage in activities that appear inconsistent to them or are at odds with their attitudes, the pressures to reduce the resulting dissonance are lessened when the employee perceives that the dissonance is externally imposed and is beyond his/her control or if the rewards are significant enough to offset the dissonance. WEB EXERCISES At the end of each chapter of this instructor’s manual, you will find suggested exercises and ideas for researching the WWW on OB topics. The exercises â€Å"Exploring OB Topics on the Web† are set up so that you can simply photocopy the pages, distribute them to your class, make assignments accordingly. You may want to assign the exercises as an out-of-class activity or as lab activities with your class. Within the lecture notes the graphic will note that there is a WWW activity to support this material. The chapter opens introducing Marge Savage, a Microsoft marketing analyst who is gathering information about the â€Å"Nexters† generation—people born after 1977. They are the first group of people to never know a world without computers and the Internet. She found that this group values integrity, teamwork, moral support, responsibility, and freedom to pursue their dreams. They want to work for a company that supports their needs, and where they can have significant influence in shaping society. They see technology and the Internet as a major force for changing the world—good news for Microsoft. CHAPTER OUTLINE |Values |Notes: | |Values represent basic convictions that â€Å"a specific mode of conduct or end-state of existence is personally or | | |socially preferable to an opposite or converse mode of conduct or end-state of existence. | | | | | |There is a judgmental element of what is right, good, or desirable. | | | | | |Values have both content and intensity attributes. | | | | |The content attribute says that a mode of conduct or end-state of existence is important. | | |The intensity attribute specifies how important it is. | | |Ranking an individual’s values in terms of their intensity equals that person’s value system. | | | | |Values are not generally fluid and flexible. They tend to be relatively stable and enduring. | | | | | |A significant portion of the values we hold is established in our early years—from parents, teachers, f riends, | | |and others. | |The process of questioning our values, of course, may result in a change, but more often, our questioning acts | | |to reinforce the values we hold. | | |A. Importance of Values | | |1. Values lay the foundation for the understanding of attitudes and motivation because they influence our | | |perceptions. | | | | | |2. Individuals enter organizations with notions of what is right and wrong with which they interpret behaviors| | |or outcomes—at times this can cloud objectivity and rationality. | | | | |3. Values generally influence attitudes and behavior. | | |B. Types of Values | | |1. Rokeach Value Survey (Exhibit 3-1) | | | | | |It consists of two sets of values, with each set containing 18 individual value items. | | |One set—terminal values—refers to desirable end-states of existence, the goals that a person would like to | | |achieve during his/her lifetime. | |The other—instrumental values—refers to preferable modes of behavior, or means of achieving the terminal values. | | | | | | | | |2. Several studies confirm that the RVS values vary among groups. | | | | |People in the same occupations or categories tend to hold similar values. | | |Contemporary Work Cohorts | | |1. The unique value of different cohorts is that the U. S. workforce can be segmented by the era they entered | | |the workforce. (Exhibit 3-3) | | |Contemporary Work Cohorts (cont. ) |Notes: | |2. Veterans—Workers who entered the workforce from the early 1940s through the early 1960s | | |Influenced by the Great Depression and World War II | | |Believe in hard work | | |Tend to be loyal to their employer | | |Terminal values: Comfortable life and family security | | | | | |3. Boomers—Employees who entered the workforce during the 1960s through the mid-1980s | | | | | |Influenced heavily by John F. Kennedy, the civil rights and feminist movements, the Beatles, the Vietnam War, | | |and baby-boom competition | | |Distrust authority, but have a high emphasis on achievement and material success | | |Organizations who employ them are vehicles for their careers | | |Terminal values: sense of accomplishment and social recognition | | | | | |4. Xers—began to enter the workforce from the mid-1980s | | | | | |Shaped by globalization, two-career parents, MTV, AIDS, and computers | | |Value flexibility, life options, and achievement of job satisfaction | | |Family and relationships are important and enjoy team-oriented work | | |Money is important, but will trade off for increased leisure time | | |Less willing to make personal sacrifices for employers than previous generations | | |Terminal values: true friendship, happiness, and pleasure | | | | | |5. Nexters—most recent entrants into the workforce. | | | | |Grew up in prosperous times, have high expectation, believe in themselves, and confident in their ability to | | |succeed | | |Never-ending search for ideal job; see nothing wrong with job-hopping | | |Seek financial success | | |Enjoy team work, but are highly self-reliant | | |Terminal values: freedom and comfortable life | | | | | |Individuals’ values differ, but tend to reflect the societal values of the period in which they grew up. This | | |can be a valuable aid in explaining and predicting behavior. Employees in their 60s, for instance, are more | | |likely to accept authority than coworkers 15 years younger. | | | | | |7. Workers under 35 are more likely than the other groups to balk at having to work overtime or weekends, | | |and are more prone to leave a job in mid-career to pursue another that provides more leisure time. | | | | OB IN THE NEWS – American Workers Rethink Priorities Values are relatively permanent, but dramatic shocks can realign them. For example, the