Can the Internet Provide a Forum for Rational Political Debate

Of Mice And Men Essays (489 words) - English-language Films, Films

Of Mice And Men Essays (489 words) - English-language Films, Films Of Mice And Men George was in a state of shock after he had shot Lennie. All of the workers were suspicious of George and they were all talking about the incident when George went back home. Curley was very angry and he was looking to cause trouble as usual. Curley came up with a preposterous idea that George had planned to kill Lennie. He told all the workers that George was to have Lennie do all the work and then George would rake in all the pay. He said that Lennie didnt like it anymore and he threatened to tell on George. Curley said that George was just looking for a reason to shoot his friend. After George had told everyone of Georges plan they were going to confront George. When they did, George threw a punch at Curley and a fight broke out between George and most of the workers. George got thrown to the ground and thats when Slim stepped in. Slim threatened to hurt every one of them if they didnt go away. The next day when George had awakened from his bloody beating, Slim had told George that Curleys father had canned the both of them. Slim and George were trying to figure out what they were going to do. George remembered that he told the old couple that he would take the farm. When he told Slim about the idea of the farm, Slim agreed and they tried to come up with the money. Between George, Slim, and Candy, they only had 500 dollars, which included what they had already sent to the old couple. They thought and thought of an idea to get another 100 dollars, but there was no possible way they could. They had all packed up and they were ready to be on their way. They began to walk out into the forest and to see what new obstacles they would have to overcome. George and Slim heard hooves off in the distance. All of the sudden they saw two men on horses in the distance. One of the men was white and the other was black. When they got near, George and Slim realized that it was Candy and Crooks! When they got off the horses, Crooks took out 100 dollars and handed it to George. They all were jumping and yelling with happiness. George looked up and yelled we finally did it, we finally did! They made camp and the next day George mailed off the letter with the rest of the money. With the four men on horses they were on their way to their new life. They reached the farm a few days later to greet the old couple. They looked around and the place needed a fixing up, but to them the place was a dream farm. They realized that they had overcome their challenges and they were ready to start a new beginning.

Assignment 1 part 3 Example | Topics and Well Written Essays - 500 words

1 part 3 - Assignment Example Anna loved her sister Kate so much that though she also suffered from pains due to medical procedures, she never opposed her parents’ decision in favour of Kate’s health. However, during court trial it was also the same sisterly love which made her pursue the lawsuit against her parents for medical emancipation. During her testimony in court when Campbell asked her as to who convinced her to file a lawsuit, she replied, â€Å"Kate.† (p.449). She recalled the time when she saw Kate holding pills, purposely to end her life (p.460). Then, at one time, Kate convinced her not to donate her kidney by making her imagine a life where she could join hockey, go to any college she wants without having to worry about her sick sister (p. 462). Following her sister Kate’s advice of not donating her kidney, she thought of filing a case against her parents for medical emancipation. Secondly, parents’ love for their children is a value very much evident in the novel. Sara loved Kate so much that she was willing to do every thing for her daughter’s sake even to the extent of representing herself and her husband in court against her own youngest daughter’s claim for medical emancipation. Brian had been a very loving and supportive father to Anna by making her stay with him in the fire station for a couple of days as court hearing commenced. Before the hearing, Brian sympathized with her daughter Anna and vowed to take side with her, allowing her not to donate her kidney. Yet, during the trial, he burst into tears, expressing his wish for Anna to donate her kidney to save Kate’s life. That’s how strong his love was for Kate. In another incident, we also see Brian as a very loving father to Jesse when he discovered that Jesse committed arson in an elementary school near their house as all the clues were pointing to him. Yet, Brian kept it as a secret out of love for his son. This incident touched Jesse

Communication assignment Essay Example | Topics and Well Written Essays - 2000 words

Communication assignment - Essay Example Then finally the areas of improvement in the system are discussed. Finally the paper is concluded by developing a costing implementation plan. In recruitment process Communication is an inevitable element. The recruits are taking care of the company's organization structure, its policies and practices. To make people aware of company's supervisor, its rules and regulations Communication is necessary Communication helps to perform functions of employees effectively. Employees should be sincere in their job (i.e. Employees must show real affection to the organization in which they are working that will finally lead to its great success) If a Soldier really knows why is in his nation's army and why he have to follow certain rules/procedures with the citizens so it is easier to develop love towards nation as commitment to his nation. In order to make the subordinates know about their contribution to the enterprise activity Communication is unavoidable. By this the employees are motivated and will get some idea about what their supervisors and the organization are expecting from them. Communication is needed to teach employees about personal safety on the job. This is essential to reduce accidents, to lower compensation and legal costs and to decrease recruitment and training cost for replacement. Communication helps the manager in his decision process. ... his nation's army and why he have to follow certain rules/procedures with the citizens so it is easier to develop love towards nation as commitment to his nation. In order to make the subordinates know about their contribution to the enterprise activity Communication is unavoidable. By this the employees are motivated and will get some idea about what their supervisors and the organization are expecting from them. Communication is needed to teach employees about personal safety on the job. This is essential to reduce accidents, to lower compensation and legal costs and to decrease recruitment and training cost for replacement. Elite groups and the wider public have acquired about its goals, activities and accomplishments by the amount of support which an enterprise receives from its social environment. Communication helps the manager in his decision process. There is a spate of varied information produced in an enterprise. The manager must make a choice of useful and essential information which should reach him. Co-ordination is achieved through communication. Co-ordination is needed among its component parts on the basis of division of labors and specialization. Many interdependent activities are performed in different departments of an organization. This interdependence is not tolerated in the absence of communication. Communication promotes co-operation and industrial peace. Because of lack of communication most of the disputes in an enterprise takes place. CURRENT APPROACHES TO INTERNAL COMMUNICATION: Formal channels Intranets Intranet is the popular approach to internal communication. E-Mail Newsletter Periodic Presentations By The Boss Open House or Town Hall Sessions and even Good old Team Briefings or Staff Magazines, Notices and Posters. All can

Omnivore's Delemma (Industrial Corn) Essay Example | Topics and Well Written Essays - 750 words

Omnivore's Delemma (Industrial Corn) - Essay Example Omnivore's Delemma (Industrial Corn) In 2010 alone, the United States spent $337 billion on the import of crude oil (Shenk, 2011), the U.S. being the largest consumer of oil, using 25.4% of the world’s oil production (Parry & Darmstadter, 2003). However, corn ethanol represents only 1.3% of the total fuel being used in the country for motor vehicles (Pimentel, 2009). Given the facts, it becomes obvious that the production and use of corn could actually help stabilize the economy, rather than being a burden on it. The production of corn being cheaper than the import of oil for the purpose of motor vehicle fuel, it would be prudent to focus on the former than the later. This, combined with the less emission of greenhouse gases, as already discussed, would not only reduce the cost of environmental protection, but would also result in a greener society. Corn and its products are the most demanded consumer product in the food market, either for direct consumption or for indirect consumption due to their use as ingredi ents in other food products. It can be argued that corn is a balanced and a complete diet source, since it offers proteins, carbohydrates, vitamins, minerals, and roughage, and corn oil itself is low in fats, so is often substituted for animal fats and oils. It has already been established that other protein sources like meat present a lot of health hazards, which have not been associated with the use of corn (Biello, 2008). Pollan makes an especial comparison between the cultivation of corn and grass in his book, and glaringly leans in favor of the grass-growers (2006). It could be pointed out that whereas grass itself has limited uses, and cannot be consumed as a food product, being cultivated for the sole purpose of animal feed, corn, on the other hand, has multiple and multi-dimensional purposes, and its cultivation not only provides with a food product, but also other industrial chemicals and products. Therefore, it is only wise to invest on a crop that can cater to a much larg er marker and has a much wider scope and potential. The huge demand of corn reflects on the social mindset and the prevalent lifestyle. To propose a radical and almost completely agonist lifestyle without this essential food ingredient would be to propose a revolution. Pollan might be safe in theory, but his opinions cannot be so readily implemented in reality. Therefore, a compromise could be proposed in which alternate food options are presented along with corn and its products for those customers who subscribe to Pollan’s opinions. This would mean that the market would cater to the popular demand while also taking care of the consumers who want a change. Pollan challenges the

Causes and Effect of Job Satisfaction on a Company

Causes and Effect of Job Satisfaction on a Company Q.1) ABC company has heard rumors that some of their workers are dissatisfied with their jobs. You have been asked to explain to management the following: 1) what are the major causes of job satisfaction? 2) Why should management be concerned about the job satisfaction of employees? 3) How would you recommend that ABC Company verify or assess that employees are actually dissatisfied; how can job satisfaction be measured? 4) Once ABC Company has determined that the employees are definitely dissatisfied with aspects of their particular jobs, what are ways they could possibly decrease job dissatisfaction? ANSWER: Defining Job Satisfaction: Job satisfaction is a pleasurable feeling that results from the perception that ones job fulfills or allows for the fulfillment of ones important job values. It refers to an individuals general attitude toward his or her job. A person with a high level of job satisfaction holds positive attitudes toward the job, while a person who is dissatisfied with his or her job holds negative attitudes toward the job. What are factors that cause employee satisfaction? Review of the evidence and research* has identified several factors conducive to high levels of employee job satisfaction; some of these factors are controllable by managers and some are not. Factors controllable by management 1. Nature of Work Task Complexity: jobs that are mentally challenging have been consistently found as a main cause of job satisfaction. Simple, repetitive, less challenging jobs are found to a source of frustration and dissatisfaction in employee. Task Meaningfulness: employees belief that the work done by them is meaningful and has significance causes job satisfaction in them. Furthermore, giving autonomy to employees make them feel that they can display their competence and make a positive impact to the organization, is another factor in job satisfaction. Physical Strain: reasonable amount of physical strain and exertion is another determinant in job satisfaction. This factor is sometimes overlooked in the present age of technology. Fact is that advancement in technology has made physical strain even more undesirable work characteristic. 