bc project grp2

8/7/2019 BC project grp2

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YOUR ATTITUDE DETERMINES

YOUR ALTITUDE

ASHITA SAKARIA 1ASHITA SAKARIA 1

PRIYANKA KALE 23PRIYANKA KALE 23

BHARAT MANDORA 33BHARAT MANDORA 33

DIXIT 34DIXIT 34

TALHA SAIT 45TALHA SAIT 45

RADHIKA THAKKAR 54RADHIKA THAKKAR 54


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What is Attitude?What is Attitude?

AnAn attitudeattitudeis an individuals degree oflike oris an individuals degree oflike ordislike foran item.dislike foran item.

Theyare basicallyTheyare basicallyPositivePositiveororNegativeNegative views ofaviews ofa

person. This is referredto as theattitude object.person. This is referredto as theattitude object.

Mostattitudes aretheresult ofeitherdirectMostattitudes aretheresult ofeitherdirectexperience or observational. Mostattitudes areexperience or observational. Mostattitudes aretheresult ofeitherdirectexperience ortheresult ofeitherdirectexperience or

observationallearning fromtheenvironment.observationallearning fromtheenvironment.i.e, naturally inherited oras aresult of peeri.e, naturally inherited oras aresult of peergroups.groups.


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IntroductionIntroduction

To begin with, onemusthavetheTo begin with, onemusthavetheaptitudeandtherightattitude.aptitudeandtherightattitude.

It's youraptitude, not justyourIt's youraptitude, not justyourattitudethatdetermines yourattitudethatdetermines yourultimatealtitude.ultimatealtitude.

Attitude is agreat building block to a career, or itAttitude is agreat building block to a career, or itcan beagreat impedimentto your career.can beagreat impedimentto your career.

Blendattitudeandaptitude,you can produceBlendattitudeandaptitude,you can producesuccess.success.

A companyexpects amultifacetedroles and notaA companyexpects amultifacetedroles and notaperson who willdo things whathe is expectedtoperson who willdo things whathe is expectedto

do.do.


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The ABC Model ofattitudeThe ABC Model ofattitude

Attitude is a judgmentwhichdevelop onAttitude is a judgmentwhichdevelop onthe ABC model (Affect,Behavior &the ABC model (Affect,Behavior &Cognition).Cognition).

TheTheaffectiveaffective response is an emotionalresponse is an emotionalresponsethatexpresses an individual'sresponsethatexpresses an individual'sdegree of preference foran entity.degree of preference foran entity.

TheThebehavioralbehavioral intention is a verbalintention is a verbal

indication ortypical behavioraltendencyindication ortypical behavioraltendencyofan individual.ofan individual.

TheThecognitivecognitive response is a cognitiveresponse is a cognitiveevaluation oftheentitythat constitutes anevaluation oftheentitythat constitutes an

individual's beliefs aboutthe object.individual's beliefs aboutthe object.


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Attitude FormationAttitude Formation

Attitude is away ofthinking,acting, orAttitude is away ofthinking,acting, orfeeling.feeling.

Unlike personality, its natural forUnlike personality, its natural for

attitudes to change.attitudes to change. Attitudes can be changedthroughAttitudes can be changedthrough

persuasion.persuasion.

Emotion is a common componentEmotion is a common componentpersuasion, social influencepersuasion, social influence andandattitude change.attitude change.


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Howdoes a GoodattitudeHowdoes a Goodattitudehelp?help?

A positiveattitudehelps to stay calmA positiveattitudehelps to stay calmeven in times oftrouble.even in times oftrouble.

Ithelps maintain goodrelations withIthelps maintain goodrelations withpeoplearoundwho willhelp us inpeoplearoundwho willhelp us intimes of crisis.times of crisis.

It is likeatest in lifeduringtheIt is likeatest in lifeduringthetoughtimes whichleaves an impacttoughtimes whichleaves an impacton the people surroundingyou & inon the people surroundingyou & inyourlife.yourlife.


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Havinga positiveattitudedoes notHavinga positiveattitudedoes notmean being positive in times ofmean being positive in times of

happiness.happiness. Themain test is to remain positive inThemain test is to remain positive in

times oftrouble, crisis, &duringyourtimes oftrouble, crisis, &duringyourbaddays.baddays.


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Think on thisThink on this

Can ahotelemployeewithgreatCan ahotelemployeewithgreataptitude, buta poorattitude provideaptitude, buta poorattitude providesuperior service?superior service?

Yes, ButYes, But themore pertinent question is:themore pertinent question is:Willthatemployee consistently provideWillthatemployee consistently providethelevel of serviceyouwantthelevel of serviceyouwantandand his guests deserve?his guests deserve?