terrorists’ attacks on September 11 may have significantly reprioritized many Americans’ values. The initial response to the terrorist attacks for many people was a reevaluation of choices related to jobs, family, and career success. In some cases, this led to a rethinking of career paths, cutting back on grueling schedules, and deciding to pursue work that might pay less b ut seem more meaningful. For instance, in California, young workers who once talked of dot-com millions are now asking: â€Å"Is it worth it? † Some employees appear less concerned about putting in face time, making deadlines, and getting on the fast track. They seem more concerned about family and worry less about time at the office. CEOs say some of their employees are talking more earnestly about work/life balance, mortality, and other questions once considered taboo in the office. Said one consultant, â€Å"The event de-emphasized what most people value—the money and the luxuries. People are questioning what’s really important; they’re questioning work. It’s happening across the board. † It has now been more than a year since the terrorist attacks on New York and Washington D. C. That provides a more meaningful perspective on whether this event has had long-term implications on workplace values, or whether any reprioritizing was merely a knee-jerk reaction to a traumatic event, followed by a return to â€Å"business as usual. † Do you think a significant portion of Americans have permanently reprioritized their values as a result of 9-11? Class Exercise: 1. Have students break into small groups to discuss the question: â€Å"Do you think a significant portion of Americans have permanently reprioritized their values as a result of 9-11? † Ask them to list examples of why or why not they think the way they do. 2. As a class, share what was discussed in the small groups. 3. Ask if they think America’s values have changed, or were they just reawakened? 4. Ask if they think organizations’ values have changed or reprioritized as a result of the events. 5. Ask them to relate this question to themselves. Have they reprioritized their lives as a result of the 9-11 events? (They may not want to share this information with the entire class—its purpose is just to get them thinking. ) |A. Values, Loyalty, and Ethical Behavior |Notes: | |Many people think there has been a decline in business ethics since the late 1970s. The four-stage model of | | |work cohort values might explain this perception. Exhibit 3-2) | | | | | |Managers consistently report the action of bosses as the most important factor influencing ethical and unethical| | |behavior in the organization. | | | | | |Through the mid-1970s, the managerial ranks were dominated by Veterans whose loyalty was to their employer; | | |their decisions were made in terms of what was best for the employer. | | | | |Boomers entered the workforce at this time and by the 1990â₠¬â„¢s had risen into the majority of management | | |positions. Loyalty was to their careers. Self-centered values would be consistent with a decline in ethical | | |values. Did this really happen? | | | | | |Recent entrants to the workforce—Xers—are now moving into middle management. Loyalty is to relationships, | | |therefore they may be more likely to consider the ethical implications of their actions on others around them. | | Instructor Note: At this point in the lecture you may want to introduce the Ethical Dilemma: Is it a Bribe or a Gift? Exercise found in the text. The purpose of the exercise is to provide the opportunity for students to understand that ethical situations are not always black or white and must be given consideration as business decisions are made. |B. Values Across Cultures |Notes: | |Values differ across cultures, therefore, understanding these differences helps to explain and to predict | | |behavior of employees from different countries. One of the most widely referenced approaches for analyzing | | |variations among cultures has been done by Geert Hofstede. | | | | | |Hofstede’s A framework for assessing cultures; five value dimensions of national culture (Exhibit 3-4): | | | | | |a. Power distance: | | | | | |The degree to which people in a country accept that power in institutions and organizations is distributed | | |unequally. | | | | | |Individualism versus collectivism: | | | | |Individualism is the degree to which people in a country prefer to act as individuals rather than as members of | | |groups. | | |Collectivism equals low individualism. | | | | | |Quantity of life versus quality of life: | | | | | |Quantity of life is the degree to which values such as assertiveness, the acquisition of money and material | | |goods, and competition prevail. | |Quality of life is the degree to which people value relationships and show sensitivity and concern for the | | |welfare of others. | | | | | |Uncertainty avoidance: | | | | | |The degree to which people in a country prefer structured over unstructured situations. | | | | |Long-term versus short-term orientation: | | | | | |Long-term orientations look to the future and value thrift and persistence. | | |Short-term orientation values the past and present and emphasizes respect for tradition and fulfilling social | | |obligations. | | | | |Conclusions: | | | | | |Asian countries were more collectivist than individualistic. US ranked highest on individualism. German and | | |Hong Kong ranked highest on quality of life; Russia and The Netherlands were low. China and Hong Kong had a | | |long-term orientation; France and US were low. | | | | |3. Hofstede’s work is the basic framework for assessing cultures. However, it is nearly 30 years old. In | | |1993, the Global Leadership and Organizational Behavior Effectiveness (GLOBE) has begun updating this research | | |with date from 825 organizations and 62 countries. | | | | | |a. GLOBE Framework for Assessing Cultures: | | | | | |Assertiveness: The extent to which a society encourages people to be tough, confrontational, assertive, and | | |competitive versus modest and tender | | | | |Future Orientation: The extent to which a society encourages and rewards future-oriented behaviors such as | | |planning, investing in the future and delaying gratification | | | | | |Gender differentiation: The extent to which a society maximized gender role differences | | |Values Across Cultures (cont. |Notes: | | | | |Uncertainly avoidance: Society’s reliance on social norms and procedures to alleviate the unpredictability of | | |future events | | | | | |Power distance: The degree to which members of a society expect power to be unequally shared | | | | | |Individualism/Collectivism: The degree to which individuals are encouraged by societal institutions to be | | |integrated into groups within organizations and society | | | | | |In-group collectivism: The extent to which society’s members take pride in membership in small groups such as | | |their families and circles of close friends, and the organizations where they are employed | | | | | Performance orientation: The degree to which society encourages and rewards group members for performance | | |improvement and excellence | | | | | |Humane orientation: The degree to which a society encourages and rewards individuals for being fair, | | |altruistic, generous, caring, and kind to others | | | | | |b. Conclusion: The GLOBE study had extended Hofstede’s work rather than replaced it. It confirms Hofstede’s | | |five dimensions are still valid and provides updated measures of where countries are on each dimension. For | | |example, the U. S. in the 70s led the world in individualism—today, it is in the mid-ranks of countries. | | Instructor Note: At this point in the lecture you may want to introduce the Team Exercise: Challenges in Negotiating with Chinese Executives found in the text. The purpose of this exercise is to give the students an opportunity to develop awareness of how to effectively work with another culture when doing business. |C. Implications for OB | | |Americans have developed organizational behavior within domestic contexts—more than 80 percent of the articles | | |published in journals were by Americans. | | | | |Follow-up studies continue to confirm the lack of cross-cultural considerations in management and OB research. | | |From a cultural perspective this means: | | | | | |Not all OB theories and concepts are universally applicable. | |You should take into consideration cultural values when trying to understand the behavior of people in different| | |countries. | | |Attitudes | | |Attitudes are evaluative statements that are either favorable or unfavorable concerning object s, people, or | | |events. | | | | | |Attitudes are not the same as values, but the two are interrelated. | | | | |Three components of an attitude: | | | | | |Cognition | | |Affect | | |Behavior | | | | |The belief that â€Å"discrimination is wrong† is a value statement and an example of the cognitive component of an | | |attitude. | | |Attitudes (cont. ) |Notes: | |Value statements set the stage for the more critical part of an attitude—its affective component. Affect is the | | |emotional or feeling segment of an attitude. Example: â€Å"I don’t like Jon because he discriminates again | | |minorities. | | | | | |The behavioral component of an attitude refers to an intention to behave in a certain way toward someone or | | |something. Example: â€Å"I chose to avoid Jon because he discriminates. † | | | | | |Viewing attitudes as made up of three components helps with understanding of the potential relationship between | | |attitudes and beh avior, however, when we refer to attitude essentially we mean the affect part of the three | | |components. | | | | |In contrast to values, your attitudes are less stable. Advertisements are directed at changing your attitudes | | |and are often successful. | | | | | |In organizations, attitudes are important because they affect job behavior. | | |A. Types of Attitudes | | |OB focuses our attention on a very limited number of job-related attitudes. Most of the research in OB has been |Notes: | |concerned with three attitudes: job satisfaction, job involvement, and organizational commitment. | | | | | |Job satisfaction | | | | | |Definition: It is an individual’s general attitude toward his/her job. | | | | |A high level of job satisfaction equals positive attitudes toward the job and vice versa. | | | | | |Employee attitudes and job satisfaction are frequently used interchangeably. | | | | | |Often when people speak of â€Å"employee attitudes† they mean â€Å"employee job satisfaction. | | | | | |Job involvement | | | | | |A workable definition: the measure of the degree to which a person identifies psychologically with his/her job | | |and considers his/her perceived performance level important to self-worth. | | | | | |High levels of job involvement is thought to result in fewer absences and lower resignation rates. | | | | | |Job involvement more consistently predicts turnover than absenteeism. | | | | |Organizational commitment | | | | | |Definition: A state in which an employee identifies with a particular organization and its goals, and wishes to| | |maintain membership in the organization. | | | | |Research evidence demonstrates negative relationships between organizational commitment and both absenteeism and| | |turnover. | | | | | |An individual’s level of organizational commitment is a better indicator of turnover than the far more | | |frequently used job satisfaction predictor because it is a more global and enduring response to the organization| | |as a whole than is job satisfaction. | | | | |This evidence, most of which is more than two decades old, needs to be qualified to reflect the changing | | |employee-employer relationship. | | |A. Types of Attitudes (cont. ) |Notes: | |Organizational commitment is probably less important as a job-related attitude than it once was because the | | |unwritten â€Å"loyalty† contract in place when this researc h was conducted is no longer in place. | | | | |In its