2. Relationship with Supervisor and Colleagues People expect more out of work than merely money or tangible achievements. For most employees, work also fills the need for social interaction. The behavior of an employees manager is found a major cause of satisfaction. Studies generally find that employee satisfaction increases when the immediate supervisor understands the employees, is friendly, praises for good performance, listens to employees opinions, and shows a personal interest in them. 3. Compensation and benefits factors Employees want pay systems that they perceive as just, unambiguous, and in line with their expectations. When pay is seen as fair based on job demands, individual skill level, and community pay standards, satisfaction is likely to result. 4. Promotion Policies and Career Development Factor Opportunities for promotion, training programs, and capacity of career development are other factors that cause job satisfaction. Employees seek fair promotion policies and practices. Promotions provide opportunities for personal growth, more responsibilities, and increased social status. Individuals who perceive that promotion decisions are made in a fair and just manner, therefore, are likely to experience satisfaction from their jobs. 5. Working conditions and environment factors Employees want work environments that support personal comfort and good job performance. Studies demonstrate that employees prefer physical surroundings that are not dangerous or uncomfortable. Most employees also prefer working relatively close to home, in clean and relatively modern facilities, and with adequate tools and equipment. Physical features of workplace like temperature, lighting arrangements, cleanliness, working outdoors, health hazards, sick-building syndrome, social density, privacy in work, all may result in satisfaction or dissatisfaction to employees. 6. Organization development factors Brand of organization in business field and comparison with leading competitor and potential development of organization is a cause of job satisfaction in employees. Missions and Vision of organization is another source of job satisfaction if it complies with employees personal views and goals. Factors not controllable by management: 1. Personality Contemporary research* indicates that employee job satisfaction can be genetically determined. Whether people are happy or not can be found by their gene structure. You either have happy genes or you dont. Scientific research in the field of psychology has been done to find the relationship of job satisfaction with five traits of personality i.e., Neuroticism, Extraversion, Openness to Experience, Agreeableness, and Conscientiousness. These factors with the exception of Openness to Experience have considerable correlation with job satisfaction, as given in Table 1. Impact of personality in work can be controlled if the managers make sure their selection process screens out the negative, maladjusted, troublemaking fault-finders who derive little satisfaction in anything job-related. This is probably best achieved through personality testing, in-depth interviewing, and careful checking of applicants previous work records. Table 1 Available meta-analytic correlations between Big Five personality traits and criteria Big Five Trait Conscientiousness Agreeableness Neuroticism Openness Extraversion Criterion Ï  SDÏ  Ï  SDÏ  Ï  SDÏ  Ï  SDÏ  Ï  SDÏ  Job satisfaction* 0.26 (0.22) 0.17 (0.16) -0.29 (0.16) 0.02 (0.21) 0.25 (0.15) Job performance†  0.28 (0.16) 0.13 (0.15) -0.16 (0.10) 0.08 (0.10) 0.07 (0.14) Leadership†¡ 0.28 (0.17) 0.08 (0.17) -0.24 (0.18) 0.24 (0.11) 0.31 (0.17) Workplace deviance § -0.35 (−) -0.44 () 0.26 (−) -0.08 (−) -0.03 (−) Motivation (goal-setting)** 0.28 (0.07) -0.29 (0.21) -0.29 (0.06) 0.18 0.00 0.15 0.00 Motivation (expectancy)** 0.23 (0.09) 0.13 0.00 -0.29 (0.17) −0.08 0.00 0.1 0.00 Motivation (self-efficacy)** 0.22 (0.15) 0.11 (0.17) -0.35 (0.18) 0.2 (0.04) 0.33 (0.16) Team effectiveness† Ã¢â‚¬   0.11 (0.11) 0.12 (0.13) -0.04 (0.04) 0.05 (0.13) 0.09 (0.04) Notes: Correlations are based on the most recently published meta-analysis for the corresponding criterion. Dashes indicate unreported information. Ï  = estimated true score correlations; SDÏ  = standard deviation of true score correlations. *Reported in Judge, Heller, and Mount (2002). † Reported in Salgado (2003). †¡Reported in Judge, Bono, Ilies, and Gerhardt (2002).  §Reported in Berry, Ones, and Sackett (2007). **Reported in Judge and Ilies (2002). † Ã¢â‚¬  Reported in Bell 2007 2. Emotions Regulations Scientific study* has explored the association between emotion regulation, defined as the conscious manipulation of ones public displays of emotion, and job satisfaction. Suppression of unpleasant emotions decreases job satisfaction and amplification of pleasant emotions increases job satisfaction by improving the quality of interpersonal encounters at work. 3. Life Satisfaction One common research* finding is that job satisfaction is correlated with life satisfaction. People who are satisfied with life tend to be satisfied with their job and people who are satisfied with their job tend to be satisfied with life. However, some research has found that job satisfaction is not significantly related to life satisfaction when other variables such as non-work satisfaction and core self evaluations are taken into account. Why is employee satisfaction important for the organization and the management? Job Satisfaction can be an important indicator of how employees feel about their jobs and a predictor of work behaviors such as organizational citizenship, absenteeism, and turnover. Further, job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors. Satisfied employees can add value to organization such as: Enhance employee retention Increase productivity Reduce turnover Enhance customer satisfaction and loyalty More energetic employees Improve teamwork Higher quality products and/or services due to more competent, energized employees Job satisfaction and dissatisfaction has direct impact on organization, which can be seen by analyzing the following: Job Satisfaction and Productivity* The evidence suggests that the link between an individuals job satisfaction and his or her productivity is positive. It turns out the productivity can be affected as much by external conditions as it is by job satisfaction. The link between job satisfaction and productivity is much stronger when we look not at individuals, but at the organization as a whole. When satisfaction and productivity data are gathered for the organization as a whole, rather than at the individual level, we find that organizations with more-satisfied employees tend to be more effective than organizations with less-satisfied employees. Job Satisfaction and Organizational Citizenship Behavior Organizational citizenship behavior (OCB) is discretionary behavior that is not part of an employees formal job requirements and is not usually rewarded, but that nevertheless promotes the effective functioning of the organization. Organizational citizenship is important, as it can help the organization function more efficiently and more effectively. It seems logical to assume that job satisfaction should be a major determinant of an employees OCB. Job Satisfaction and Customer Satisfaction Employees in service jobs often interact with customers. Since the management of service organizations should be concerned with pleasing those customers, it is reasonable to ask: Is employee satisfaction related to positive customer outcomes? For front-line employees who have regular contact with customers, the answer is yes. Satisfied employees are more likely to be friendly, upbeat, and responsive—which customers appreciate. Job Satisfaction and Absenteeism: One can find a consistent negative relationship between satisfaction and absenteeism, but the correlation is moderate-usually less than 0.40. While it certainly makes sense that dissatisfied employees are more likely to miss work, other factors have an impact on the relationship and reduce the correlation coefficient. e.g. Organizations that provide liberal sick leave benefits are encouraging all their employees, including those who are highly satisfied, to take days off. So, outside factors can act to reduce the correlation. Job Satisfaction and Turnover: Satisfaction is negatively related to turnover*, but the correlation is stronger than what we found for absenteeism. Labour turnover is quite strongly correlated with satisfaction when there is high unemployment. Yet, again, other factors such as labour market conditions, expectations about alternative job opportunities, and length of tenure with the organization are important constraints on the actual decision to leave ones current job. Workplace Violence and Sabotage: Dissatisfaction in employees may cause violence and sabotage in workplace. Most violence that involves insiders is triggered by extreme levels of dissatisfaction and stress on part of attacker. Dissatisfied workers may either consciously or subconsciously produce faulty products. How can job satisfaction be measured? Job satisfaction is usually measured with interviews or questionnaires administered to the job incumbents in question. Most research is done with questionnaires. This is because interviews are expensive and time consuming to conduct. By contrast, one can survey a large number of people with a paper-and-pencil questionnaires with very little effort or expense. Furthermore, it is easy to quantify and standardize questionnaire responses. Perhaps the easiest way to assess job satisfaction is to use one of the existing scales which have been carefully developed, and in many studies, their reliability and validity have been established. There are many methods for measuring job satisfaction, few of these are briefly mentioned below: 1. Job Descriptive Index (JDI), created by Smith, Kendall, Hulin (1969), is a specific questionnaire of job satisfaction that has been widely used. It measures ones satisfaction in five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or cant decide (indicated by ‘?) in response to whether given statements accurately describe ones job. 2. Job In General Scale (JIG) Job In General Scale (JIG, Ironson et al., 1989) was designed to assess overall job satisfaction rather than facets. Its format is same as the JDI, and it contains 18 items. Each item is an adjective or short phrase about the job in general rather than a facet. The total score is a combination of all items. Advantage of using JIG is that it is quick and easy to use, and disadvantage is that it only gives global measure of job satisfaction and does not provide information about specific facets causing job satisfaction/dissatisfaction. 3. Minnesota Satisfaction Questionnaire (MSQ) The Minnesota Satisfaction Questionnaire (MSQ) is designed to measure an employees satisfaction with their particular job. Method includes 100 items measuring 20 facets of job satisfaction. Three revisions of MSQ are available: two long forms (1977 version and 1967 version) and a short form. Long form contains 100 items measuring 20 facets, and short form includes 20 items that best represent each of the 20 scales. Advantages of this method are it is reliable, valid measure of job satisfaction, easy to use, easy to understand, applicable to any organization, applicable for managers, supervisors, and employees. Disadvantage of this method is that it is very long, and uses 20 different facets and it may not be meaningful to have info on each of them. 4. Satisfied / dissatisfied method In this method, you just send a question form that include: What is good thing in our company? What is not good one in our company? This method is suitable for â€Å"emergency events† and you need result in a short time. To assess and measure job satisfaction in employees of ABC Company I would recommend Job Descriptive method (JDI). Job Descriptive Index assesses five most important facets of job satisfaction: * The work itself—responsibility, interest, and growth. * Quality of supervision—technical help and social support. * Relationships with co-workers—social harmony and respect. * Promotion opportunities—chances for further advancement. * Pay—adequacy of pay and perceived equity vis-à  -vis others. The entire scale contains 72 items with either 9 or 18 items per subscale. Each item is an evaluative adjective or short phrase that is descriptive of the job. Responses are â€Å"Yes† â€Å"Uncertain† or â€Å"No†. Job Descriptive Index (JDI; Smith, Kendall, Hulin, 1969) has probably been the most popular facet scale among organizational researchers. It also may have been the most carefully developed and validated, as is well described in Smith et al.s book. It is easy to use with all types of respondents and is most commonly used measure of job satisfaction. Scales that measure the overall level of job satisfaction and do not measure the specific facet may not help in identifying the main cause of job satisfaction/dissatisfaction. Job dissatisfaction can be decreased by considering the following factors: 1. Work itself: Job dissatisfaction can be decreased by Job rotation Job enlargement: knowledge enlargement, task enlargement Job enrichment, add complexity to the task to make it challenging 2. Define Role and Expectations: When an organization makes the decision to fill a new position, it has an idea of what will be expected of the new employee. However, unless these expectations are clearly communicated and role is defined, the result can be disappointing for both the employee and employer. Such situations cause conflict and inefficiencies in the workplace. Therefore, it is very important that the employer establish a mechanism for making sure the needs of the organization are clearly communicated and understood. Role analysis technique can be used to identify and define ones role. 3. Organization development Shared mission or vision: In many organizations, employee doesnt know what is mission, vision, objects. Building a corporate culture that requires employees to be an integral part of the organization can be an effective way of getting the most from the talents or competencies brought to the organization by each employee. Feedback programs: Give employees opportunity to complain to the organization about his work situation. Feedback will help organization to know opinions of their employees. 