October Newsletter

Contents

Conflict... 2 Multi Generation.. 9 Attitudes 16 References22

October Newsletter

CONFLICT
D I D Y O U KN O W :

OCTOBER 2012

Issue No. Seventeen

Author: Shama Mathew

Conflict leads to cognitive growth and boosts creativity

Tip of the day

Communicate! Open and honest communication can lead to exchange of ideas and developing creative solutions to problems

Conflict- a boost to creativity and performance!!

Conflict is the process of disagreement that arises between two individuals or groups over contradicting values, opinions,

attitudes, interests or incompatible goals (Khanaki & Hassanzadeh, 2010, p. 419). Conflict was viewed traditionally as a bad impact on performance that negatively
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affected the organisation (Maas, 2010, p. 7).

The authoritarian approach that dominated from the nineteenth century led to violent disruptions between management and workers that resulted in the traditional belief that, conflict was detrimental to the society and had to be eliminated or suppressed (Khanaki & Hassanzadeh, 2010, p. 420). However, in the late 1940s, the contemporary view argued that conflict could be good or bad and performance is dependent on the way conflict is handled (Maas, 2010, p. 7). Low levels or excessively high amount of conflict can result in low levels of productivity among the employees leading to chaos, dissatisfaction, absenteeism and high turnover rates (Murthy, 2006, p. 112). Therefore, an optimal level of conflict is required to encourage self-criticism, creativity, motivation and learning. In the modern era or according to the interactionist view, conflict is seen as an inevitable part of human existence that is necessary to maintain high performance (Maas, 2010, p. 7).

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Rhoncus tempor placerat.

The information processing perspective of conflict states that conflict and information processing has a curvilinear relationship and some amount of tension is needed for performance of tasks (De Dreu & Beersma, 2005, p. 108). Compared to normal levels of conflict, low conflict levels can lead to neglecting of work or avoidance and higher levels can lead to stress, interpersonal negativity and lack of productivity (Khanaki & Hassanzadeh, 2010, p. 420). This theoretical perspective implies that, in moderate levels of task conflict, the members scrutinise their problems and find better alternatives or generate creative ideas to solve the task at hand (De Dreu & Beersma, 2005, p. 108). Generational differences, the different working styles or work ethics can also cause conflict. The multi-generational conflict can aid in creative solutions by combining the wisdom of the traditional generation with the innovative ideas from the new generation (Kinicki & Kreitner, 2008, p. 278). Conflict leads to healthy disagreements between individuals leading to exploration of new ideas, awareness, insights and creative solutions resulting in a win-win situation (Kinicki & Kreitner, 2008, p. 278). This type of functional conflict is vital in learning organisations where difference in views leads to creativity, innovation and high organisational performance (Henry, 2009, p. 17).

Functional conflict can be viewed as a channel through which problems can be addressed or as a medium of constructive criticism that can result in change and improved quality decisions (De Clercq, Thongpapanl, & Dimov, 2009, p. 283). When Yahoo, the well known search engine on the Internet suffered major stock losses, declining advertising sales and low productivity in 2001, the major cause was attributed to lack of functional conflict (Robbins, 2003, p. 381). The lack of creative conflict and among employees to bring alternative solutions and inability of the organisation to accept new ideas led to the failure of the company (Robbins, 2003, p. 381). The motto of non-confrontation dictated by CEO Tim Koogle, discouraged the employees to questions the decisions of the company and this posed as a threat to organisations competitiveness (Robbins, 2003, p. 381). Therefore, positive work environment and moderate levels of task conflict are necessary to be functional and have a positive effect on performance (Posthuma, 2011, p. 108). Functional or constructive conflict encourages members to identify the problems, foresee the opportunities, express alternative viewpoints, brainstorm new ideas and mutually support the goals of the organisation (De Clercq, Thongpapanl, & Dimov, 2009, p. 284).

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In contrast, the conflict typology framework argues that relationship conflict has a different effect on performance compared to task conflict (De Dreu & Beersma, 2005, p. 109). According to this framework literature on conflict and performance, creativity,
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relationship

conflict and

lowers work

decision

making

effectiveness (De Dreu & Beersma, 2005, p. 109). The downfall of New Yorks reputed legal While task conflict enhances firm Shea and Gould was caused by dysfunctional conflict that led to irreconcilable differen ces between eighty of the firms partners (Robbins, 2003, p. 381).

cognitive processing to create creative outcomes related to work related tasks, relationship conflict focuses the cognitive intelligence on interpersonal issues (Lau & Cobb, 2010, p. 899).Differences in attitudes, personalities, work styles or breakdown in communication can lead to interpersonal strain and negative productivity (Kehinde, 2011, p. 46). This type of conflict can interfere with constructive debates, creativity, and information processing and limit acceptance of new ideas (Lau & Cobb, 2010, p. 899).