place, we might expect â€Å"occupational commitment† to become a more relevant variable because it better | | |reflects today’s fluid workforce. | | Instructor Note: At this point in the lecture you may want to introduce the exercise Point-Counter Point: Mangers Can Create Satisfied Employees exercise found in the text. The purpose of the exercise is to replace popularly held notions with research-based conclusions. |B. Attitudes and Consistency |Notes: | |People sometimes change what they say so it does not contradict what they do. | | | | |Research has generally concluded that people seek consistency among their attitudes and between their attitudes | | |and their behavior. | | | | | |Individuals seek to reconcile divergent attitudes and align their attitudes and behavior so they appear rational| | |and consistent. | | | | |When there is an inconsistency, forces are initiated to return the individual to an equilibrium state where | | |attitudes and behavior are again consistent, by altering either the attitudes or the behavior, or by developing | | |a rationalization for the discrepancy. | | |C. Cognitive Dissonance Theory | | |Leon Festinger, in the late 1950s, proposed the theory of cognitive dissonance, seeking to explain the linkage | | |between attitudes and behavior. He argued that any form of inconsistency is uncomfortable and that individuals | | |will attempt to reduce the dissonance. | | | | |Dissonance means â€Å"an inconsistency. † | | | | | |Cognitive dissonance refers to â€Å"any incompatibility that an individual might perceive between two or more of | | |his/her attitudes, or between his/her behavior and attitudes. | | | | | |No individual can completely avoid dissonance. | | | | | |The desire to reduce dissonance would be determined by: | | | | | |The importance of the elements creating the dissonance. | | |The degree of influence the individual beli eves he/she has over the elements. | | |The rewards that may be involved in dissonance. | | | | |Importance: If the elements creating the dissonance are relatively unimportant, the pressure to correct this | | |imbalance will be low. | | | | | |Influence: If the dissonance is perceived as an uncontrollable result, they are less likely to be receptive to | | |attitude change. While dissonance exists, it can be rationalized and justified. | | | | |Rewards: The inherent tension in high dissonance tends to be reduced with high rewards. | | | | | |Moderating factors suggest that individuals will not necessarily move to reduce dissonance—or consistency. | | |C. Cognitive Dissonance Theory (cont. ) |Notes: | |Organizational implications | | | | |Greater predictability of the propensity to engage in attitude and behavioral change | | |The greater the dissonance—after it has been moderated by importance, choice, and rewards factors—the greater | | |the pressures to reduce it. | | |D. Measuring the A-B Relationship | | |Early research on attitudes and common sense assumed a causal relationship to behavior. In the late 1960s, this| | |assumed relationship between attitudes and behavior (A-B) was challenged. Recent research has demonstrated that| | |attitudes significantly predict future behavior. | | | | |The most powerful moderators: | | | | | |Importance | | |Specificity | | |Accessibility | | |Social pressures | | |Direct experience | | | | | |Importance: Reflects fundamental values, self-interest, or identification with individuals or groups that a | | |person values. | | | | | |Specificity: The more specific the attitude and the more specific the behavior, the stronger the link between | | |the two. | | | | |Accessibility: Attitudes that are easily remembered are more likely to predict behavior than attitudes that are | | |not accessible in memory. | | | | | |Social pressures: Discrepancies between attitudes and behavior are m ore likely to occur where social pressures | | |to behave in certain ways hold exceptional power. | | | | |Direct experience: The attitude-behavior relationship is likely to be much stronger if an attitude refers to an | | |individual’s direct personal experience. | | |E. Self-perception theory | | |Researchers have achieved still higher correlations by pursuing whether or not behavior influences attitudes. | | | | |Self-perception theory argues that attitudes are used to make sense out of an action that has already occurred | | |rather than devices that precede and guide action. Example: I’ve had this job for 10 years, no one has forced | | |me to stay, so I must like it! | | | | | |Contrary to cognitive dissonance theory, attitudes are just casual verbal statements; they tend to create | | |plausible answers for what has already occurred. | | | | |While the traditional attitude-behavior relationship is generally positive, the behavior-attitude relationship | | |is stronger particularly when attitudes are vague and ambiguous or little thought has been given to it | | |previously. | | |An Application: Attitude Surveys | | |The most popular method for getting information about employee attitudes is through attitude surveys. See | | |Exhibit 3-5) | | | | | |Using attitude surveys on a regular basis provides managers with valuable feedback on how employees perceive | | |their working conditions. Managers present the employee with set statements or questions to obtain specific | | |information. | | | | |Policies and practices that management views as objective and fair may be seen as inequitable by employees in | | |general or by certain groups of employees and can lead to negative attitudes about the job and the organization. | | | | | |Employee behaviors are often based on perceptions, not reality. Often employees do not have objective data from | | |which to base their perceptions. | | | | |The use of regular attitude surveys can aler t management to potential problems and employees’ intentions early | | |so that action can be taken to prevent repercussions. | | |G. Attitudes and Workforce Diversity | | |A survey of U. S. organizations with 100 or more employees