4. Compensation and benefits: Policies of compensation and benefits are most important part of organization. But you should build your policies at â€Å"suitability† not â€Å"the best†. 5. Appraisal program: You should build the proper evaluation and fair and encourage employees perform work. 6. Relationship with supervisors: Relationship with management is the key factor often happen dissatisfaction of employees. The company should have policies to: Management must be fairly treat the staff Ready to help them Full training for staff Ready to listen and respond to employee 7. Promotions and career development Develop programs to promote all titles in the organization Develop training programs for employees Build programs for career development of each title 8. Working condition and environment Build occupational health and safety program. 9. Improvement programs of employee satisfaction HR department must have the monitoring methods for improvement programs of employee satisfaction. Many organizations just do appraisal of employee satisfaction but not pay attention to role of monitoring. Build solutions to improve satisfaction Training all level of management about the importance of satisfaction and methods to increase satisfaction. 10. Employees by themselves Hiring the right employees Clearly defined and communicated employee expectations. References References marked with an asterisk indicate studies included in the answer. *Timothy A. Judge, Daniel Heller and Michael K. Mount. Five-Factor Model of Personality and Job Satisfaction: A Meta-Analysis. Journal of Applied Psychology 2002, Vol. 87, No. 3, 530-541 *Ste ´Phane Co ˆ Te and Laura M. Morgan. A longitudinal analysis of the association between emotion regulation, job satisfaction, and intentions to quit. Journal of Organizational Behavior. 23, 947-962 (2002) *Timothy A. Judge, Daniel Heller and Michael K. Mount. Five-Factor Model of Personality and Job Satisfaction: A Meta-Analysis. Journal of Applied Psychology 2002, Vol. 87, No. 3, 530-541 *John A. Wagner III John R. Hollenback. Organizational Behavior, Securing Competitive Advantage, 5E. by South-Westrn, 2009 * Robbins, Stephen P., and Timothy A. Judge. Organization Behavior. 12th ed. Upper Saddle River, New Jersey: Pearson Prentice Hall, 2007. 156-158. *Steven G. Westlund and John C. Hannon. Retaining Talent: Assessing Job Satisfaction Facets Most Significantly Related To Software Developer Turnover Intentions. Journal of Information Technology Management Volume XIX, Number 4, 2008 Q3) Compare and contrast the rational decision making model with the bounded rationality model of decision-making. In what ways does the theory of bounded rationality differ from the rational model and what are the characteristics of each? Which do you feel is a better representation of decision-making and why? ANSWER: The rational decision-making model is sometimes referred to as the rational economic model as it includes a primary assumption of economic rationality, that is, the notion that people attempt to maximize their economic outcomes, where alternative with the highest expected worth is selected as preferred alternative. Rational decision making processes consist of a sequence of steps designed to rationally develop a desired solution. Typically these steps involve: 1. Verify, Define, and Detail the problem: The first step is to recognize a problem or to see opportunities that may be worthwhile. A rational decision making model is best employed where relatively complex decisions have to be made. 2. Identify the Criteria: What is relevant and what is not relevant to the decision? What do you need to know before you can make a decision or what will help you make the right one? 3. Analyzing the situation: What alternative courses of action may be available to you? What different interpretations of the data may be possible? 4. Developing options: Generate several possible options. Be creative and positive. 5. Evaluating alternatives: What criteria should you use to evaluate? Evaluate for feasibility, acceptability and desirability. Which alternative will best achieve your objectives? 6. Selecting a preferred alternative: Explore the provisional preferred alternative for future possible adverse consequences. What problems might it create? What are the risks of making this decision? Assumptions made by rational decision-making model There are six assumptions of the rational decision-making model: Problem clarity: The decision maker is assumed to have complete information regarding the decision situation. Known options: Identify all the relevant criteria and can list all the viable alternatives. The decision maker is aware of all the possible consequences of each alternative. Clear preference: The criteria and alternatives can be ranked and given weight to reflect their importance. Constant preferences: The specific decision criteria are constant and that weights assigned to them are stable over time. No time or cost constraints: The rational decision maker can obtain full information about criteria and alternatives because it is assumed that there are no time or cost constraints. Maximum payoff: The rational decision maker will choose the alternative that yields the highest perceived value. Rational decision making model presupposes that there is one best outcome. The search for perfection is frequently a factor in actually delaying making a decision. Such a model also presupposes that it is possible to consider every option and also to know the future consequences of each. While many would like to think they know what will happen, the universe often has other plans! It is also limited by the cognitive abilities of the person making the decision; how good is their memory? How good is their imagination? The criteria themselves, of course, will be subjective and may be difficult to compare. These models require a great deal of time and a great deal of information. And, of course, a rational decision making model attempts to negate the role of emotions in decision making. Bounded Rationality Decision Making Model Bounded Rationality theory accepts the notion of bounded rationality and suggests that people act only in terms of what they perceive about a given situation. Because these perceptions are frequently imperfect, most organizational decision making does not take place in a world of complete certainty. Rather, the behavioral decision maker is viewed as acting most often under uncertain conditions and with limited information. Organizational decision makers face problems that are often ambiguous, and they have only partial knowledge of the available action alternatives and their consequences. As Herbert Simon states: â€Å"Most human decision making, whether individual or organizational, is concerned with the discovery and selection of satisfactory alternatives; only in exceptional cases is it concerned with the discovery and selection of optimal decisions.† Alternative model to rational decision making model based on the theory of bounded rationality called the administrative model is actually a critique of the rational model. Simon says the rational model is prescriptive or normative, the way it is supposed to be, rather than the way it is. Simon presented the administrative model as a realistic antidote, the way it really is. Administrative model he says is the way decisions are actually made. Simon coined a term of Satisficing means settling for the first alternative that seems to meet some minimum level of acceptability. Search for a needle in the haystack. Optimize is to look for the sharpest. Satisfied is to search until you find the needle that is just sharp enough to do the job. He says there are limits on decision making: Bounded rationality: imperfect information about goals and courses of action and relation of means to ends; Bounded discretion: constraints on optimizing, prior commitments, moral and ethical standards, laws, and social standards; Bounded rationality recognizes that it is impossible to comprehend and analyze all of the potentially relevant information in making choices. The only possible way of coping with the complexity of the world is to develop techniques, habits and standard operating procedures (SOP) to facilitate decision making. Widely shared SOPs are institutions. HabitRoutine responses and behaviors based on reinforcement e.g. brushing your teeth in the morning. TechniqueWays to deal with generalized situations e.g., read reviews before selecting a hotel. SOPgroup and organizational rules for decisions e.g., our firm reorders when inventories reach one month of recent sales. Which model better represents decision-making? Rational decision making model provides a guideline of what managers ideally should be doing, but it does not represent what managers actually do. When decision makers are faced with a simple problem and few alternative courses of action, and when the cost of searching out and evaluating alternatives is low, the rational model provides a fairly accurate description of the decision process. However, such situations are the exception. Most decisions in the real world do not follow the rational model. For instance, people are usually content to find an acceptable or reasonable solution to their problem rather than an optimizing one. Most decisions in the real world do not follow the rational model. People are usually content to find an acceptable or reasonable solution to their problem rather than an optimizing one. Thus decision makers may rely on bounded rationality, satisficing, intuition, and judgment shortcuts in making decisions. In an ideal situation, manager faces a clearly defined problem, knows all possible action alternatives and their consequences, and then chooses the alternative that offers the best, or â€Å"optimum,† solution to the problem. This optimizing style is an ideal way to make decisions. This rational approach is normative and prescriptive, and is often used as a model for how managers should make decisions. However, Behavioral scientists are cautious about applying rational decision theory to many decision situations. They recognize that the human mind is a wonderful creation, capable of infinite achievements. But they also recognize that human beings have cognitive limitations that restrict their information-processing capabilities. Information deficiencies and overload compromise the ability of decision makers to achieve complete certainty and otherwise operate according to the rational model. Human decision makers also operate with bounded rationality. Bounded rationality is sug gests that, while individuals are reasoned and logical, humans have their limits. Individuals interpret and make sense of things within the context of their personal situation. This makes it difficult to realize the ideal of rational decision making. As a result, the rational model does not give a full and accurate description of how most decisions are made in organizations. References References marked with an asterisk â€Å" * † indicate studies included in the answers. *John A. Wagner III John R. Hollenback. Organizational Behavior, Securing Competitive Advantage, 5E. by South-Westrn, 2009 * Robbins, Stephen P., and Timothy A. Judge. Organization Behavior. 12E. Upper Saddle River, New Jersey: Pearson Prentice Hall, 2007. 