Probably not.Probably not. Willthe poorattitudeadverselyWillthe poorattitudeadversely

affect job performance?affect job performance?

YesYes


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Lets Look atthe opposite?Lets Look atthe opposite?

Can a positiveattitude compensate forCan a positiveattitude compensate forless aptitude?less aptitude?

Wethink it can,Wethink it can, atleast partially.atleast partially. As aAs a

guest,guest, Weare farmoretolerant ofaWeare farmoretolerant ofagenuinely cordialandguestgenuinely cordialandguest--orientedorientedemployee,employee, Who may not beatechnicalWho may not beatechnicalwizardwizard

Than weare ofthe superefficientdeskThan weare ofthe superefficientdeskclerk who does not smile, oreven look usclerk who does not smile, oreven look usduring check in.during check in.

Surveys indicatethatmostguests shareSurveys indicatethatmostguests share

ourlevel oftolerance.ourlevel oftolerance.


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For ExampleFor Example

Takethe case of Indian cricket,Takethe case of Indian cricket,

Wehave been unableto a findaWehave been unableto a finda

toptop--notchwicketkeeper?notchwicketkeeper? Ifwe findtheguywiththe perfectIfwe findtheguywiththe perfect

aptitude forthethankless job inaptitude forthethankless job incricket,his attitude seems allgonecricket,his attitude seems allgoneawry !awry !

Andthe person with perfectattitudeAndthe person with perfectattitudedoesn'thavethe finesse ortalenttodoesn'thavethe finesse ortalentto

beamongthe best !beamongthe best !


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Ten Commandments foraTen Commandments foraPositive AttitudePositive Attitude

1. ZIP IT.1. ZIP IT.

Learn to think beforeyou speak. BiteyourtongueLearn to think beforeyou speak. Biteyourtongue

beforethat provocativeremark comes out ofyourbeforethat provocativeremark comes out ofyourmouthandyou findyourselfembroiled in a fight.mouthandyou findyourselfembroiled in a fight.

Wheneveryouhave issues in theworkplace,Wheneveryouhave issues in theworkplace,you're better offthinkingthroughyourwordsyou're better offthinkingthroughyourwordsbeforeyou voice complaints,thoughts orbeforeyou voice complaints,thoughts or

suggestions.Whetheryou'rea business owner,suggestions.Whetheryou'rea business owner,supervisor,manager oremployee,theworkplacesupervisor,manager oremployee,theworkplacecan sometimes becomeatinderbox for conflict.can sometimes becomeatinderbox for conflict.


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2. LISTEN, DON'T DISPUTE.2. LISTEN, DON'T DISPUTE.

Sometimes yourmanager needs to tellyouSometimes yourmanager needs to tellyouhowdisappointedhe is withyou. Sometimeshowdisappointedhe is withyou. Sometimesyour coyour co--worker needs to go on adiatribeworker needs to go on adiatribeabouthowyou "neglect" him. Sometimesabouthowyou "neglect" him. Sometimesyouremployee needs to express his orheryouremployee needs to express his orherresentmentaboutthewayyou'vetreatedresentmentaboutthewayyou'vetreatedthem. You can'targuewith feelings. Listenthem. You can'targuewith feelings. Listenwhen your cowhen your co--workers,managers, orworkers,managers, oremployees express strong feelings. Ratheremployees express strong feelings. Ratherthan argueandtryto insistthattheythan argueandtryto insistthattheyshouldn't be feelingwhatthey're feeling,shouldn't be feelingwhatthey're feeling,

understandthatthey ARE feelingthatwayunderstandthatthey ARE feelingthatwayand simply say, "I'm sorryyou feelthatway."and simply say, "I'm sorryyou feelthatway."Tryto putyourself in their shoes andgiveTryto putyourself in their shoes andgivethemtheempathythatyouwouldwantthemtheempathythatyouwouldwantyourself. Arguingmay onlymakea situationyourself. Arguingmay onlymakea situation

worseworse


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3.3.DOCUMENT, DOCUMENT AND DOCUMENTDOCUMENT, DOCUMENT AND DOCUMENTAGAINAGAIN..Rule No. 2 having been followed,make sureyouRule No. 2 having been followed,make sureyou

protectyourselfwiththoroughdocumentation ofanyprotectyourselfwiththoroughdocumentation ofanypotentially volatile situation. This ruleapplies topotentially volatile situation. This ruleapplies topeople on both sides ofthe power structure. A smartpeople on both sides ofthe power structure. A smartemployeeas wellas a smartmanagerwilldocumentemployeeas wellas a smartmanagerwilldocumentissues thatrelateto selfissues thatrelateto self--preservation andthepreservation andtheprotection of job security.protection of job security.