found that 47 percent or so of them sponsored some | | |sort of diversity training. | | | | |These diversity programs include a self-evaluation phase where people are pressed to examine themselves and to | | |confront ethnic and cultural stereotypes they might hold. This is followed by discussion with people from | | |diverse groups. | | | | | |Additional activities designed to change attitudes nclude arranging for people to do volunteer work in | | |community or social service centers in order to meet face to face with individuals and groups from diverse | | |backgrounds, and using exercises that let participants feel what it is like to be different. | | |Job Satisfaction | | |Measuring Job Satisfaction | | |Job satisfaction is â€Å"an indivi dual’s general attitude toward his/her job. | | | | | |Jobs require interaction with co-workers and bosses, following organizational rules and policies, meeting | | |performance standards, living with working conditions that are often less than ideal, and the like. This means | | |that an employee’s assessment of how satisfied or dissatisfied he or she is with his/her job is a complex | | |summation of a number of discrete job elements. | | | | |The two most widely used approaches are a single global rating and a summation score made up of a number of job | | |facets. | | | | | |a. The single global rating method is nothing more than asking individuals to respond to one question, such as| | |â€Å"All things considered, how satisfied are you with your job? | | |Measuring Job Satisfaction (cont. ) |Notes: | | A summation of job facets is more sophisticated: | | | | | |It identifies key elements in a job and asks for the employee’s feelings about each one ranked on a standardized| | |scale. | | | | |Typical factors that would be included are the nature of the work, supervision, present pay, promotion | | |opportunities, and relations with co-workers. | | | | | |Comparing these approaches, simplicity seems to work as well as complexity. Comparisons of one-question global | | |ratings with the summation-of-job-factors method indicate both are valid. | |How Satisfied Are People in Their Jobs? | | |Most people are satisfied with their jobs in the developed countries surveyed. | | | | | |However, there has been a decline in job satisfaction since the early 1990s. In the US nearly an eight percent | | |drop in the 90s. Surprisingly those last years were one’s of growth and economic expansion. | | | | |What factors might explain the decline despite growth: | | | | | |Increased productivity through heavier employee workloads and tighter deadlines | | |Employees feeling they have less control over their work | | | | | |While some segments of the market are more satisfied than others, they tend to be higher paid, higher skilled | | |jobs which gives workers more control and challenges. | | Instructor Note: At this point in the lecture you may want to introduce the exercise found in the MYTH OR SCIENCE: How Satisfied Are People in Their Jobs? box found in the text. The purpose of the exercise is to replace popularly held notions with research-based conclusions. MYTH OR SCIENCE? – â€Å"Happy Workers Are Productive Workers† This statement is generally false. The myth that â€Å"happy workers are productive workers† developed in the 1930s and 1940s, due to the Hawthorne studies at Western Electric. A careful review of the research indicates that, if there is a positive relationship between happiness (i. e. , satisfaction) and productivity, the correlations are low; no more than two percent of the variance in output can be accounted for by employee satisfaction. The evidence, however, is for the reverse—productive workers are likely to be happy workers. That is, productivity leads to satisfaction rather than the other way around. If the organization rewards productivity, these rewards, in turn, increase your level of satisfaction with the job. Class Exercise 1. Brainstorm with students about situations where they knew workers/employees were unhappy with the company or their jobs, but still did a reasonably good job. Perhaps have them share insights into their own feelings about their school, or a particular class they disliked but still tried very hard. 2. Discuss why someone who is unhappy with his/her job might work hard at it and do good work. 3. Why would someone who is happy with his/her job not perform at a higher level than the disgruntled worker? 4. Students should come to realize that most effort comes from internal drive, not external motivation. As a result, a highly internally motivated individual might perform well in any circumstance whereas his/her organizational environment would not positively affect a non-internally motivated individual. |C. The Effect of Job Satisfaction on Employee Performance |Notes: | |Managers’ interest in job satisfaction tends to center on its effect on employee performance. Much research has| | |been done on the impact of job satisfaction on employee productivity, absenteeism, and turnover. | | | | |Satisfaction and productivity: How to cite O.B Case Studies, Essay examples

Nintendo - Creative Product Promotion free essay sample