156-158. * John R. Schermerhorn, Jr., James G. Hunt, Richard Osborn. Organization Behavior. 7E. John Wiley Sons, Inc, 2002 Q.4) Discuss goal-setting theory and its major conclusions. How do major conclusions of goal setting inform managers, or how can managers apply what research on goal setting has found in managing employees? ANSWER: Goal Setting Theory The prime axiom of goal setting theory is that specific, difficult goals lead to higher performance than when people strive to simply â€Å"do their best†, (Locke, 1966; Locke Latham, 1990). Goals play an important part in high performance work environments. Goal setting is the process of developing, negotiating, and formalizing the targets or objectives that a person is responsible for accomplishing. The model uses elements of expectancy theory to help clarify the implications of goal setting for performance while taking into account certain moderating conditions, such as ability and task complexity. Lockes research showed that there was a relationship between how difficult and specific a goal was and peoples performance of a task. He found that specific and difficult goals led to better task performance than vague or easy goals. Telling someone to Try hard or Do your best is less effective than Try to get more than 80% correct. Likewise, having a goal thats too easy is not a motivating force. Hard goals are more motivating than easy goals, because its much more of an accomplishment to achieve something that you have to work for. Locke and his colleagues spend considerable time on research* and studied the effects of goal setting, which can be concluded as: Specific goals increase performance, under certain conditions Difficult goals, when accepted, result in higher performance than do easy goals Feedback leads to higher performance Causes and Effect of Job Satisfaction on a Company Causes and Effect of Job Satisfaction on a Company Q.1) ABC company has heard rumors that some of their workers are dissatisfied with their jobs. You have been asked to explain to management the following: 1) what are the major causes of job satisfaction? 2) Why should management be concerned about the job satisfaction of employees? 3) How would you recommend that ABC Company verify or assess that employees are actually dissatisfied; how can job satisfaction be measured? 4) Once ABC Company has determined that the employees are definitely dissatisfied with aspects of their particular jobs, what are ways they could possibly decrease job dissatisfaction? ANSWER: Defining Job Satisfaction: Job satisfaction is a pleasurable feeling that results from the perception that ones job fulfills or allows for the fulfillment of ones important job values. It refers to an individuals general attitude toward his or her job. A person with a high level of job satisfaction holds positive attitudes toward the job, while a person who is dissatisfied with his or her job holds negative attitudes toward the job. What are factors that cause employee satisfaction? Review of the evidence and research* has identified several factors conducive to high levels of employee job satisfaction; some of these factors are controllable by managers and some are not. Factors controllable by management 1. Nature of Work Task Complexity: jobs that are mentally challenging have been consistently found as a main cause of job satisfaction. Simple, repetitive, less challenging jobs are found to a source of frustration and dissatisfaction in employee. Task Meaningfulness: employees belief that the work done by them is meaningful and has significance causes job satisfaction in them. Furthermore, giving autonomy to employees make them feel that they can display their competence and make a positive impact to the organization, is another factor in job satisfaction. Physical Strain: reasonable amount of physical strain and exertion is another determinant in job satisfaction. This factor is sometimes overlooked in the present age of technology. Fact is that advancement in technology has made physical strain even more undesirable work characteristic. 2. Relationship with Supervisor and Colleagues People expect more out of work than merely money or tangible achievements. For most employees, work also fills the need for social interaction. The behavior of an employees manager is found a major cause of satisfaction. Studies generally find that employee satisfaction increases when the immediate supervisor understands the employees, is friendly, praises for good performance, listens to employees opinions, and shows a personal interest in them. 3. Compensation and benefits factors Employees want pay systems that they perceive as just, unambiguous, and in line with their expectations. When pay is seen as fair based on job demands, individual skill level, and community pay standards, satisfaction is likely to result. 4. Promotion Policies and Career Development Factor Opportunities for promotion, training programs, and capacity of career development are other factors that cause job satisfaction. Employees seek fair promotion policies and practices. Promotions provide opportunities for personal growth, more responsibilities, and increased social status. Individuals who perceive that promotion decisions are made in a fair and just manner, therefore, are likely to experience satisfaction from their jobs. 5. Working conditions and environment factors Employees want work environments that support personal comfort and good job performance. Studies demonstrate that employees prefer physical surroundings that are not dangerous or uncomfortable. Most employees also prefer working relatively close to home, in clean and relatively modern facilities, and with adequate tools and equipment. Physical features of workplace like temperature, lighting arrangements, cleanliness, working outdoors, health hazards, sick-building syndrome, social density, privacy in work, all may result in satisfaction or dissatisfaction to employees. 6. Organization development factors Brand of organization in business field and comparison with leading competitor and potential development of organization is a cause of job satisfaction in employees. Missions and Vision of organization is another source of job satisfaction if it complies with employees personal views and goals. Factors not controllable by management: 1. Personality Contemporary research* indicates that employee job satisfaction can be genetically determined. Whether people are happy or not can be found by their gene structure. You either have happy genes or you dont. Scientific research in the field of psychology has been done to find the relationship of job satisfaction with five traits of personality i.e., Neuroticism, Extraversion, Openness to Experience, Agreeableness, and Conscientiousness. These factors with the exception of Openness to Experience have considerable correlation with job satisfaction, as given in Table 1. Impact of personality in work can be controlled if the managers make sure their selection process screens out the negative, maladjusted, troublemaking fault-finders who derive little satisfaction in anything job-related. This is probably best achieved through personality testing, in-depth interviewing, and careful checking of applicants previous work records. Table 1 Available meta-analytic correlations between Big Five personality traits and criteria Big Five Trait Conscientiousness Agreeableness Neuroticism Openness Extraversion Criterion Ï  SDÏ  Ï  SDÏ  Ï  SDÏ  Ï  SDÏ  Ï  SDÏ  Job satisfaction* 0.26 (0.22) 0.17 (0.16) -0.29 (0.16) 0.02 (0.21) 0.25 (0.15) Job performance†  0.28 (0.16) 0.13 (0.15) -0.16 (0.10) 0.08 (0.10) 0.07 (0.14) Leadership†¡ 0.28 (0.17) 0.08 (0.17) -0.24 (0.18) 0.24 (0.11) 0.31 (0.17) Workplace deviance § -0.35 (−) -0.44 () 0.26 (−) -0.08 (−) -0.03 (−) Motivation (goal-setting)** 0.28 (0.07) -0.29 (0.21) -0.29 (0.06) 0.18 0.00 0.15 0.00 Motivation (expectancy)** 0.23 (0.09) 0.13 0.00 -0.29 (0.17) −0.08 0.00 0.1 0.00 Motivation (self-efficacy)** 0.22 (0.15) 0.11 (0.17) -0.35 (0.18) 0.2 (0.04) 0.33 (0.16) Team effectiveness† Ã¢â‚¬   0.11 (0.11) 0.12 (0.13) -0.04 (0.04) 0.05 (0.13) 0.09 (0.04) Notes: Correlations are based on the most recently published meta-analysis for the corresponding criterion. Dashes indicate unreported information. Ï  = estimated true score correlations; SDÏ  = standard deviation of true score correlations. *Reported in Judge, Heller, and Mount (2002). † Reported in Salgado (2003). †¡Reported in Judge, Bono, Ilies, and Gerhardt (2002).  §Reported in Berry, Ones, and Sackett (2007). **Reported in Judge and Ilies (2002). † Ã¢â‚¬  Reported in Bell 2007 2. Emotions Regulations Scientific study* has explored the association between emotion regulation, defined as the conscious manipulation of ones public displays of emotion, and job satisfaction. Suppression of unpleasant emotions decreases job satisfaction and amplification of pleasant emotions increases job satisfaction by improving the quality of interpersonal encounters at work. 3. Life Satisfaction One common research* finding is that job satisfaction is correlated with life satisfaction. People who are satisfied with life tend to be satisfied with their job and people who are satisfied with their job tend to be satisfied with life. However, some research has found that job satisfaction is not significantly related to life satisfaction when other variables such as non-work satisfaction and core self evaluations are taken into account. Why is employee satisfaction important for the organization and the management? Job Satisfaction can be an important indicator of how employees feel about their jobs and a predictor of work behaviors such as organizational citizenship, absenteeism, and turnover. Further, job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors. Satisfied employees can add value to organization such as: Enhance employee retention Increase productivity Reduce turnover Enhance customer satisfaction and loyalty More energetic employees Improve teamwork Higher quality products and/or services due to more competent, energized employees Job satisfaction and dissatisfaction has direct impact on organization, which can be seen by analyzing the following: Job Satisfaction and Productivity* The evidence suggests that the link between an individuals job satisfaction and his or her productivity is positive. It turns out the productivity can be affected as much by external conditions as it is by job satisfaction. The link between job satisfaction and productivity is much stronger when we look not at individuals, but at the organization as a whole. When satisfaction and productivity data are gathered for the organization as a whole, rather than at the individual level, we find that organizations with more-satisfied employees tend to be more effective than organizations with less-satisfied employees. Job Satisfaction and Organizational Citizenship Behavior Organizational citizenship behavior (OCB) is discretionary behavior that is not part of an employees formal job requirements and is not usually rewarded, but that nevertheless promotes the effective functioning of the organization. Organizational citizenship is important, as it can help the organization function more efficiently and more effectively. It seems logical to assume that job satisfaction should be a major determinant of an employees OCB. Job Satisfaction and Customer Satisfaction Employees in service jobs often interact with customers. Since the management of service organizations should be concerned with pleasing those customers, it is reasonable to ask: Is employee satisfaction related to positive customer outcomes? For front-line employees who have regular contact with customers, the answer is yes. Satisfied employees are more likely to be friendly, upbeat, and responsive—which customers appreciate. Job Satisfaction and Absenteeism: One can find a consistent negative relationship between satisfaction and absenteeism, but the correlation is moderate-usually less than 0.40. While it certainly makes sense that dissatisfied employees are more likely to miss work, other factors have an impact on the relationship and reduce the correlation coefficient. e.g. Organizations that provide liberal sick leave benefits are encouraging all their employees, including those who are highly satisfied, to take days off. So, outside factors can act to reduce the correlation. Job Satisfaction and Turnover: Satisfaction is negatively related to turnover*, but the correlation is stronger than what we found for absenteeism. Labour turnover is quite strongly correlated with satisfaction when there is high unemployment. Yet, again, other factors such as labour market conditions, expectations about alternative job opportunities, and length of tenure with the organization are important constraints on the actual decision to leave ones current job. Workplace Violence and Sabotage: Dissatisfaction in employees may cause violence and sabotage in workplace. Most violence that involves insiders is triggered by extreme levels of dissatisfaction and stress on part of attacker. Dissatisfied workers may either consciously or subconsciously produce faulty products. How can job satisfaction be measured? Job satisfaction is usually measured with interviews or questionnaires administered to the job incumbents in question. Most research is done with questionnaires. This is because interviews are expensive and time consuming to conduct. By contrast, one can survey a large number of people with a paper-and-pencil questionnaires with very little effort or expense. Furthermore, it is easy to quantify and standardize questionnaire responses. Perhaps the easiest way to assess job satisfaction is to use one of the existing scales which have been carefully developed, and in many studies, their reliability and validity have been established. There are many methods for measuring job satisfaction, few of these are briefly mentioned below: 1. Job Descriptive Index (JDI), created by Smith, Kendall, Hulin (1969), is a specific questionnaire of job satisfaction that has been widely used. It measures ones satisfaction in five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or cant decide (indicated by ‘?) in response to whether given statements accurately describe ones job. 2. Job In General Scale (JIG) Job In General Scale (JIG, Ironson et al., 1989) was designed to assess overall job satisfaction rather than facets. Its format is same as the JDI, and it contains 18 items. Each item is an adjective or short phrase about the job in general rather than a facet. The total score is a combination of all items. Advantage of using JIG is that it is quick and easy to use, and disadvantage is that it only gives global measure of job satisfaction and does not provide information about specific facets causing job satisfaction/dissatisfaction. 