If conflict is left unresolved, it could follow the nature of dysfunctional conflict, where groups involved in conflict adopt a lose-lose or win-lose strategy (Kinicki & Kreitner, 2008, p. 278). Whereas functional outcomes can lead to group productivity and organisations performance, dysfunctional conflict can hinder group effectiveness and organisations performance (Hughes, Ginnett, & Curphy, 2009, p. 580). However, not all conflicts are dysfunctional if they are managed proactively and every member learns to resolve their differences by addressing the causes, rather than the symptoms of conflict (De Clercq, Thongpapanl, & Dimov, 2009, p. 291).

Conflict also acts as an outlet to let out negative feelings of stress and create a better understanding of the pressing issues, leading to better communication process and group cohesion (Desivilya & Eizen, 2005, p. 186). Conflict identifies the areas in the organisation that needs change and causes competition among individuals or group to perform better (Desivilya & Eizen, 2005, p. 186). Trust creates a correlation between task and relationship conflict and can act as a mediating key between conflicting parties (Lau & Cobb, 2010, p. 900). Trust creates interdependence and positive working environment for creative task outcomes, without bearing the costs of interpersonal clashes (Dunn &Schweitzer, 2005, p. 737).

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Building a positive working environment can result in cultivation of trust, maximising diversity, building rapport and creating organisational change (Dunn &Schweitzer, 2005, p. 737). During task conflict, when functionally diverse teams trust each other, there is more creativity and innovation by idea sharing and idea building (Cronin & Weingart, 2007, p. 762).
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For innovation and creative conflict to be a part of organisations culture, the organisations mission should be clearly defined, risk taking must be encouraged, diversity must be valued and disagreements must be welcomed as part of learning to achieve positive outcomes (Kehinde, 2011, p. 46). Developing an organisational culture in which employees feel valued and respected can be achieved through organisational training, which can equip employees with skills to develop working relationships, create strong group identity and capitalise on mutual interests (Tjosvold, 2006, p. 88). Thus, organisational training can lead to constructive conflict where increased employee performance can increase returns on investment and improve the organisations bottom line (Desivilya & Eizen, 2005, p. 186). Likewise, conflict can lead to individuals working against each other in order to achieve the same goals resulting in misleading information, misperception of other partys intention or a total avoidance in communication (Kankanhalli, Tan & Wei, 2006, p. 264). Open and honest communication can result in resource exchange, open discussions, a

incorporation of combination of

opposing accurate

views and,

information and

creative ideas to make high quality decisions for the organisation (Kankanhalli, Tan & Wei, 2006, p. 264). This leads to positive conflict where employees integrate opinions and reach agreement due to a shared sense of commitment towards their goals and

awareness of goal interdependence (Yang & Mossholder, 2004, p. 598).

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Conflict is stated to result in cognitive development and promote levels of reasoning among the parties involved in conflict situations (De Dreu, Carsten & Weingart, 2003, p. 746). The increase in cognitive growth stems from the disequilibrium created in stimulating conflicts and the individuals struggle to restore balance by restructuring knowledge or handling complex information (De Dreu, Carsten & Weingart, 2003, p. 746).
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Individuals in conflict tend to realise the important aspects of the opposing viewpoints and combine them in ways to create insightful solutions to the existing problem (Yang & Mossholder, 2004, p. 598). The creativity and performance depends upon the members willingness to assist each other and utilisation of the members diverse skills and cognitive resources (De Dreu, Carsten & Weingart, 2003, p. 746).

Increased organisational performance can be achieved through conflict handling styles that affects the outcomes of conflict (Rahim, 2010, p. 219). While assertiveness tends to satisfy ones own needs, cooperativeness attempts to satisfy others needs during times of conflict (Liu, Fu &Liu, 2008, p. 228). Individuals that adopt the avoidance style are passive, unassertive, non-cooperative, and tend to ignore the situation (Rahim, 2010, p. 221). However, this style is useful in situations that are insignificant or in case of problems that need more time for better problem solving or in complex situations that need a quick solution (Rahim, 2010, p. 221). The accommodating style is a cooperative type of conflict handling, where the individuals tend to put the needs of others ahead of their own, in order to minimise the level of tension created by conflict (Aritzeta, Ayestaran & Swailes, 2005, p. 161). Although this leads to faster conflict resolution, accommodators in this type of conflict take a submissive and losing stand (Aritzeta, Ayestaran & Swailes, 2005, p. 161).