4.4.GOOD FENCES MAKE FOR GOOD WORKGOOD FENCES MAKE FOR GOOD WORKRELATIONSHIPSRELATIONSHIPSCreate boundaries and setlimits in theworkplace.Create boundaries and setlimits in theworkplace.

Knowhowmuch contactyou can takeandhowmuchKnowhowmuch contactyou can takeandhowmuchwill igniteyour internal nuclear bomb. Also, keep inwill igniteyour internal nuclear bomb. Also, keep inmindthatyoudon't knowwhich one ofyour comindthatyoudon't knowwhich one ofyour co--workers will beeasily ignited, offended orwounded;workers will beeasily ignited, offended orwounded;anotherreason why keeping clear, but cordial,anotherreason why keeping clear, but cordial,boundaries is anotherway of protectingandboundaries is anotherway of protectingandpreservingyourself.preservingyourself.


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5. CORDIALITY AND FRIENDLINESS5. CORDIALITY AND FRIENDLINESSHaving vowedto createappropriate boundaries,Having vowedto createappropriate boundaries,makeeveryeffortto be cordialand friendly. Askmakeeveryeffortto be cordialand friendly. Askcoco--workers and supervisors abouthowtheyare;workers and supervisors abouthowtheyare;notice changes in theirappearance in anotice changes in theirappearance in acomplimentaryway. Comment positively on thecomplimentaryway. Comment positively on thequality oftheir (good) work. Being popular canquality oftheir (good) work. Being popular canonlymakework lifeeasier.onlymakework lifeeasier.

6. NEVER OVERREACT6. NEVER OVERREACT

When coWhen co--workers feel neglected,they often willworkers feel neglected,they often willcreatea scenario that invites your overreaction.createa scenario that invites your overreaction.Overreactions causeall outwars and can getyouOverreactions causeall outwars and can getyou

fired. Don'tdo it! Assess adisputewithyour cofired. Don'tdo it! Assess adisputewithyour co--worker. Is itreallyworth fighting over? Repeattoworker. Is itreallyworth fighting over? Repeattoyour self, "They're onlywords and I WANT myyour self, "They're onlywords and I WANT myjob."job."


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7. PLAY WELL WITH OTHERS.7. PLAY WELL WITH OTHERS.Ifyouwantto win thewar (keep your job andIfyouwantto win thewar (keep your job and

progress up the careerladder), sometimes it'sprogress up the careerladder), sometimes it'sstrategicallyadvantageous to losethe battle.strategicallyadvantageous to losethe battle.Assess awork situation carefully. PositiveandAssess awork situation carefully. Positiveand

assess yourgains andlosses in a situation. Ifassess yourgains andlosses in a situation. Ifyour supervisor ormanager needs to actas ifyour supervisor ormanager needs to actas if

he or she cameup withan ideathatwashe or she cameup withan ideathatwasactuallyyours,don'targuewiththem.actuallyyours,don'targuewiththem. 8.8. LET BREVITY AND PAUCITY BE YOURLET BREVITY AND PAUCITY BE YOUR

MOTTOMOTTO..In theworkplace, ifyou keep contactlimitedIn theworkplace, ifyou keep contactlimitedandutilizea cordialand polite silenceto avoidandutilizea cordialand polite silenceto avoidfights,you can often extinguish flames thatarefights,you can often extinguish flames thatarebeingdirectedyourway. Supervisors andbeingdirectedyourway. Supervisors andmanagers appreciatea cooperativeemployeemanagers appreciatea cooperativeemployeewho gets to the point succinctly.who gets to the point succinctly.


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9.WHAT YOU SEE IS WHAT YOU9.WHAT YOU SEE IS WHAT YOUGET.GET.

Do notevertryto changeyour coDo notevertryto changeyour co--workers,especiallythosewho areworkers,especiallythosewho areaboveyou in thehierarchy oftheaboveyou in thehierarchy ofthe

workplace. It is a cardinalrulethatworkplace. It is a cardinalrulethatpeople can changethemselves, butpeople can changethemselves, butnone ofus can changeanother. Younone ofus can changeanother. Youaredoomedto failure ifyoutrytoaredoomedto failure ifyoutrytogetyour supervisorto seetheir flawsgetyour supervisorto seetheir flawsand changetheirways. Learn toand changetheirways. Learn tochangewhatyou can andacceptchangewhatyou can andaccept

whatyou cannot changewhatyou cannot change


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10. STAY IN THE DRIVER'S SEAT.10. STAY IN THE DRIVER'S SEAT.Take control of potentially volatileworkTake control of potentially volatilework

situations andtake charge ofmanagingsituations andtake charge ofmanagingthem. Forexample, ifyouwork foranthem. Forexample, ifyouwork foranindividualwho needs ampleamounts ofindividualwho needs ampleamounts ofadmiration andappreciation,give ittoadmiration andappreciation,give itto

them.Work activelyto makeyourwork lifethem.Work activelyto makeyourwork lifesmootherandto protectyouremploymentsmootherandto protectyouremploymentand chances ofrising on the careerladder.and chances ofrising on the careerladder.Rememberthatthe bestdefense is agoodRememberthatthe bestdefense is agood

offense. Strategizeandevaluatetheoffense. Strategizeandevaluatethepersonalities you contendwithandapplypersonalities you contendwithandapplygood peoplemanagementtechniques to thegood peoplemanagementtechniques to thecast of characters youlivewithduringyourcast of characters youlivewithduringyour

workday.workday.