3. Minnesota Satisfaction Questionnaire (MSQ) The Minnesota Satisfaction Questionnaire (MSQ) is designed to measure an employees satisfaction with their particular job. Method includes 100 items measuring 20 facets of job satisfaction. Three revisions of MSQ are available: two long forms (1977 version and 1967 version) and a short form. Long form contains 100 items measuring 20 facets, and short form includes 20 items that best represent each of the 20 scales. Advantages of this method are it is reliable, valid measure of job satisfaction, easy to use, easy to understand, applicable to any organization, applicable for managers, supervisors, and employees. Disadvantage of this method is that it is very long, and uses 20 different facets and it may not be meaningful to have info on each of them. 4. Satisfied / dissatisfied method In this method, you just send a question form that include: What is good thing in our company? What is not good one in our company? This method is suitable for â€Å"emergency events† and you need result in a short time. To assess and measure job satisfaction in employees of ABC Company I would recommend Job Descriptive method (JDI). Job Descriptive Index assesses five most important facets of job satisfaction: * The work itself—responsibility, interest, and growth. * Quality of supervision—technical help and social support. * Relationships with co-workers—social harmony and respect. * Promotion opportunities—chances for further advancement. * Pay—adequacy of pay and perceived equity vis-à  -vis others. The entire scale contains 72 items with either 9 or 18 items per subscale. Each item is an evaluative adjective or short phrase that is descriptive of the job. Responses are â€Å"Yes† â€Å"Uncertain† or â€Å"No†. Job Descriptive Index (JDI; Smith, Kendall, Hulin, 1969) has probably been the most popular facet scale among organizational researchers. It also may have been the most carefully developed and validated, as is well described in Smith et al.s book. It is easy to use with all types of respondents and is most commonly used measure of job satisfaction. Scales that measure the overall level of job satisfaction and do not measure the specific facet may not help in identifying the main cause of job satisfaction/dissatisfaction. Job dissatisfaction can be decreased by considering the following factors: 1. Work itself: Job dissatisfaction can be decreased by Job rotation Job enlargement: knowledge enlargement, task enlargement Job enrichment, add complexity to the task to make it challenging 2. Define Role and Expectations: When an organization makes the decision to fill a new position, it has an idea of what will be expected of the new employee. However, unless these expectations are clearly communicated and role is defined, the result can be disappointing for both the employee and employer. Such situations cause conflict and inefficiencies in the workplace. Therefore, it is very important that the employer establish a mechanism for making sure the needs of the organization are clearly communicated and understood. Role analysis technique can be used to identify and define ones role. 3. Organization development Shared mission or vision: In many organizations, employee doesnt know what is mission, vision, objects. Building a corporate culture that requires employees to be an integral part of the organization can be an effective way of getting the most from the talents or competencies brought to the organization by each employee. Feedback programs: Give employees opportunity to complain to the organization about his work situation. Feedback will help organization to know opinions of their employees. 4. Compensation and benefits: Policies of compensation and benefits are most important part of organization. But you should build your policies at â€Å"suitability† not â€Å"the best†. 5. Appraisal program: You should build the proper evaluation and fair and encourage employees perform work. 6. Relationship with supervisors: Relationship with management is the key factor often happen dissatisfaction of employees. The company should have policies to: Management must be fairly treat the staff Ready to help them Full training for staff Ready to listen and respond to employee 7. Promotions and career development Develop programs to promote all titles in the organization Develop training programs for employees Build programs for career development of each title 8. Working condition and environment Build occupational health and safety program. 9. Improvement programs of employee satisfaction HR department must have the monitoring methods for improvement programs of employee satisfaction. Many organizations just do appraisal of employee satisfaction but not pay attention to role of monitoring. Build solutions to improve satisfaction Training all level of management about the importance of satisfaction and methods to increase satisfaction. 10. Employees by themselves Hiring the right employees Clearly defined and communicated employee expectations. References References marked with an asterisk indicate studies included in the answer. *Timothy A. Judge, Daniel Heller and Michael K. Mount. Five-Factor Model of Personality and Job Satisfaction: A Meta-Analysis. Journal of Applied Psychology 2002, Vol. 87, No. 3, 530-541 *Ste ´Phane Co ˆ Te and Laura M. Morgan. A longitudinal analysis of the association between emotion regulation, job satisfaction, and intentions to quit. Journal of Organizational Behavior. 23, 947-962 (2002) *Timothy A. Judge, Daniel Heller and Michael K. Mount. Five-Factor Model of Personality and Job Satisfaction: A Meta-Analysis. Journal of Applied Psychology 2002, Vol. 87, No. 3, 530-541 *John A. Wagner III John R. Hollenback. Organizational Behavior, Securing Competitive Advantage, 5E. by South-Westrn, 2009 * Robbins, Stephen P., and Timothy A. Judge. Organization Behavior. 12th ed. Upper Saddle River, New Jersey: Pearson Prentice Hall, 2007. 156-158. *Steven G. Westlund and John C. Hannon. Retaining Talent: Assessing Job Satisfaction Facets Most Significantly Related To Software Developer Turnover Intentions. Journal of Information Technology Management Volume XIX, Number 4, 2008 Q3) Compare and contrast the rational decision making model with the bounded rationality model of decision-making. In what ways does the theory of bounded rationality differ from the rational model and what are the characteristics of each? Which do you feel is a better representation of decision-making and why? ANSWER: The rational decision-making model is sometimes referred to as the rational economic model as it includes a primary assumption of economic rationality, that is, the notion that people attempt to maximize their economic outcomes, where alternative with the highest expected worth is selected as preferred alternative. Rational decision making processes consist of a sequence of steps designed to rationally develop a desired solution. Typically these steps involve: 1. Verify, Define, and Detail the problem: The first step is to recognize a problem or to see opportunities that may be worthwhile. A rational decision making model is best employed where relatively complex decisions have to be made. 2. Identify the Criteria: What is relevant and what is not relevant to the decision? What do you need to know before you can make a decision or what will help you make the right one? 3. Analyzing the situation: What alternative courses of action may be available to you? What different interpretations of the data may be possible? 4. Developing options: Generate several possible options. Be creative and positive. 5. Evaluating alternatives: What criteria should you use to evaluate? Evaluate for feasibility, acceptability and desirability. Which alternative will best achieve your objectives? 6. Selecting a preferred alternative: Explore the provisional preferred alternative for future possible adverse consequences. What problems might it create? What are the risks of making this decision? Assumptions made by rational decision-making model There are six assumptions of the rational decision-making model: Problem clarity: The decision maker is assumed to have complete information regarding the decision situation. Known options: Identify all the relevant criteria and can list all the viable alternatives. The decision maker is aware of all the possible consequences of each alternative. Clear preference: The criteria and alternatives can be ranked and given weight to reflect their importance. Constant preferences: The specific decision criteria are constant and that weights assigned to them are stable over time. No time or cost constraints: The rational decision maker can obtain full information about criteria and alternatives because it is assumed that there are no time or cost constraints. Maximum payoff: The rational decision maker will choose the alternative that yields the highest perceived value. Rational decision making model presupposes that there is one best outcome. The search for perfection is frequently a factor in actually delaying making a decision. Such a model also presupposes that it is possible to consider every option and also to know the future consequences of each. While many would like to think they know what will happen, the universe often has other plans! It is also limited by the cognitive abilities of the person making the decision; how good is their memory? How good is their imagination? The criteria themselves, of course, will be subjective and may be difficult to compare. These models require a great deal of time and a great deal of information. And, of course, a rational decision making model attempts to negate the role of emotions in decision making. Bounded Rationality Decision Making Model Bounded Rationality theory accepts the notion of bounded rationality and suggests that people act only in terms of what they perceive about a given situation. Because these perceptions are frequently imperfect, most organizational decision making does not take place in a world of complete certainty. Rather, the behavioral decision maker is viewed as acting most often under uncertain conditions and with limited information. Organizational decision makers face problems that are often ambiguous, and they have only partial knowledge of the available action alternatives and their consequences. As Herbert Simon states: â€Å"Most human decision making, whether individual or organizational, is concerned with the discovery and selection of satisfactory alternatives; only in exceptional cases is it concerned with the discovery and selection of optimal decisions.