Competing style is an assertive conflict style adopted by individuals in order to achieve their own goals by persuading others (Rahim, 2010, p. 222). Even though it is not always beneficial because of the winlose strategy, competition can spark creative solutions and brings out the best from competing individuals (Rahim, 2010, p. 222). Compromising leads to positive conflict handling style as it takes the needs of others as well as their own into consideration and adopts a give and take strategy (Tjosvold, 2006, p. 88).

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Collaboration is the handling style, where a

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7
of is

preferred conflict degree

assertiveness

and

cooperativeness

needed for negotiation and achieving constructive outcomes (Tjosvold, 2006, p. 88). The collaborative members work together to create strong group identity and come up with mutually agreeable solutions to increase performance (Tjosvold, 2006, p. 88). The conflict handling style depends upon the relationship in the between and the the

individuals

conflict

importance of the matter of conflict (Liu, Fu & Liu, 2008, p. 228).

Effective conflict management can lead to constructive outcomes, improve learning through different perspectives and foster creativity through mutual brainstorming (Liu, Fu & Liu, 2008, p. 228). If conflict is too big to be resolved, mediation can help
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to sort out individual differences and improve organisational performance while

the mediator remains just at aIntegrative bargaining is a long-term performance oriented strategy that focuses on maximising performance through mutual problem solving and developing creative solutions by taking both parties needs into consideration (Kankanhalli, Tan & Wei , 2006, p. 270). Another effective way to increase positive outcomes during conflict is by adopting the integrative bargaining technique of principled negotiation (Rahim, 2010, p. 227). Initial steps are to separate the individual from the problem in order to recognise every individuals uniqueness and identify the interests that motivate people (Tossi & Pilati, 2011, p. 294). The third solution is brainstorming and identifying innovative solutions that can benefit both the conflicting parties (Tossi & Pilati, 2011, p. 294). The final step involves objective criteria like behavioural rules, ethical standards, traditional practices and right judgements in order to resolve unsettling conflicts (Tossi & Pilati, 2011, p. 294).

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October Newsletter

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In summary, conflict is an important process and a necessary ingredient in enhancing performance and creativity. For creative ideas to form, there must be disagreements and a multitude of opinions or perspectives. Positive outcomes can be achieved by addressing the causes of conflict, open communication, trust and creating an organisational culture that encourages diversity or mistakes as a part of learning. Training also helps the employees to view conflict as an opportunity to work together and opposing views as creative solutions for better decision-making. Stimulating conflicts leads to cognitive growth and better solutions to existing problems. The conflicting parties must use constructive resolution or collaborative resolution style to conflict where both parties can mutually maximise performance. Mediation or counselling can prevent disruptive conflicts and can promote creative and collaborative solutions by addressing individuals needs. Integrative bargaining through principled negotiation fosters a sense of community among members, encourages innovation and promotes mutual problem solving. If conflicts are managed proactively using the various conflict handling styles, conflict can serve as an outlet of better ideas or perspectives in order to spark creativity and enhance performance.

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October Newsletter

MULTIGENERATION
D I D Y O U KN O W

OCTOBER 2012
Baby Boom generation is named after the the rapid increase in births after World War II

Issue No. Seventeen

Author: Mikhael Benefeldt

Tip of the day:

Use characteristics of the generation of a person as a guidline and a building block to getting to know that person.

Managing generational differences in the millennial workplace!!

Working relationships across generations in the business place often leads to confusion and conflict due to differences in values, personality traits and priorities (Holtz-Eakin, Lovely, & Tosun, 2004, p. 11). In order to minimise conflict,

managers need to know how generational value differences can affect relationships between employees in an organisation. A generation can be defined as a group of individuals that belong to approximately similar age groups and share common ideas, values, problems and attitudes (Farr & Vella, 2007, p. 9).
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In an organisation, managers need to be able to identify the generations to which, each worker belongs to, in order to manage their needs appropriately. Workers also need to be aware of each others differences in order to prevent conflict amongst themselves and maximise productivity. There are most likely to be four different generations in an organisation namely; Baby Boomers, Generation X, Generation Y and Generation Z (McCrindle & Wolfinger, 2011, p. 62). Managing the differences across these generations are essential in the maintenance of highly productive workers in an organisation as each of the the aforementioned generations have their own set of values, principles and priorities (McCrindle & Wolfinger, 2011, p. 62).

