Attitude Formation

†¢ The affective component consists of the emotional feelings stimulated by the object of the attitude. †¢ The behavioral component consists of predispositions to act in certain ways toward an attitude object. The object of an attitude can be anything people have opinions about. Therefore, individual people, groups of people, institutions, products, social trends, consumer products, etc. all can be attitudinal objects. †¢ Attitudes involve social judgments. They are either for, or against, pro, or con, positive, or negative; however, it is possible to be ambivalent about the attitudinal object and have a mix of positive and negative feelings and thoughts about it. †¢ Attitudes involve a readiness (or predisposition) to respond; however, for a variety of reasons we don’t always act on our attitudes. †¢ Attitudes vary along dimensions of strength and accessibility. Strong attitudes are very important to the individual and tend to be durable and have a powerful impact on behavior, whereas weak attitudes are not very important and have little impact. Accessible attitudes come to mind quickly, whereas other attitudes may rarely be noticed. †¢ Attitudes tend to be stable over time, but a number of factors can cause attitudes to change. †¢ Stereotypes are widely held beliefs that people have certain characteristics because of their membership in a particular group. †¢ A prejudice is an arbitrary belief, or feeling, directed toward a group of people or its individual members. Prejudices can be either positive or negative; however, the term is usually used to refer to a negative attitude held toward members of a group. Prejudice may lead to discrimination, which involves behaving differently, usually unfairly, toward the members of a group. Psychological factors involved in Attitude Formation and Attitude Change 1. Direct Instruction involves being told what attitudes to have by parents, schools, community organizations, religious doctrine, friends, etc. 2. Operant Conditioning is a simple form of learning. It is based on the â€Å"Law of Effect† and involves voluntary responses. Behaviors (including verbal behaviors and maybe even thoughts) tend to be repeated if they are reinforced (i. e. , followed by a positive experience). Conversely, behaviors tend to be stopped when they are punished (i. e. , followed by an unpleasant experience). Thus, if one expresses, or acts out an attitude toward some group, and this is reinforced by one’s peers, the attitude is strengthened and is likely to be expressed again. The reinforcement can be as subtle as a smile or as obvious as a raise in salary. Operant conditioning is especially involved with the behavioral component of attitudes. 3. Classical conditioning is another simple form of learning. It involves involuntary responses and is acquired through the pairing of two stimuli. Two events that repeatedly occur close together in time become fused and before long the person responds in the same way to both events. Originally studied by Pavlov, the process requires an unconditioned stimulus (UCS) that produces an involuntary (reflexive) response (UCR). If a neutral stimulus (NS) is paired, either very dramatically on one occasion, or repeatedly for several acquisition trials, the neutral stimulus will lead to the same response elicited by the unconditioned stimulus. At this point the stimulus is no longer neutral and so is referred to as a conditioned stimulus (CS) and the response has now become a learned response and so is referred to as a conditioned response (CR). In Pavlov’s research the UCS was meat powder which led to an UCR of salivation. The NS was a bell. At first the bell elicited no response from the dog, but eventually the bell alone caused the dog to salivate. Advertisers create positive attitudes towards their products by presenting attractive models in their ads. In this case the model is the UCS and our reaction to him, or her, is an automatic positive response. The product is the original NS which through pairing comes to elicit a positive conditioned response. In a similar fashion, pleasant or unpleasant experiences with members of a particular group could lead to positive or negative attitudes toward that group. Classical conditioning is especially involved with the emotional, or affective, component of attitudes. 4. Social (Observational) Learning is based on modeling. We observe others. If they are getting reinforced for certain behaviors or the expression of certain attitudes, this serves as vicarious reinforcement and makes it more ikely that we, too, will behave in this manner or express this attitude. Classical conditioning can also occur vicariously through observation of others. 5. Cognitive Dissonance exists when related cognitions, feelings or behaviors are inconsistent or contradictory. Cognitive dissonance creates an unpleasant state of tension that motivates people to reduce their dissonance by changing their cognitions, feel ing, or behaviors. For example, a person who starts out with a negative attitude toward marijuana will experience cognitive dissonance if they start smoking marijuana and find themselves enjoying the experience. The dissonance they experience is thus likely to motivate them to either change their attitude toward marijuana, or to stop using marijuana. This process can be conscious, but often occurs without conscious awareness. 