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Tips to stay Positive.Tips to stay Positive.

Utilizingthe concept ofUtilizingthe concept of"Gratefulness."Gratefulness.

Adaptthis conceptto include notAdaptthis conceptto include notonlythings thataregood or positive,onlythings thataregood or positive,but,also thosethings thatare bad orbut,also thosethings thatare bad ornegative.negative.


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Help fromexperts.Help fromexperts.

Tony Robbins teaches a conceptabout our brainsTony Robbins teaches a conceptabout our brainsnot beingableto distinguish between realityandnot beingableto distinguish between realityandwhat is vividly imagined.Whatwouldhappen thewhat is vividly imagined.Whatwouldhappen thenexttimeyouare confrontedwitha negativenexttimeyouare confrontedwitha negative

situation ifyouresponded in a positiveway? Thissituation ifyouresponded in a positiveway? Thisis exactlythe basis ofusinggratefulness inis exactlythe basis ofusinggratefulness indealingwitha negative! Instead ofallowingadealingwitha negative! Instead ofallowinganegativeattitude or situation to affectus in anegativeattitude or situation to affectus in anegativeway, instead, sayto yourselfthat I'mnegativeway, instead, sayto yourselfthat I'm

grateful forthis situation even though I don'tgrateful forthis situation even though I don'tunderstandthe "why" of it. Makea consciousunderstandthe "why" of it. Makea consciousdecision to begrateful instead ofallowing ittodecision to begrateful instead ofallowing ittoaffectyou negatively.affectyou negatively.


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Case StudyCase Study

Robert,an I.T graduate,duringtheRobert,an I.T graduate,duringtheperiod oflull in the I.T sectorwasperiod oflull in the I.T sectorwasforcedto bea clerk oftheforcedto bea clerk oftheorganization Falcon Pvt Ltd,whereorganization Falcon Pvt Ltd,wherehewas previouslythe I.Thewas previouslythe I.Tdepartment Assistant.department Assistant.

Hewas madeto do smallaccountingHewas madeto do smallaccountingwork &hardly paid.work &hardly paid.

His subordinates were offeredthe jobHis subordinates were offeredthe job

of clerks.of clerks.


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Roberts's subordinates accepted itRoberts's subordinates accepted itwitha negativeattitude &wouldwitha negativeattitude &wouldalways complain.always complain.

Robertdid notlikethis so hetook upRobertdid notlikethis so hetook upthework ofa clerk.thework ofa clerk.

He offeredhis post ofan accountantHe offeredhis post ofan accountantto one ofhis subordinates.to one ofhis subordinates.

Withhis positiveattitudetowards theWithhis positiveattitudetowards the

work he neverlethimselfdown &work he neverlethimselfdown &took pride in whateverhedid.took pride in whateverhedid.


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Slowlyas time passed bythe I.TSlowlyas time passed bythe I.T

department sawagradualrise in thedepartment sawagradualrise in themarket.market.

The I.T sector boomed & RobertwasThe I.T sector boomed & Robertwasmadethe Head of Departmentmadethe Head of Departmentbecause ofhis positiveattitudebecause ofhis positiveattitudetowards his organization.towards his organization.

He becamearolemodel forHe becamearolemodel for

everyone in the organization &waseveryone in the organization &wasgiven unduerespectthereafter.given unduerespectthereafter.


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ConclusionConclusion

Even ifyoudonthaveagoodaptitude,Even ifyoudonthaveagoodaptitude,havingagoodattitudetowards life,willhavingagoodattitudetowards life,willmake people startlookingatyouas idol.make people startlookingatyouas idol.

You Can Changeyour Attitudeto whatyouYou Can Changeyour Attitudeto whatyouwant itto bewant itto be

Onlya positiveattitudewillhelp youreachOnlya positiveattitudewillhelp youreachyourtargetsyourtargets

Believe in your self, ChangethewayyouBelieve in your self, Changethewayyouthink about others andyour self, Aimhighthink about others andyour self, Aimhighand See Your self Reaching newheightsand See Your self Reaching newheights


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Thank YouThank You

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