When Nintendo release a new console or game, they usually conduct a large marketing product to make their products appeal to the mass market. The first way that Nintendo advertise is through television, they usually have their advertisements shown throughout the day and in the evening in order to try to appeal to the family market because Nintendos products are usually targeted towards families and children. Nintendo in their television adverts try to make the view have the desire to buy the product, an example of this could be the initial marketing of the Nintendo Wii where the advertisements on television where an showing how people could become fitter by playing Wii games therefore making people desire the product. Another way that Nintendo used to advertise their products in the UK was through advertisements in newspapers and magazines. They used this form of advertising because it appeals to a wide range of people and also the adverts can be changed to suite the target audience of the magazines. We will write a custom essay sample on Nintendo Creative Product Promotion or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Personal Selling Due to the millions of products they sell it is hard for Nintendo to personally sell their own products face to face, most of their products are either brought from the Nintendo online or brought through retailers. Personal selling is mainly done to customers buying from retail stores from the staff trying to sell customers more accessories. When the retailers were selling the Nintendo Wii the staff had a variety of different statistics given to them by Nintendo to show the customer how good the product is and how it can influence the day to day life of the customer. Sales Promotion When the Nintendo Wii came out Nintendo and some of the major retailers selling the product created competitions giving people the opportunity to win a Nintendo Wii, this then creates a buzz around the product and people become interested in what it is and then decide they would desire the product. Nintendo also used sales promotion in retailers where they funded demo stands where potential customers can use the product to see the benefits and decide whether they would like to buy the product, creating a stand for customers to try products is costly however opens up to a wide range of customers who otherwise may not be interested in the product. Public Relations Nintendo and other large companies that have association with creating video games often release statements, images and information in the media regarding the release of their new products. As I stated before in advertising Nintendo advertises its products in many different ways including Television, newspapers, magazines and various websites online. Direct Marketing Nintendo have a section of their website called Club Nintendo, this is where devoted customers and hear the latest news about Nintendo products and also collect stars which can be exchanged for rewards in the shop. Email newsletters are distributed to members of Club Nintendo telling them about upcoming products or evens, this is a great asset to Nintendo as a company because it allows them to build a solid customer base. Walkers Advertising Walkers main form of advertising is through television, this is because crisps appeal to a very wide group of people which affects almost all demographics. Walkers advertise by using ex footballer and television presenter Gary Lineker, this endorsement attracts attentions because Lineker is a well known celebrity and has a comical acting style within the adverts making them entertaining rather than giving information regarding the product. Another way Walkers advertise is through the press this is very important because it attracts a wide range of audience and does not single out one demographic. Personal Selling Due to the product not being large and expensive enough to make one sale make a big difference, walkers to not focus on personal selling. Walkers mainly concentrate on appealing to the mass market, they do this through mainstream advertising and often get involved in helping fund raising for various charity events such as comic relief and cancer research. Sales Promotion The major way that Walkers do sales promotion is through completions they advertise their competitions on television, press and on the packaging itself. Walkers have a separate website just for completions where customers can view and enter all the competitions. The latest competition that Walkers held gave customers the chance to win ? 50,000 through guessing the flavour of a packet of one of their mystery crisps. When deciding how to advertise this competition Walkers had to make a decision whether to advertise it on television, they saw it worthwhile to advertise on TV because if people saw the product in the supermarket without advertising on they may not know there is a competition so with the advertisement on the television then they will see the ? on the packaging and be attacked to that product because they have seen it on television. Public Relations Walkers use public relations such as press interviews and articles when they are introducing an new product or altering a classic. More and more products are being cutinised for being unhealthy for the nation, Walkers have reduced the saturated fat in their products by 50% over the last decade whilst maintain the same taste, this has attracted much attention from the media as they see Walkers are working hard to develop new products that will aid the country to become healthier. Direct Marketing Walkers have a section of their website where customers can sign up and hear about the latest games, news and competitions through e-mail. This gives Walkers the chance to advertise there products cheaply and in greater detail to the people who enjoy the product.

Fluorine Facts - Atomic Number 9 or F

Fluorine Facts - Atomic Number 9 or F Fluorine is a halogen that exists under ordinary conditions as a pale yellow diatomic gas. The element is found in fluoridated water, toothpaste, and refrigerants. Here are facts about this interesting element. Fluorine Atomic Data Atomic Number: 9 Symbol: F Atomic Weight: 18.998403 Discovery: Henri Moissan 1886 (France) Electron Configuration: [He]2s22p5 Word Origin:  The name fluorine comes from the Latin and French fluere: flow or flux. Sir Humphry Davy proposed the element name, based on its presence in fluoric acid. The -ine suffix is consistent with the naming of other halogens. However, the element is named fluor in Greek and Russian. In early papers, it is referred to as fluorum. Properties: Fluorine has a melting point of -219.62 °C (1 atm), boiling point of -188.14 °C (1 atm), density of 1.696 g/l (0 °C, 1 atm), specific gravity of liquid of 1.108 at its boiling point, and valence of 1. Fluorine is a corrosive pale yellow gas. It is