6. Unconscious Motivation. Some attitudes are held because they serve some unconscious function for an individual. For example, a person who is threatened by his homosexual feelings may employ the defense mechanism of reaction formation and become a crusader against homosexuals. Or, someone who feels inferior may feel somewhat better by putting down a group other than her own. Because it is unconscious, the person will not be aware of the unconscious motivation at the time it is operative, but may become aware of it as some later point in time. 7. Rational Analysis involves the careful weighing of evidence for, and against, a particular attitude. For example, a person may carefully listen to the presidential debates and read opinions of political experts in order to decide which candidate to vote for in an election. Attitude Formation †¢ The affective component consists of the emotional feelings stimulated by the object of the attitude. †¢ The behavioral component consists of predispositions to act in certain ways toward an attitude object. The object of an attitude can be anything people have opinions about. Therefore, individual people, groups of people, institutions, products, social trends, consumer products, etc. all can be attitudinal objects. †¢ Attitudes involve social judgments. They are either for, or against, pro, or con, positive, or negative; however, it is possible to be ambivalent about the attitudinal object and have a mix of positive and negative feelings and thoughts about it. †¢ Attitudes involve a readiness (or predisposition) to respond; however, for a variety of reasons we don’t always act on our attitudes. †¢ Attitudes vary along dimensions of strength and accessibility. Strong attitudes are very important to the individual and tend to be durable and have a powerful impact on behavior, whereas weak attitudes are not very important and have little impact. Accessible attitudes come to mind quickly, whereas other attitudes may rarely be noticed. †¢ Attitudes tend to be stable over time, but a number of factors can cause attitudes to change. †¢ Stereotypes are widely held beliefs that people have certain characteristics because of their membership in a particular group. †¢ A prejudice is an arbitrary belief, or feeling, directed toward a group of people or its individual members. Prejudices can be either positive or negative; however, the term is usually used to refer to a negative attitude held toward members of a group. Prejudice may lead to discrimination, which involves behaving differently, usually unfairly, toward the members of a group. Psychological factors involved in Attitude Formation and Attitude Change 1. Direct Instruction involves being told what attitudes to have by parents, schools, community organizations, religious doctrine, friends, etc. 2. Operant Conditioning is a simple form of learning. It is based on the â€Å"Law of Effect† and involves voluntary responses. Behaviors (including verbal behaviors and maybe even thoughts) tend to be repeated if they are reinforced (i. e. , followed by a positive experience). Conversely, behaviors tend to be stopped when they are punished (i. e. , followed by an unpleasant experience). Thus, if one expresses, or acts out an attitude toward some group, and this is reinforced by one’s peers, the attitude is strengthened and is likely to be expressed again. The reinforcement can be as subtle as a smile or as obvious as a raise in salary. Operant conditioning is especially involved with the behavioral component of attitudes. 3. Classical conditioning is another simple form of learning. It involves involuntary responses and is acquired through the pairing of two stimuli. Two events that repeatedly occur close together in time become fused and before long the person responds in the same way to both events. Originally studied by Pavlov, the process requires an unconditioned stimulus (UCS) that produces an involuntary (reflexive) response (UCR). If a neutral stimulus (NS) is paired, either very dramatically on one occasion, or repeatedly for several acquisition trials, the neutral stimulus will lead to the same response elicited by the unconditioned stimulus. At this point the stimulus is no longer neutral and so is referred to as a conditioned stimulus (CS) and the response has now become a learned response and so is referred to as a conditioned response (CR). In Pavlov’s research the UCS was meat powder which led to an UCR of salivation. The NS was a bell. At first the bell elicited no response from the dog, but eventually the bell alone caused the dog to salivate. Advertisers create positive attitudes towards their products by presenting attractive models in their ads. In this case the model is the UCS and our reaction to him, or her, is an automatic positive response. The product is the original NS which through pairing comes to elicit a positive conditioned response. In a similar fashion, pleasant or unpleasant experiences with members of a particular group could lead to positive or negative attitudes toward that group. Classical conditioning is especially involved with the emotional, or affective, component of attitudes. 4. Social (Observational) Learning is based on modeling. We observe others. If they are getting reinforced for certain behaviors or the expression of certain attitudes, this serves as vicarious reinforcement and makes it more ikely that we, too, will behave in this manner or express this attitude. Classical conditioning can also occur vicariously through observation of others. 5. Cognitive Dissonance exists when related cognitions, feelings or behaviors are inconsistent or contradictory. Cognitive dissonance creates an unpleasant state of tension that motivates people to reduce their dissonance by changing their cognitions, feel ing, or behaviors. For example, a person who starts out with a negative attitude toward marijuana will experience cognitive dissonance if they start smoking marijuana and find themselves enjoying the experience. The dissonance they experience is thus likely to motivate them to either change their attitude toward marijuana, or to stop using marijuana. This process can be conscious, but often occurs without conscious awareness. 6. Unconscious Motivation. Some attitudes are held because they serve some unconscious function for an individual. For example, a person who is threatened by his homosexual feelings may employ the defense mechanism of reaction formation and become a crusader against homosexuals. Or, someone who feels inferior may feel somewhat better by putting down a group other than her own. Because it is unconscious, the person will not be aware of the unconscious motivation at the time it is operative, but may become aware of it as some later point in time. 7. Rational Analysis involves the careful weighing of evidence for, and against, a particular attitude. For example, a person may carefully listen to the presidential debates and read opinions of political experts in order to decide which candidate to vote for in an election.