† Alternative model to rational decision making model based on the theory of bounded rationality called the administrative model is actually a critique of the rational model. Simon says the rational model is prescriptive or normative, the way it is supposed to be, rather than the way it is. Simon presented the administrative model as a realistic antidote, the way it really is. Administrative model he says is the way decisions are actually made. Simon coined a term of Satisficing means settling for the first alternative that seems to meet some minimum level of acceptability. Search for a needle in the haystack. Optimize is to look for the sharpest. Satisfied is to search until you find the needle that is just sharp enough to do the job. He says there are limits on decision making: Bounded rationality: imperfect information about goals and courses of action and relation of means to ends; Bounded discretion: constraints on optimizing, prior commitments, moral and ethical standards, laws, and social standards; Bounded rationality recognizes that it is impossible to comprehend and analyze all of the potentially relevant information in making choices. The only possible way of coping with the complexity of the world is to develop techniques, habits and standard operating procedures (SOP) to facilitate decision making. Widely shared SOPs are institutions. HabitRoutine responses and behaviors based on reinforcement e.g. brushing your teeth in the morning. TechniqueWays to deal with generalized situations e.g., read reviews before selecting a hotel. SOPgroup and organizational rules for decisions e.g., our firm reorders when inventories reach one month of recent sales. Which model better represents decision-making? Rational decision making model provides a guideline of what managers ideally should be doing, but it does not represent what managers actually do. When decision makers are faced with a simple problem and few alternative courses of action, and when the cost of searching out and evaluating alternatives is low, the rational model provides a fairly accurate description of the decision process. However, such situations are the exception. Most decisions in the real world do not follow the rational model. For instance, people are usually content to find an acceptable or reasonable solution to their problem rather than an optimizing one. Most decisions in the real world do not follow the rational model. People are usually content to find an acceptable or reasonable solution to their problem rather than an optimizing one. Thus decision makers may rely on bounded rationality, satisficing, intuition, and judgment shortcuts in making decisions. In an ideal situation, manager faces a clearly defined problem, knows all possible action alternatives and their consequences, and then chooses the alternative that offers the best, or â€Å"optimum,† solution to the problem. This optimizing style is an ideal way to make decisions. This rational approach is normative and prescriptive, and is often used as a model for how managers should make decisions. However, Behavioral scientists are cautious about applying rational decision theory to many decision situations. They recognize that the human mind is a wonderful creation, capable of infinite achievements. But they also recognize that human beings have cognitive limitations that restrict their information-processing capabilities. Information deficiencies and overload compromise the ability of decision makers to achieve complete certainty and otherwise operate according to the rational model. Human decision makers also operate with bounded rationality. Bounded rationality is sug gests that, while individuals are reasoned and logical, humans have their limits. Individuals interpret and make sense of things within the context of their personal situation. This makes it difficult to realize the ideal of rational decision making. As a result, the rational model does not give a full and accurate description of how most decisions are made in organizations. References References marked with an asterisk â€Å" * † indicate studies included in the answers. *John A. Wagner III John R. Hollenback. Organizational Behavior, Securing Competitive Advantage, 5E. by South-Westrn, 2009 * Robbins, Stephen P., and Timothy A. Judge. Organization Behavior. 12E. Upper Saddle River, New Jersey: Pearson Prentice Hall, 2007. 156-158. * John R. Schermerhorn, Jr., James G. Hunt, Richard Osborn. Organization Behavior. 7E. John Wiley Sons, Inc, 2002 Q.4) Discuss goal-setting theory and its major conclusions. How do major conclusions of goal setting inform managers, or how can managers apply what research on goal setting has found in managing employees? ANSWER: Goal Setting Theory The prime axiom of goal setting theory is that specific, difficult goals lead to higher performance than when people strive to simply â€Å"do their best†, (Locke, 1966; Locke Latham, 1990). Goals play an important part in high performance work environments. Goal setting is the process of developing, negotiating, and formalizing the targets or objectives that a person is responsible for accomplishing. The model uses elements of expectancy theory to help clarify the implications of goal setting for performance while taking into account certain moderating conditions, such as ability and task complexity. Lockes research showed that there was a relationship between how difficult and specific a goal was and peoples performance of a task. He found that specific and difficult goals led to better task performance than vague or easy goals. Telling someone to Try hard or Do your best is less effective than Try to get more than 80% correct. Likewise, having a goal thats too easy is not a motivating force. Hard goals are more motivating than easy goals, because its much more of an accomplishment to achieve something that you have to work for. Locke and his colleagues spend considerable time on research* and studied the effects of goal setting, which can be concluded as: Specific goals increase performance, under certain conditions Difficult goals, when accepted, result in higher performance than do easy goals Feedback leads to higher performance

Untying the Knot :: essays research papers

Human beings have an unquenchable thirst for knowledge and an urgent drive for understanding. The further we go on our quest for absolute truth and the deeper we plunge into the heart of the ultimate reality, the more profound our questions become. Could there be something more to this world of ours than that which meets the eye? Is there some elaborate design behind the infinite galaxies, stars, and planets, or are we simply at the mercy of a chaotic and unordered universe? What is it that has given rise to the mysterious and unexplainable phenomenon that we have labeled the cosmos? Throughout history, we have attempted to answer these perplexing and ineluctable questions through myths, religion, or science. Apparent in many of these explanations is the idea of a unity, the â€Å"One†, or a single entity that comprises all of reality. To some, it is God’s presence. To others it is the Tao or simply â€Å"that which is, and, in the case of modern physics, it is infini tesimally small strings, oscillating and vibrating, like the strings of a violin, that comprise the fabric of our universe and â€Å"rhythmically beat out the laws of the cosmos† (18).   Ã‚  Ã‚  Ã‚  Ã‚  String theory is a revolutionary way of explaining the complexity of the cosmos. It is the unified theory of physics that Einstein searched for but never found. It forces us to look at the world in which we live in a drastically different and beautiful way. String theory states that all aspects of our universe consist of infinitesimally small, vibrating loops of energy (14). Like Pythagoras’ idea of the â€Å"music of the spheres†, these universal strings vibrate and oscillate, producing different notes in a cosmic symphony. Strings are the most basic constituents of matter, â€Å"atoms† in the true sense of the word. According to physicists, string theory may hold the key to understanding the inner workings of the universe. As Brian Greene states in his book The Elegant Universe:   Ã‚  Ã‚  Ã‚  Ã‚   String theory has the potential to show that all of the wondrous happenings in the universe--from the frantic dance of subatomic quarks to the stately waltz of orbiting binary stars, from the primordial fireball of the big bang to the majestic swirl of heavenly galaxies--are reflections of one grand physical principle, one master equation (5). String theory is the first theory able to combine the undeniable, yet conflicting truths of Einstein’s general theory of relativity and the newly emerging field of quantum mechanics.

Succubus Blues CHAPTER 9

Returning to Queen Anne, I discovered I still had a lot of evening left. Unfortunately, I had nothing to do. A succubus without a social life. Very sad. It was made sadder still by the fact that I could have had any number of things to do but had dropped the ball on them. Certainly Doug had asked me out often enough; no doubt he was now enjoying his day off with a more appreciative woman. Roman I had also turned down, beautiful eyes and all. I smiled wistfully, remembering his easy banter and quick, bright charm. He could have been O'Neill, made flesh from Seth's novels. Thinking of Seth reminded me he still had my book and that I was going on Day 3 without it. I sighed, wanting to know what would happen next, to be lost in the pages of Cady and O'Neill. Now that would have been a way to spend the evening. The bastard. He'd never bring it back. I'd never find out what – With a groan, I suddenly wanted to smack my forehead for my own stupidity. Did I or did I not work for a large bookstore? After parking my car, I walked over to Emerald City and found the massive display of The Glasgow Pact that was still up from the signing. I grabbed a copy and carried it to the front counter. Beth, one of the cashiers, was momentarily free. â€Å"Will you demagnetize this for me?† I asked her, sliding the book over the counter. â€Å"Sure,† she said, running it across the pad. â€Å"Are you using your discount on it?† I shook my head. â€Å"I'm not buying it. I'm just borrowing it.† â€Å"Can you do that?† She passed the book back to me. â€Å"Sure,† I lied. â€Å"Managers can.† Minutes later, I showed my prize to an unimpressed Aubrey and turned on the water in my bathtub. While it filled, I checked my messages – none – and sorted through the mail I'd picked up on the way in. Nothing interesting there either. Satisfied nothing else required my attention, I stepped out of my clothes and sank into the watery depths of the tub, careful not to get the book wet. Aubrey, crouching on a nearby counter, watched me with squinty eyes, apparently pondering why anyone would willingly immerse themselves in water ever, let alone for extended periods of time. I figured I could read more than five pages tonight since I'd been deprived for the last couple of days. When I finished the fifteenth, I discovered I was three pages from the next chapter. Might as well end with a clean break. After I was done, I sighed and leaned back, feeling decadent and spent. Pure bliss. Books were a lot less messy than orgasms. The next morning, I went to work, happy and refreshed. Paige found me around lunchtime as I sat on the edge of my desk and watched Doug play Mine Sweeper. Seeing her, I leapt from my position while he hastily closed down the game. Paige ignored him, fixing her eyes on me. â€Å"I want you to do something with Seth Mortensen.† Uneasily, I remembered the love slave comment. â€Å"Like what?† â€Å"I don't know.† She gave a small, unconcerned shrug of the head. â€Å"Anything. He's new to town. He doesn't know anyone yet, so his social life is probably dismal.† Recalling his cold reception yesterday and conversational difficulties, I wasn't exactly surprised by this news. â€Å"I took him on a tour.† â€Å"It's not the same.† â€Å"What about his brother?† â€Å"What about him?† â€Å"I'm sure they're doing social things all the time.† â€Å"Why are you fighting this? I thought you were a fan.† I was a fan – a major one – but reading his work and interacting with him were proving to be two very different things. The Glasgow Pact was amazing, as was the e-mail he'd sent. Spoken conversation was a bit†¦ lacking. I couldn't tell Paige this, of course, so she and I went back and forth a bit on the issue while Doug looked on with interest. Finally, I agreed against my better judgment, dreading the prospect of even proposing the venture to Seth, let alone embarking upon it. When I finally made myself approach him later in the day, I was fully braced for another brush-off. Instead, he turned from his work and smiled at me. â€Å"Hey,† he said. His mood seemed so improved that I decided yesterday must have been a fluke. â€Å"Hey. How's it going?† â€Å"Not so well.† He tapped the laptop's screen lightly with his fingernail, eyes frowning as he focused on it. â€Å"They're being a bit difficult. I just can't quite get the grip I need on this one scene.† Interest swept me. Bad days with Cady and O'Neill. I had always imagined interacting with such characters must be a nonstop thrill. The ultimate job. â€Å"Sounds like you need a break then. Paige is worried about your social life.† His brown eyes glanced back to me. â€Å"Oh? How so?† â€Å"She thinks you aren't getting out enough. That you don't know anyone in town yet.