highly reactive, participating in reactions with virtually all organic and inorganic substances. Fluorine is the most electronegative element. Metals, glass, ceramics, carbon, and water will burn with a bright flame in fluorine. It is possible that fluorine can substitute for hydrogen in organic reactions. Fluorine has been known to form compounds with rare gases, including xenon, radon, and krypton. Free fluorine has a characteristic pungent odor, detectable at concentrations as low as 20 ppb. Toxicity: Both elemental fluorine and the fluoride ion are highly toxic. The recommended maximum allowable concentration for a daily 8-hour time-weighted exposure is 0.1 ppm. Neither fluorine nor its ion, fluoride, are considered trace nutrients for human nutrition. However, fluoride does impact bone strength. Uses: Fluorine and its compounds are used in producing uranium. Fluorine, in the form of fluorite, is added during smelting to help reduce the melting points of metals. Fluorochlorohydrocarbons are used in refrigeration applications. Fluorine is used to produce many chemicals, including several high-temperature plastics. The presence of sodium fluoride in drinking water at the level of 2 ppm may cause mottled enamel in teeth, skeletal fluorosis, and may be associated with cancer and other diseases. However, topically applied fluoride (toothpaste, dental rinses) may help reduce the incidence of dental caries. Sources: Fluorine occurs in fluorspar (CaF) and cryolite (Na2AF6) and is widely distributed in other minerals. It is obtained by electrolyzing a solution of potassium hydrogen fluoride in anhydrous hydrogen fluoride in container of transparent fluorspar or metal. Element Classification: Halogen Isotopes: Fluorine has 17 known isotopes ranging from F-15 to F-31. F-19 is the only stable and most common isotope of fluorine.Density (g/cc): 1.108 ( -189 °C) Appearance:  At room temperature and pressure, pure fluorine is a very pale, greenish-yellow, pungent, corrosive gas. Liquid fluorine, like chlorine, is bright yellow. Solid fluorine is found in alpha and beta allotropes. The alpha form is opaque, while the beta form is transparent. Atomic Volume (cc/mol): 17.1 Covalent Radius (pm): 72 Ionic Radius: 133 (-1e) Specific Heat (20 °C J/g mol): 0.824 (F-F) Fusion Heat (kJ/mol): 0.51 (F-F) Evaporation Heat (kJ/mol): 6.54 (F-F) Pauling Negativity Number: 3.98 First Ionizing Energy (kJ/mol): 1680.0 Oxidation States: -1 Lattice Structure: Monoclinic CAS Registry Number: 7782-41-4 Fluorine Trivia Fluorine in the form of the mineral fluorite was used in the 1500s to aid in ore smelting.Fluorine was suspected to be an element as early as 1810 but wasnt successfully isolated until 1886. Many chemists trying to isolate the element would be blinded or even killed by the violent reactions that generally accompany fluorine gas.Henri Moissan earned the 1906 Nobel Prize in Chemistry for being the chemist who finally successfully isolated fluorine (and also invented the electric arc furnace).Fluorine is the 13th most common element in the Earths crust.Fluorine is the 24th most abundant in the universe. Fluorine Fast Facts Element Name: FluorineElement Symbol: FAtomic Number: 9Appearance: Pale yellow gas.Group: Group 17 (Halogen)Period: Period 2Discovery: Henri Moissan (June 26, 1886) Sources Emsley, John (2011). Natures Building Blocks: An A–Z Guide to the Elements (2nd ed.). Oxford: Oxford University Press. ISBN 978-0-19-960563-7.Greenwood, N. N.; Earnshaw, A. (1998). Chemistry of the Elements (2nd ed.). Oxford: Butterworth Heinemann. ISBN 0-7506-3365-4.Moissan, Henri (1886). Action dun courant à ©lectrique sur lacide fluorhydrique anhydre. Comptes rendus hebdomadaires des sà ©ances de lAcadà ©mie des sciences (in French). 102: 1543–1544.Nielsen, Forrest H. (2009). Micronutrients in Parenteral Nutrition: Boron, Silicon, and Fluoride. Gastroenterology. 137 (5): S55–60. doi:10.1053/j.gastro.2009.07.072Patnaik, Pradyot (2007). A Comprehensive Guide to the Hazardous Properties of Chemical Substances (3rd ed.). Hoboken: John Wiley Sons. ISBN 978-0-471-71458-3.

Countries With Negative Population Growth

Countries With Negative Population Growth Data from the Population Reference Bureau showed in 2006 that there were 20 countries in the world with negative or zero natural population growth expected between 2006 and 2050.   What Does Negative Natural Population Growth Mean? This negative or zero natural population growth means that these countries have more deaths than births or an even number of deaths and births; this figure does not include the effects  of immigration or emigration. Even including immigration over emigration, only one of the 20 countries (Austria) was expected to grow between 2006 and 2050, though the rush of emigration from wars in the Middle East (especially Syrias civil war) and Africa in the mid-2010s could revise those expectations. The Highest Decreases The country with the highest decrease in the natural birthrate was  Ukraine, with a natural decrease of 0.8 percent  each year. Ukraine was expected to lose 28 percent  of its  population between 2006 and 2050 (from 46.8 million to 33.4 million in 2050). Russia and Belarus followed close behind at a 0.6 percent  natural decrease, and Russia was expected to lose 22 percent  of its population by 2050, which would be a loss of more than 30 million people (from 142.3 million in 2006 to 110.3 million in 2050). Japan was the only non-European country in the list, though China joined it after the list was released and had a lower-than-replacement birthrate in the mid-2010s.  Japan has a 0 percent natural birth increase and was expected to lose 21 percent  of its population between 2006 and 2050 (shrinking from 127.8 million to a mere 100.6 million in 2050).   A List of Countries With Negative Natural Increase Heres the list of the countries that were expected to have a negative natural increase or zero increase in population between 2006 and 2050. Ukraine: 0.8% natural decrease annually; 28% total population decrease by 2050Russia: -0.6%; -22%Belarus: -0.6%; -12%Bulgaria: -0.5%; -34%Latvia: -0.5%; -23%Lithuania: -0.4%; -15%Hungary: -0.3%; -11%Romania: -0.2%; -29%Estonia: -0.2%; -23%Moldova: -0.2%; -21%Croatia: -0.2%; -14%Germany: -0.2%; -9%Czech Republic: -0.1%; -8%Japan: 0%; -21%Poland: 0%; -17%Slovakia: 0%; -12%Austria: 0%; 8% increaseItaly: 0%; -5%Slovenia: 0%; -5%Greece: 0%; -4% In 2017, the Population Reference Bureau released a fact sheet showing that the top five countries expected to lose population between then and 2050 were:China: -44.3%Japan: -24.8%Ukraine: -8.8%Poland: -5.8%Romania: -5.7%Thailand: -3.5%Italy: -3%South Korea: -2.2%