Management Practices Research Paper Example | Topics and Well Written Essays - 1500 words

Management Practices - Research Paper Example Management Practices in Coca Cola Coca-Cola is considered as one the biggest beverage companies operating in almost 200 nations. To operate in the international markets, it requires appropriate management practices in every level of the company (SAP AG, 2001). Planning Planning is the preliminary stage of any task whether it is production or launching of a new product. It is necessary for a company to plan what should be done and without proper planning, the business objectives cannot be achieved. In case of Coca-Cola, the planning stage involves development of overall strategy by keeping in mind the mission and the objectives of the company. The planning in Coca-Cola includes mapping out how precisely the company can accomplish a particular objective. One of the most significant objectives of Coca-Cola with respect to human resources is succession planning which refers to the identification, evaluation and improvement of internal employees in order to achieve a single objective i.e. prepare appropriate people for the senior management position. The succession planning procedure in Coca-Cola comprises outlining the condition of the employees and planning for management steadiness in the incident of employee turnover or departure. Similarly, the other significant objective of Coca-Cola with respect to business is marketing planning. The marketing planning is conducted in order to raise the sales of its products. The marketing planning of Coca-Cola consists of activities such as assessing the marketing environment, making competitors’ analysis, decide upon suitable and attractive advertisements, inventory planning, planning the sales staff and planning the marketing mix elements (Curd, n.d.). Leading A manager in an organization is required to lead the employee towards the planned activities in order to accomplish the organizational objectives. The leading stage in any business involves aspects such as motivating, communicating, managing and inspiring empl oyees towards higher performance. It necessitates managers to train, assist and solve any issue of the employees while performing tasks. Leading requires the capability to establish value for the company towards the employees (Plunkett, Attner & Allen, 2011). Leading in any organization is demarcated as the procedure of motivating people so that they can contribute their best effort towards the organizational as well as team objectives. Leading managers can help employees so that they can easily fulfill their own desires and use their potential while performing tasks (Ng, 2011). Coca-Cola practices the leading function of management by providing training, on-the-job learning, and coaching to the employees. The objective of leading the workforces is to ensure that employees are provided with all necessary assistance they require for performing effectively in the company. Coca-Cola believes that the success of the company relies on the encouraged and dedicated employees. For this reas on, the company provides reward to the employees. Coca-Cola offers competitive compensation and other fringe benefits in order to attract and retain the most capable employees. It helps to drive the business forward. Coca-Cola assumes the training and development activities quite seriously, as it is a part of leading the people in the organization. It constantly invests on these activities with the intention of strengthening the

Performance Management System Assignment Example | Topics and Well Written Essays - 1000 words

Performance Management System - Assignment Example Training in the corporation Training is carried out on employees through competitions, quizzes and worksite role plays. The managers and supervisors train to coach the employees. Training improves in output quality and efficiency. Experts train the employees in their weak areas or emerging issues (Ohemeng, 2011). Formal evaluations are carried out at least annually, preferably every six months to motivate the employees who improve job quality, knowledge and reliability. Appraisals may be in the form of salary increment, and this motivates workers to perform their duties efficiently and with less supervision (Ohemeng, 2011). Incentive programs involve either employees or suppliers.   If done well, the incentive plan has the potential to unleash an incredible increase in performance.   Naturally, if done poorly, the incentive programs will not only prevent improvements, but degrade the performance of processes and deliver results that directly counter strategic objectives (Ohemeng, 2011). The base of an effective performance management program is the configuration of metrics to the corporate tactic.   Each division and sector in the corporation should evaluate the strategic objectives and clearly describe its role in achieving them.   These measures enable an organization to work effectively towards achieving its goals. An open organization enables all employees to know what to expect from a reward system and have some part in the distribution of a reward. A closed system is controlled by higher management and can cause an employee to question whether the awards were handed out and the applied criteria (Ohemeng, 2011).