† â€Å"I know my brother and his family. And Mistee.† He paused. â€Å"And I know you.† â€Å"Good thing, because I'm about to become your cruise director. â€Å" Seth's lips quirked slightly, then he shook his head and looked back at the screen. â€Å"That's really nice – of you and Paige both – but not necessary.† He wasn't dismissing me as he had yesterday, but I still felt miffed that my generous deal was not being embraced, especially since I was offering it under duress. â€Å"Come on,† I said. â€Å"What else are you going to do?† â€Å"Write.† I couldn't argue with that. Writing those novels was God's Own Work. Who was I to interfere with their creator? And yet†¦ Paige had given a directive. That was nearly a divine commandment in itself. A compromise popped into my head. â€Å"You could do something, I don't know, research-related. For the book. Two birds with one stone.† â€Å"I've already got all the research I need for this one.† â€Å"What about, uh, ongoing character development? Like†¦ going to the planetarium.† Cady had a fascination with astronomy. She would often point out constellations and link them to some symbolic story analogous to the novel's plot. â€Å"Or†¦ or†¦ a hockey game? You need fresh ideas for O'Neill's games. You'll run out.† He shook his head. â€Å"No I won't. I've never even been to a hockey game to begin with.† â€Å"I – what? That's†¦ no. Really?† He shrugged. â€Å"Where†¦ do you get the game info from then? The plays?† â€Å"I know the basic rules. I pick up pieces on the Internet, patch it together.† I stared, feeling betrayed. O'Neill was absolutely obsessed with the Detroit Red Wings. That passion shaped his personality and was reflected in his actions: fast, skilled, and at times brutal. Believing Seth to be meticulous about every detail, I had naturally assumed he must know everything about hockey to have written such a defining trait into his protagonist. Seth watched me, confused by whatever stunned look I wore. â€Å"We're going to a hockey game,† I stated. â€Å"No, we – â€Å" â€Å"We are going to a hockey game. Hang on a sec.† I ran back downstairs, kicked Doug off our computer, and got the information I needed. It was just as I'd suspected. The Thunderbirds' season had just started. â€Å"Six-thirty,† I told Seth, minutes later. â€Å"Meet me at Key Arena, at the main window. I'll buy the tickets.† He looked dubious. â€Å"Six-thirty,† I repeated. â€Å"This'll be great. It'll give you a break and let you actually see what the game's like. Besides, you said you were blocked today.† Not only that, it would fulfill my obligation to Paige in a way that didn't require much talking. The stadium would be too loud, and we'd be too busy watching to need conversation. â€Å"I don't know where Key Arena is.† â€Å"You can walk to it from here. Just keep heading for the Space Needle. They're both part of the Seattle Center.† â€Å"So when are you meeting me?† There was a warning note in my voice, daring him to cross me. He grimaced. â€Å"Six-thirty.† After work, I set off to run my own errands. I had nothing new to work on with the vampire hunter enigma until Erik got back to me. Unfortunately, the mundane world still had its own share of requirements, and I spent most of my evening taking care of miscellany. Like restocking my supply of cat food, coffee, and Grey Goose. And checking out the new line of lip glosses at the MAC counter. I even remembered to pick up a cheap, assemble-it-yourself bookshelf for the fire-hazard stacks of books in my living room. My productivity knew no bounds. For dinner, I grabbed Indian food and managed to land at Key Arena precisely at six-thirty. I didn't see Seth anywhere but didn't panic just yet. The Seattle Center was not easy to navigate; he was probably still wandering around the Needle, trying to make his way over here. I bought the tickets and sat down on one of the large cement steps. The air had turned chilly tonight, and I snuggled into my heavy fleece pullover, shape-shifting it a bit thicker. While waiting, I people-watched. Couples, groups of guys, and excited children were all turning out for Seattle's fierce little team. They made for interesting viewing. When six-fifty rolled around, I started getting nervous. We had ten more minutes, and I worried Seth might have gotten seriously lost. I pulled out my cell phone and dialed the store, wondering if he was there. Nope, they told me, but Paige did have his cell number. I tried it next, only to get voice mail. Annoyed, I snapped my phone shut and huddled farther into my own embrace to stay warm. We still had time. Besides, Seth not being at the store was a good thing. It meant he was on his way. Yet, when seven and the start of the game arrived, he still wasn't there. I tried his cell again, then looked longingly at the doors. I wanted to see the beginning of the game. Seth might never have watched hockey, but I had and liked it. The continual movement and energy held my attention more than any other sport, even if the fights sometimes made me squirm. I didn't want to miss this, but I'd also hate for Seth to walk up and not know what to do when I wasn't where I said I'd be. I waited fifteen more minutes, listening to the sounds of the game echoing toward me, before I finally faced the truth. I had been stood up. Such a thing was unheard of. It hadn't happened in†¦ over a century. I felt more stunned than embarrassed or angry by the revelation. The whole thing was just too weird to fathom. No, I decided a moment later, I was mistaken. Seth had been reluctant, yes, but he wouldn't just refuse to come, not without calling. And maybe†¦ maybe something bad had happened. He could have been hit by a car for all I knew. After Duane's death, one could never predict when tragedy might hit. Yet, until I had more information, the only tragedy I faced now was missing the game. I called his cell again, this time leaving him a message with my number and whereabouts. I would come outside and retrieve him if needed. I went into the game. Sitting alone made me feel conspicuous, driving home the sadness of my situation. Other couples sat nearby, and a group of guys kept eyeing me, occasionally nudging one of their number who wanted to come talk to me. Being hit on didn't faze me, but looking like I needed it did. I might choose not to date, but that didn't mean I couldn't do it when I wanted. I didn't like others perceiving me as desperate and alone. I felt that way enough sometimes without outside confirmation. At the first break, I bought a corndog to console myself. While sifting through my purse for cash, I found the slip of paper with Roman's phone number. I stared at it while I ate, remembering his persistence and how bad I'd felt refusing him. My sudden painful abandonment fired the need to hang out with someone, to remind myself I really could have social contact when I wanted. Common sense froze me briefly as I was about to dial, cautioning that I would be breaking my decades-long vow of not dating nice guys. There were more prudent ways to deal with an unused hockey ticket, that reasonable inner voice reminded me. Like Hugh or the vampires. Calling one of them would provide a safer interaction. But†¦ but they treated me like a sister, and while I loved them like family too, I didn't want to be a sister just now. And anyway, it wasn't like this was even a real date. This would be a simple matter of companionship. Plus, the same precautions it had provided for Seth – lack of interaction – applied for Roman too. It would be perfectly safe. I dialed the number. â€Å"Hello?† â€Å"I'm tired of holding on to your coat.† I could hear his smile on the other end. â€Å"I figured you'd thrown it away by now.† â€Å"Are you crazy? It's a Kenneth Cole. Anyway, that's not really why I called.† â€Å"Yeah, I figured.† â€Å"Do you want to come to a hockey game tonight?† â€Å"When does it start?† â€Å"Um, forty minutes ago.† A Seth-worthy pause. â€Å"So, you just now thought to invite me?† â€Å"Well†¦ the person I was going with didn't exactly show up.† â€Å"And now you call me?† â€Å"Well, you were so adamant about going out.† â€Å"Yes, but I'm†¦ wait a minute. I'm your second choice?† â€Å"Don't think of it like that. Think of it as more like, I don't know, you're stepping up to fulfill what someone else couldn't.† â€Å"Like the Miss America runner-up?† â€Å"Look, are you coming or not?† â€Å"Very tempting, but I'm busy right now. And I'm not just saying that either.† Another pause. â€Å"I'll stop by your place after the game, though.† No, that wasn't how this was supposed to play out. â€Å"I'm busy after the game.† â€Å"What, you and your no-show have other plans?† â€Å"I†¦ no. I have to†¦ put together a bookcase. It's going to take a while. Hard work, you know?† â€Å"I excel at that handy-type stuff. I'll see you in a couple hours.† â€Å"Wait, you can't – † The phone disconnected. I closed my eyes in a moment of exasperation, opened them, then returned to the action on the ice. What had I just done? After the game, I skulked back home. The elation of winning couldn't overpower the anxiety of having Roman in my apartment. â€Å"Aubrey,† I said upon entering, â€Å"what am I going to do?† She yawned, revealing her tiny, domestic-sized fangs. I shook my head at her. â€Å"I can't hide under the bed like you. He won't fall for it.† Both of us jumped at the sudden knock at the door. For half a second, I did consider the bed before deigning to let Roman in. Aubrey studied him a moment, then – apparently being too overwhelmed at the sight of a sex god in our midst – darted off for my bedroom. Roman, casually dressed, stood bearing a six-pack of Mountain Dew and two bags of Doritos. And a box of cereal. â€Å"Lucky Charms?† I asked. â€Å"Magically delicious,† he explained. â€Å"Requisite for any sort of building project.† I shook my head, still amazed at how he had managed to weasel his way over here. â€Å"This isn't a date.† He cut me a scandalized look. â€Å"Obviously. I'd bring Count Chocula for that.† â€Å"I'm serious. Not a date,† I maintained. â€Å"Yeah, yeah. I get it.† He set the stuff on the counter and turned to me. â€Å"So, where is it? Let's get this started.† I exhaled, uneasily relieved by his matter-of-fact manner. No flirtation, no overt come-ons. Just honest, friendly helpfulness. I'd get the shelf built, and then he'd be gone. We tore into the huge box, dumping out loose shelves and panels, as well as an assortment of bolts and screws. The directions were short on words, mostly containing some cryptic diagrams with arrows pointing to where certain parts went. After minutes of scrutiny, we finally decided the large backboard was the place to start, laying it flat on the floor with the shelves and walls placed on top. Once everything was properly aligned, Roman picked up the screws, studying where they joined the various parts together. He examined the screws, looked at the box, then turned back to the shelf. â€Å"That's weird.† â€Å"What is?† â€Å"I think†¦ most of these things usually have holes in the wood, then they include a little tool to put the screws in.† I leaned over the wood. No premade holes. No tools. â€Å"We've got to screw these in ourselves.† He nodded. â€Å"I've got a screwdriver†¦ somewhere.† He eyed the wood. â€Å"I don't think that'll work. I think we need a drill.† I felt awed at his hardware prowess. â€Å"I know I don't have that.† We hightailed it over to a big chain home store, walking in ten minutes before they closed. A harried salesclerk showed us to the drill section, then sprinted off, calling back a warning that we didn't have much time. The power tools stared back at us, and I looked to Roman for guidance. â€Å"Not a clue,† he finally admitted after a span of silence. â€Å"I thought you excelled at this ‘handy-type stuff.' â€Å" â€Å"Yeah†¦ well†¦Ã¢â‚¬  He turned sheepish, a new look for him. â€Å"That was kind of an exaggeration.† â€Å"Like a lie?† â€Å"No. Like an exaggeration.† â€Å"They're the same.† â€Å"No they aren't.† I let the semantics go. â€Å"Why'd you say it then?† He gave a rueful headshake. â€Å"Partially because I just wanted to see you again. And the rest†¦ I don't know. I guess the short answer is you said you had something hard to do. So I wanted to help.† â€Å"I'm a damsel in distress?† I teased. He studied me seriously. â€Å"Hardly. But you are someone I'd like to get to know better, and I wanted you to see I've got more on my mind than just getting you into bed.† â€Å"So if I offered you sex here in this aisle, you'd turn me down?† The flippant remark came off my tongue before I could stop it. It was a defense mechanism, a joke to cover up how confused his earnest explanation had made me. Most guys did just want to get me into bed. I wasn't quite sure what to do with one who didn't. My glibness succeeded in killing the pensive moment. Roman became his old confident and charming self, and I almost regretted the change I'd wrought, wondering what might have followed. â€Å"I'd have to turn you down. We've only got six minutes now. They'd kick us out before it was done.