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All of the four generations belong to specific demographic. While Baby Boomers were born between 1946-1964 and during post World War II, Generation X were born during the latter years of 1965 to 1979. The Echo-Boomers Generation Y were born from 1980 to 1994 and Generation Z describes the internet generation born from 1995 to approximately, 2001 (McCrindle & Wolfinger, 2011,p. 62). Baby boomers are believed to be driven by results and are known to possess high loyalty as they plan to stay with an organisation for long periods of time while giving in their maximum effort (Campbell, Hoffman, Lance, & Twenge, 2010, p. 1118).

Generation X and Y are both individualistic, self motivated and self-focused inspite of various differences between X and Y such as; Generation Xers are highly motivated by money and those belonging to Generation Y seeks satisfaction from work-life balance (Campbell et
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al., 2010, p. 1118).

Due to such differences across generations in the organisation, there is bound to be conflict and therefore, organisations need to recognise the differences and develop a medium in order to accommodate all the workers in ways that are appropriate for each generation (Holtz-Eakin et.al., 2004, p. 11).

Although employees across multi-generations differ in their attitudes towards work, their loyalty in an organisation is dependent on whether the companys values are similar to their own dogmatic beliefs (Deal, 2007, p. 2). Different organisations have started accomodating the needs of the younger generations by adding amenities that focus on work-life balance such as gyms and other leisure related activities in order to achieve success similar to companies like Google (Campbell et al., 2010, p. 1119).

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Organisations remain successful if they can handle organisational change and create opportunities to keep each generation of employess satisfied in different possible ways (Deal, 2007, p. 2). Successful firms offer cash bonus rewards to those

motivated by money or leisure options such as in-house gyms that maintains a good work-life balance to ensure that all members of the organisation feel valued and as a result, maximise productivity (Campbell et al., 2010, p. 1119). Communication across generations is key in understanding generational differences
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because it will aid in providing an insight on why certain values are different and this understanding could prevent and minimise conflict due to generational value

differences (Campbell & Twenge, 2008, p. 863).

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Effective communication is critical for multi-generational workforce in order to gain wisdom from the experiences of the older generation as well as to encourage innovative ideas from the young generation and create modern technological solutions (Glass, 2007, p. 98).

Although Baby Boomers can be individualistic, Generation X and Y are significantly more individualistic and therefore, it is important for them to understand what each of these generational workers are aiming to achieve, in order to help each other in achieving their individual goals (Campbell & Twenge, 2008, p. 863). Working together through mutual cooperation increases the productivity of the entire organisation as long as individual goals are aligned with organisational goals (Campbell & Twenge, 2008, p. 864).

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It is important for managers to be ascertain of their expectations from each one of their employees and in order to meet these expectations, it is essential for all members in an organisation to undertand generational differences and assist each other in achieving organisational goals (Campbell & Twenge, 2008, p. 864). It is important for managers to know how to motivate multigenerational employees and what approach to use when trying to motivate them.

Acknowledgement is considered to be an important factor for Generation Y to feel valued in an organisation whereas Generation X are more extrinsically motivated seeking monetary rewards and likewise, others may seek supervision or constant feedback (Campbell et.al., 2010, p. 1119).

Role allocation in any organisation is extremely vital in determining who is best suited to perform a specific task and in order to identify which individuals will be able to work together or collaborate in order to be as productive as possible (Falk & Ichino, 2003, p. 27). In order for managers and employees to assign and choose roles, it is important that

employees are surrounded by people that practice positive types of peer pressure techniques in order to motivate those that surround them in business (Falk & Ichino, 2003, p. 27).

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By understanding generational value differences when assigning roles and by understanding the goals, values and priorities of each generation, it is easier for workers to maximise each others productivity (Campbell & Twenge, 2008, p. 864).

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Although, it is also important to consider personality factors and

deeper analysis of the individuals when making decisions on roles or selecting the employees to maintain working relationships, a basic

understanding of generational value differences will provide workers with useful insight without further ado of critical analysis (Campbell et.al., 2010, p. 1120).

Workers in a organisation can gain useful tips on how people would like to be treated, or the spoken to, by to

understanding

generations

which they belong (Falk & Ichino, 2003, p. 27). While Generation X is known for the ability to laugh at themselves and potentially, be open to jokes and humour, Baby Boomers, Generation Y and Z might feel highly offended 2011, p. (McCrindle 66). In & Wolfinger,

understanding workers

generational

differences,

should not assume that all individuals share the similar characteristics that their generation is known to possess (McCrindle & Wolfinger, 2011, p. 66).

