2)a) Attitudes represent our evaluations, preferences or rejections based on the information

we receive.

3 components of attitude are;

1. Cognitive Component.
2. Affective Component.
3. Behavioral Component.

Cognitive Component
The cognitive component of attitudes refers to the beliefs, thoughts, and attributes
that we would associate with an object. It is the opinion or belief segment of an
attitude. It refers to that part of attitude which is related in general knowledge of a
person.
Typically these come to light in generalities or stereotypes, such as ‘all babies are
cute’, ‘smoking is harmful to health’ etc.

Affective Component
Affective component is the emotional or feeling segment of an attitude.

It is related to the statement which affects another person. It deals with feelings or emotions
that are brought to the surface about something, such as fear or hate. Using the above
example, someone might have the attitude that they love all babies because they are cute or
that they hate smoking because it is harmful to health. Behavioral Component-
Behavior component of an attitude consists of a person’s tendencies to behave’in a particular
way toward an object. It refers to that part of attitude which reflects the intention of a person
in the short-run or long run.Using the above example, the behavioral attitude maybe- ‘I
cannot wait to kiss the baby’, or ‘we better keep those smokers out of the library, etc.

c) Personality-job fit theory revolves around the idea that every organization and individual has specific personality traits. The closer
the traits between the person and the company match, the higher the chance of workplace productivity and satisfaction. The best
personality fit will also decrease job turnover and stress, absenteeism, and poor job satisfaction. Personality-job fit theory or person-
environment (P-E) fit is a match between a worker's abilities, needs, and values and organizational demands, rewards, and values.

A common measure of the P-O fit is workplace efficacy - the rate at which workers are able to complete tasks. These tasks are affected
by environmental factors within the workplace. For example, a worker who is more efficient working as an individual, rather than in a
team, will have a higher P-O fit for a workplace that stresses individual tasks (such as accountancy). [1] By matching the right personality
with the right job, company workers can achieve a better synergy and avoid pitfalls such as high turnover and low job satisfaction.
Employees are more likely to stay committed to organizations if the fit is 'good'.
In practice, P-O fit would be used to gauge integration with organizational competencies. The individual is assessed on these
competencies, which reveals efficacy, motivation, influence, and co-worker respect. Competencies can be assessed using various tools
like psychological tests, assessment centres competency based interview, situational analysis, etc.
If an individual displays a high P-O fit, we can say that they would most likely be able to adjust to the company environment and work
culture, and perform at an optimum level.

e) Perception is the process of selecting, organizing, and interpreting information. This process includes the perception
of select stimuli that pass through our perceptual filters, are organized into our existing structures and patterns, and
are then interpreted based on previous experiences. Although perception is a largely cognitive and psychological
process, how we perceive the people and objects around us affects our communication. We respond differently to an
object or person that we perceive favorably than we do to something we find unfavorable. But how do we filter
through the mass amounts of incoming information, organize it, and make meaning from what makes it through our
perceptual filters and into our social realities.
For example, in one study, consumers were blindfolded and asked to drink a new brand of clear beer. Most of them
said the product tasted like regular beer. However, when the blindfolds came off and they drank the beer, many of
them described it as “watery” tasting (Ries, 2009).
h) Kurt Lewin’s Force Field Theory states that restraining forces influence the behavior of both the group
and individuals, ultimately deciding the fate of change. Lewin suggests that it is crucial to balance these
forces through effective change communication and employee involvement, by providing employee training
to bridge the skill gap.
The 3 Stages of Change in Lewin’s Model
 Stage 1 - Unfreeze
The following activities under the ‘unfreeze’ stage will help you embrace change better:

 Conduct a needs analysis by surveying your organization to understand the current loopholes in
the business processes
 Obtain organizational buy-in
 Create a strategic change vision and change strategy
 Communicate in a compelling way about why change has to occur

Stage 2 - Change
Once the status quo is disrupted, this stage deals with the implementation of change. In this stage,
you must consider an agile and iterative approach that incorporates employee feedback to
smoothen the transition.

 Ensure a continuous flow of information to obtain the support of your

Stage 3 - Refreeze
Employees move away from the transition phase towards stabilization or acceptance in the final’
refreezing’ stage.
The following activities will help you support the change:

 Identify and reward early adopters and change champions

l)

 Group Dynamics is associated with groups, which means that if there exists
a group, the members of such group tend to interact, change and adjust themselves according to the changing
circumstances and their relationship with one another. Changes occur continuously in a group, i.e. entry and
exit of members, change in leadership, type of task assigned, etc.
 Group dynamics are affected by rigidity or flexibility.
 Group organization leads to group effectiveness, participation, cooperation and coordination of members, as well as boosts
morale.
 Groups tend to continuously restructure, adjust and readjust members, so as to release stress, eliminating conflicts, better
decision making and problem-solving, which affects the group members. Group dynamics describes how groups and group
members act and react to dynamic circumstances. It deals with the changes that occur within the groups along with the
interaction and forces operating with the group in a social organization.