† He snapped his attention to the drills with renewed vigor. â€Å"And as for my so-called handy skills,† he added, â€Å"I'm a remarkably fast learner, so I wasn't really exaggerating. By the end of the night, I will excel.† Not true. After arbitrarily picking out a drill and coming home, Roman set himself to aligning the bookcase's pieces and putting them together. He fit one of the shelves to the backboard, lined up his screw, and drilled. The drill went through at an angle, missing the shelf entirely. â€Å"Son of a bitch,† he swore. I moved in and yelped when I saw the screw sticking through the back of my bookshelf. We took it out and stared bleakly at the conspicuous hole left behind. â€Å"Probably it'll be covered by books,† I suggested. He set his mouth in a grim line and attempted the same feat again. The screw made contact this time but was still at an obvious angle. He pulled it out again, finally inserting it correctly on his third try. Unfortunately, the process only repeated as he continued. Watching hole after hole appear, I finally asked if I could try. He waved his hand in a defeatist gesture and handed me the drill. I fitted in a screw, leaned over, and drilled it in perfectly in my first attempt. â€Å"Jesus,† he said. â€Å"I'm completely superfluous. I'm the damsel in distress.† â€Å"No way. You brought the cereal.† I finished attaching the shelves. The walls came next. The backboard had small hash marks to help with alignment. With careful scrutiny, I tried to line it up cleanly along the edges. It proved impossible, and I soon realized why. Despite my perfect drilling, all of the shelves were affixed crookedly, some too far to the left or right. The walls could not fit flush with the backboard's edges. Roman sat back against my couch, running a hand over his eyes. â€Å"My God.† I munched on a handful of Lucky Charms and considered. â€Å"Well. Let's just line them up as best we can.† â€Å"This thing'll never hold books.† â€Å"Yeah. We'll do what we can.† We tried it with the first wall, and though it took a while and looked terrible, it sufficed as serviceable. We moved on to the next one. â€Å"I think I finally have to admit I'm not so good at this,† he observed. â€Å"But you seem to have kind of a knack. A regular handywoman.† â€Å"I don't know about that. I think the only thing I have a knack for is barely scraping by with things I have to do.† â€Å"That was a world-weary tone if ever I heard one. Why? You got a lot of things you ‘have to do'?† I nearly choked on my laugh, thinking about the whole succubus survival scene. â€Å"You might say that. I mean, doesn't everyone?† â€Å"Yes, of course, but you've got to balance them with things you want to do. Don't get bogged down with the have- to's. Otherwise, there's no point in being alive. Life becomes a matter of survival.† I finished a screw. â€Å"You're getting kind of deep for me tonight, Descartes.† â€Å"Don't be cute. I'm serious. What do you really want? From life? For your future? For example, do you plan on being at the bookstore forever?† â€Å"For a while. Why? Are you saying there's something wrong with that?† â€Å"No. Just seems kind of mundane. Like a way to fill the time.† I smiled. â€Å"No, definitely not. And even if it was, we can still enjoy mundane things.† â€Å"Yes, but I've found most people harbor dreams of a more exciting vocation. The one that's too crazy to ever actually do. The one that's too hard, too much work, or just too ‘out there.' The gas station attendant who dreams of being a rock star. The accountant who wishes she'd taken art history classes instead of statistics. People put their dreams off, either because they think it's impossible, or because they'll do it ‘someday' â€Å" He had paused from our work, his face serious once more. â€Å"So what do you want, Georgina Kincaid? What is your crazy dream? The one you think you can't have but secretly fantasize about?† Honestly, my deepest longing was to have a normal relationship, to love and be loved without supernatural complications. Such a small thing, I thought sadly, compared to his grandiose examples. Not crazy at all, just impossible. I didn't know if I wanted love now as a way of making up for the mortal marriage I'd destroyed or simply because the years had shown me that love could be a bit more fulfilling than being a continual servant of the flesh. Not that that didn't have its moments, of course. Being wanted and adored was an alluring thing, a thing most mortals and immortals craved. But loving and longing were not the same things. Relationships with other immortals seemed a logical choice, but employees of hell proved nonideal candidates for stability and commitment. I'd had a few semisatisfying relationships with such men over the years, but they'd all come to nothing. Explaining any of this, however, was not a conversation Roman and I were going to have anytime soon. So instead, I confessed my secondary fantasy, half-surprised at how much I wanted to. People didn't usually ask me what I wanted from life. Most just asked me what position I wanted to do it in. â€Å"Well, if I weren't at the bookstore – and believe me, I'm very happy there – I think I'd like to choreograph Vegas dance shows.† Roman's face split into a grin. â€Å"There, you see that? That's the kind of wacky, off-the-wall thing I'm talking about.† He leaned forward. â€Å"So what holds you back from bare breasts and sequins? Risk? Sensationalism? What others will say?† â€Å"No,† I said sadly. â€Å"Simply the fact that I can't do it.† † ‘Can't' is a – â€Å" â€Å"I mean, I can't choreograph because I can't write routines. I've tried. I can't†¦ I can't create anything, for that matter. Anything new. I'm not the creative type.† He scoffed. â€Å"I don't believe that.† â€Å"No, it's true.† Someone had once told me that immortals were not meant to create, that that was the province of humans who burned to leave behind a legacy after their short existence. But I'd known immortals who could do it. Peter was always concocting his original culinary surprises. Hugh used the human body as a canvas. But me? I had never been able to do it as a mortal either. The lack was in me. â€Å"You don't know how hard I've tried to do creative things. Painting classes. Music lessons. I'm a dismal failure at worst, a copycat of another's genius at best.† â€Å"You've been pretty adept with this building project.† â€Å"Another person's design, another person's directions. I excel at that part. I'm smart. I can reason. I can read people, interact with them perfectly. I can copy things, learn the right moves and steps. My eyes, for example.† I pointed to them. â€Å"I can apply makeup as well or better than any of the department store girls. But I get all my ideas and palettes from others, from pictures in magazines. I don't make up anything of my own. The Vegas thing? I could dance in a show and be perfect. Seriously. I could be the star of any revue – following another's choreography. But I couldn't write any moves myself, not in any major or significant way.† The wall was done. â€Å"I don't believe it,† he argued. His passionate defense both surprised and charmed me. â€Å"You're bright and vivacious. You're intelligent – extremely so. You have to give yourself a chance. Start small, and go from there.† â€Å"Is this the part where you tell me to believe in myself? The sky is the limit?† â€Å"No. This is the part where I tell you it's getting late, and I need to go. Your shelf is finished, and I have had a lovely evening.† We stood up and lifted the bookcase, leaning it against my living room wall. Stepping back, we studied it in silence. Even Aubrey appeared for the inspection. Each shelf sat at a crooked angle. One of the sidewalls almost lined up straight with the backboard's edge, the other had a quarter-inch margin. Six holes were visible in the backboard. And most inexplicably of all, the whole thing seemed to lean slightly to the left. I started laughing. And I couldn't stop. After a moment of shock, Roman joined me. â€Å"Dear Lord,† I said finally, wiping tears away. â€Å"That's the most horrible thing I've ever seen.† Roman opened his mouth in disagreement, then reconsidered. â€Å"It just might be.† He saluted. â€Å"But I think it'll hold, Captain.† We made a few more mirthful comments before I walked him to the door, remembering to give him his coat back. In spite of his jokes, he seemed more genuinely disappointed about our shelf failure than I did, like he had let me down. Somehow, I found this more appealing than his perfectly timed lines or charming bravado. Not that I didn't love those too. I studied him as we said goodbye, thinking about his â€Å"chivalry† and passionate belief in me following my heart's desire. The lump of fear I always carried around people I liked softened a little. â€Å"Hey, you never told me your crazy dream.† The aqua eyes crinkled. â€Å"Not so crazy. Just still trying to score that date with you.† Not so crazy.Just like mine. Companionship over fame and glamour. I took the plunge. â€Å"Well, then†¦ what are you doing tomorrow?† He brightened. â€Å"Nothing yet.† â€Å"Then come by the bookstore just before closing. I'm giving a dance lesson.† The dance lesson would have lots of people. It would be a safe compromise for us. That smile faltered only slightly. â€Å"A dance lesson?† â€Å"You have a problem with that? Are you changing your mind about going out?† â€Å"Well, no, but†¦ is it like the Vegas thing? You covered in rhinestones? Because I could probably get into that.† â€Å"Not exactly.† He shrugged, the charisma on high-beam. â€Å"Well. We'll save that for the second date.† â€Å"No. There's no second date, remember? Just the one, then that's it. We don't see each other anymore. You said so. Super-secret Boy Scout†¦ whatever.† â€Å"That might have been an exaggeration.† â€Å"No. That would be a lie.† â€Å"Ah.† He winked at me. â€Å"I guess those two aren't the same then after all, eh?† â€Å"I – † My words halted at the logic. He gave me one of his roguish bows before sweeping away. â€Å"Farewell, Georgina.† I went back inside, hoping I hadn't just made a mistake, and found Aubrey sitting on one of my shelves. â€Å"Whoa, be careful,† I warned. â€Å"I don't think that's structurally sound.† Although it was late, I didn't feel tired. Not after this wacky evening with Roman. I felt wired, his presence affecting both my body and mind. Inspired, I shooed Aubrey off the bookcase and started transferring my stacks. With each new weight addition, I expected collapse, but the thing held. When I got to my Seth Mortensen books, I suddenly remembered the cataclysm that had sparked this whole evening. Anger kindled in me once more. I'd heard nary a word from the writer the entire time. The getting-hit-by-a-car thing might still be a possibility, but my instincts doubted it. He had stood me up. Half of me considered kicking his books in retaliation, but I knew I could never do that. I loved them too much. No need to punish them for their creator's shortcomings. Longingly, I picked up The Glasgow Pact, suddenly anxious to read my next five-page installment. I left the rest of my books unshelved and settled on the couch, Aubrey at my feet. When I reached the stopping point, I discovered something incredible. Cady was developing a love interest in this one. It was unheard of. O'Neill, ever the charming ladies' man, got around all the time. Cady remained virtuously pure, no matter the number of sexual innuendoes and jokes she traded across the table with O'Neill. Nothing tangible had happened thus far in the book, but I could read the inevitable signs of what was to come with her and this investigator they'd met in Glasgow. I kept reading, unable to leave that plotline hanging. And the farther I read, the harder it was to stop. I soon took a secret, irrational satisfaction at breaking the five-page rule. Like I was somehow getting back at Seth. The night wore on. Cady went to bed with the guy, and O'Neill became uncharacteristically jealous and freaked out, despite his usual surface charm. Holy shit. I left the couch, put on pajamas, and curled up in my bed. Aubrey followed. I kept reading. I finished the book at four in the morning, bleary-eyed and exhausted. Cady saw the guy a few more times as she and O'Neill wrapped up their mystery – as enthralling as ever, but suddenly less interesting compared to the interpersonal developments – and then she and the Scotsman parted ways. She and O'Neill returned to Washington, D.C., and the status quo resettled. I exhaled and set the book on the floor, unsure what to think, mainly because I was so tired. Still, in a valiant effort, I got up from bed, found my laptop, and logged into my Emerald City e-mail. I sent Seth a terse message: Cady got some. What's up with that? Then, as an afterthought: By the way, the hockey game was great. Satisfied I'd registered my opinion, I promptly fell asleep†¦ only to be awakened a few hours later by my alarm clock.