In light of the above theoretical aspects, differences working generational are known to value

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across

affect

relationships

organisations in many ways. value differences across generations affects the decision on what methods to use

Understanding multi-generational work styles and attitudes can aid in deciding the choice of workers, one is willing to surround themselves with, in order to achieve common goals. Understanding generational value differences can be useful in avoiding conflict between employees by being able, to acknowledge the differences between them and seeking an alternative medium to communicating or addressing a problem. The role allocation of workers and working relationships among employees can be made easier by taking the differences of the multi-generational workforce into consideration.

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Understanding generations can provide workers with insights on acceptable or unacceptable guidelines on how to treat or communicate with each other. Remember that, understanding the generation to which a person belongs to, does not necessarily mean that they possess all the characteristics of their generation. Generation characteristics should be used as guidelines and insight rather than concrete factors. Workers must get to know each others actual personalities along with their characteristics inorder to make proper judgements or decisions regarding their co- workers.

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ATTITUDES
D I D Y O U KN O W :

OCTOBER 2012

Issue No. Seventeen

Author: Abigail Norris

A positive attitude, along with an optimistic outlook can bring forth better health and greater happiness

Tip of the day

Mistakes are not something to be ashamed of, rather view a mistake as a positive milestone to the bigger and better end result

A Kick in the Attitude!!!

Attitudes play a major role in peoples lives and the manner in which situations are handled in everyday life, workplace or at home. Attitude is defined by Robbins & Judge (2012, p. 104), as a series of evaluative statements, either

favourable or unfavourable, which reflects the way individuals feel about something or towards an object. Therefore, It is important to monitor ones attitude and the impact it has on work performance, relationships and on the people around them (Harrell, 2012, p. 1).
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However, not many individuals have attitude awareness, which is a mistake because attitude represents everything from governing the way individuals percieve the world and the way in which the world percieves the individuals and therefore, one needs to ask What attitude am I bringing into this world? (Harrell, 2012, p. 1).

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Individuals gets confused with the concepts of attitude and behavior. Behaviour is simply the way

individuals act, exchange of words and 2009, bodily p. 1). gestures (Kruchten, follows

Behaviour

attitudes because individuals tend to behave in the way the individuals feels (Kruchten, 2009, p. 1).

Harrell (2012) states that each individual experiences hard times, hurt feelings and physical pain and the key is to realise that it is not what happens to one that matters but it is how one choses to respond. Although, attitudes is composed of behavioural intentions, attitudes are also a representation of feelings of positivity or negativity and, beliefs that are developed frm past learning or experiences (Sekar, 2011, p. 2).

Differences in attitude towards work is one of the other factors affecting the workplace (Sekar, 2011, p. 2). Generational differences where Baby Boomers have a hardworking attitude towards work compared to Generation X or Y that have a more relaxed attitudes towards work result might result in conflict which can affect emotions in the workplace( Glass, 2007, p. 2). Attitude is said to be a rational process in which an individuals percieved environment influences their feelings, which affects their beliefs and inturn drives a particular behaviour. Expectancy value model theory of attitude states that the individuals percieved environment influences their feelings are characterised by expectancy beliefs of producing certain outcomes (Roeloelofsen, 2002, p. 248).

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In situations, such as acquisitions of a company, the beliefs or expectancy of employees are low or negative because it results in layoffs or low salary (Roeloelofsen, 2002, p. 248).. Likewise, positive and negative emotions affect the attitudes in the workplace or feeling towards working in the organisation. A positive attitude and keeping emotions at check could lead to a productive workplace (Roeloelofsen, 2002, p. 248). The leaders in an organisation can encourage positive group attitudes by fostering an organisational culture in which employees feel a sense of togetherness and shared sense of goals (Roeloelofsen, 2002, p. 248).

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It is important for managers to realise that working on attitudes could impact the organisation, customers and employees, since attitude affects behaviour, which in-turn is demonstrated by employees work performance (Podesta, n.d). It is not neccessarily easy to correct employee attitudes in a day and rather, it is a process that an individual should work on with the support of the organisation. Habitual bad attitudes are the products of past experiences which are caused from low self-esteem, stress and fear and therefore, it is vitaly important to address attitudes not as an organisation but solely, by an individual (Common Cause, 2012).