The Impact of Health Inequalities on Health Education and Health Essay

The Impact of Health Inequalities on Health Education and Health Promotion - Essay Example dren in developing countries (Guerrant, Kirchhoff, Shields, Nations, Leslie, de Sousa, Araujo, Correia, Sauer, McClelland, Trowbridge and Hughes, 1983). Due to these disparities in the economies of developed and underdeveloped nations, there are a lot of discrepancies in the health standards of the people of these countries as well. Health inequalities refer to gaps in the quality of health and health care across sexual orientation, racial, socioeconomic and ethnic groups. A marked difference can be seen between the health conditions of developed and underdeveloped countries. The better the economy of a country, the better is the state of health. Health disparities exist between differing socioeconomic groups. The lower socioeconomic group have poorer health and higher rates of chronic illness, obesity, hypertension and diabetes. Differences also lie in access to health care between the two classes. Usually people in deprived areas receive less care than needed. Whereas the affluent areas have easy access to almost all kinds of medication and health care. Within a country, we can also see difference in the health standards between different racial groups. For example; in America, Latinos, Asian Americans, Native Americans and African Americans have higher mortality, higher rate of chronic disease and poorer overall health conditions. There is a need to change life styles of people to help them live a better and healthy life. This could be achieved through health promotions and educating them about health issues. Health promotion enables people to increase control over, and to improve, their health. It moves beyond a focus on individual behaviour towards a wide range of social and environmental intervention (WHO, 2011). Health promotion aims at influencing, informing,... This paper approves that health care costs are continuously arising, resulting the government, employers and consumers to struggle to keep up with the increased costs. Major policy of the health care units is to cut off the costs. Rising federal deficit with an overall slowdown in the economic growth is also putting strain on the systems used to finance the health care. Things are made more complicated by the health disparities within the nation. The health care units have to divide their funds for improving the conditions in the rural areas and conducting health awareness programmes for them, and for research purposes. This essay shows that government plays an important role in providing awareness regarding how to stay healthy and solving health related issues. Government have the power of financing, organizing, overseeing, and delivering health care. Government is also responsible for getting care to people who wouldn't otherwise have it; the underprivileged, the disabled, and the aged, many of whom could not afford it on their own. The government's role in health and health care does not end here but it goes into the realm of encouraging new discoveries related to health affairs There are some Government Organizations like U.S. Public Health Service Commissioned Corps which are working to promote, protect, and advance the health and safety of the United States. Members of PHS often serve on the frontlines in fighting diseases and poor health conditions. They are trained and equipped to respond to emergencies such as natural disasters or terrorist attacks and public health crisis.

Arthur Conan-Doyles Sherlock Holmes and the Modern-Day Interpretations Research Paper

Arthur Conan-Doyles Sherlock Holmes and the Modern-Day Interpretations - Research Paper Example Perhaps no character in literary history is more beloved than Sherlock Holmes. Known for his powers of deduction, Holmes is able to solve crimes with precision by using these immense powers. Holmes is also considerably charismatic. In the American version of Holmes, called Elementary, Holmes is a recovering drug addict, and Watson his sober companion. They both live in New York City in this version, in the modern day. In the BBC version, called simply Sherlock, the characters are more traditional, in that they are both men, but, they, too, are in the modern day – modern day London. There are many differences between the modern adaptations and the novel version of Sherlock Holmes. The two adaptations are considerably different from one another as well. It is not just that Watson is a woman in the American version, and that Sherlock and Watson are in modern day London in the BBC version. It is the overall tone and feel of the characters – Sherlock is very different in all three versions, and Watson is as well. Sherlock knows considerably more in the modern adaptations than he does in the novel version. There is an erotic subtext in both the American version and the BBC version, although, in the American version, the erotic subtext is more â€Å"acceptable† as the characters are of the opposite sex from one another. Drug abuse is handled differently in all three versions as well. What is clear is that, while all three versions, and all other versions of Sherlock Holmes, are different from one another, they all have a charismatic Holmes at the center, which is why they all are successful in their own right.