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Here are some of mentioned strategies from the Fundamental Attitude Tool Kit to improve attitudes:

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Affirmation:

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Positive affirmations should be repeated several times a day serve to re-program the subconscious Maecenas pulvinar sagittis enim. mind with positive thinking (Harrell, 2012, p. 1). Affirmations are words charged with power, conviction and faith (Harrell, 2012, p. 1).

Self-Motivation:

Self-motivation requires one to be enthusiastic, have a positive outlook and a positive physiology (Harrell, 2012, p. 1). The key is to finding what motivates the inner self and what incites the individual to take action to change ones life (Harrell, 2012, p. 1).

Positive Visualisations:

The use of affirmations and visualisations as a tool to consciously or subconsciously enhance and focus on ones skills and, visualise what one wants to achieve in short-term and long-term goals (Harrell, 2012, p. 1).

Power of Words:

The power lies in learning the concept of WOW Watch our words and by doing so, the things that are said by the individuals are reflected already in ones heart (Harrell, 2012). An indiividual should learn to never speak judgementally but focus on speaking constructively on how to better ones life (Harrell, 2012).

Enthusiasm:

Enthusiasm enables one to apply talents and gifts more effectively and with commitment (Harrell, 2012). A persons self belief is the empowering and most attractive characteristic to possess as there is an internal spirit within an individual that transforms ones commitment into ones actions (Harrell, 2012, p. 1).

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The lesson that could be learnt from applying these simple strategies in ones life is that every individual has the ability to control ones behaviour, independently of how the individual feels, because

The lesson that could be learnt from applying these simple strategies in ones life is that every individual has the ability to control ones behaviour,

independently of how the individual feels, because it is the conscious mind that determines how one acts (Kruchten, 2009).

An important note that one could make from the outcome is that, by controlling ones behaviour, one can control ones attitudes and individuals can choose how to feel by choosing the way the individual wants to behave (Kruchten, 2009).

Once employers and employees can control behaviours in the workplace, there will be a visible improvement in job satisfaction. Robbins & Judge (2012, p. 108) mentions that job satisfaction is the positive feelings that one percieves about ones job that results from the evalutation of the jobs characteristics. Through work involvement and job satisfaction, employees will feel that it will promote an atmosphere of self-worth and encouragement (Robbins & Judge, 2012, p. 108).

The key to remaining a positive person is by avoiding negative people. Attitudes, whether positive or negative, is extremely contagious (Podesta, n.d). Every individual has undergone or faced difficult situations in the workplace or incidents where an employees bad attitude has negativity affected or influenced ones own work performance. A negative person in the

workplace hinders performance of the organisation and lowers productivity of the workforce, even if an employee is committed or passionate about their work (Podesta, n.d). A bad attitude or an attitude of negativity contributes towards a high employee turnover, low morale and a loss of organisational commitment (Robbins & Judge, 2012, p. 109). In comparison, when an

individual works with a person who is positive and has a hard working attitude, the individual wants to work harder and put more effort into the task, since the individual felt that there is a purpose and a sense of psychological empowerment (Robbins & Judge, 2012, p. 109). Psychological empowerment is an employees belief affects the environment in which the individual works in and the degree to which the individual feels that the work done worthy and makes an impact in the organisation (Robbins & Judge, 2012, p. 108).

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Personality can play a role in the attitudes that face in organisations. It is the behaviour which differentiates one individual from another and helps organisations point out which job would suit an individual (Awadh & Ismail, 2006, p. 109).

It Maecenas is further mentioned pulvinar sagittis enim. that personality effects the environments in which individuals are living, contributed by the attitude and behaviour the individual would like to portray to the world (Leardership and Motivation, 2012, p. 1). In conclusion, managers have to create a favourable environment for positive attitudes to develop and maximise productivity at work.
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Managers also need to understand emotions in the workplace that can affect the positive or hardworking attitude towards work and set an encouraging example for employees to follow through motivation and training. Goal performance, performance feedback and managers support and managing through generational differences is vital to developing positive attitude towards work. Managers have to set an example for employees to mimic and encourage the employees to focus their energy on creating and finding the positive in others (Leardership and Motivation, 2012).

Dr. Dyer (2006, p. 8) stated that, in order to create balance in ones life, the energy that one focuses on thoughts needs to harmonise with what one desires and understanding that ones mental energy attracts what one thinks about is the key to realising that ones attitude attracts what it is being portrayed as. Whenever youre in conflict with someone, there is one factor that can make the difference between damaging your relationship and deepening it. That factor is attitude. William James

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References

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