2. Analyse how prejudice, stereotypes and discrimination may benefit from the knowledge of social cognition. 3. Examine the factors which influence the attraction and affiliative behaviour. 4.
| Principle #4 | A fourth principle states that cultures vary with respect to the number and kind of “do’s and taboos” that are required of its members | Principle #5 | A fifth principle urges you to keep in mind thatlearning about the norms and variations in communicationstyles of a particular cultural group helps increaseyour understanding of that group. | Principle #6 | The sixth principle asserts that if you see others as friendly, cooperative, and trustworthy, barriers will be more easily overcome. | 2. Review the barriers to cross-cultural communication as discussed by Cheesebro, O'Connor, and Rios (2010, pp. 62-63) and complete the table below: Barrier | Description | walkingon eggs. | This basically means being aware of an oppressed conversation, and what subject or topics are will have more tension than others.
The concept of Locus of control which was made by Rotter in 1966 refers to individual differences in people’s beliefs and expectations about what controls events in their lives. There are two extremes: internal locus which is the belief that what happens is largely under one’s own control (associated with the belief that one can control much of one’s life and succeed in stressful or difficult situations). The other extreme is external locus which is the belief that what happens to one is controlled by external factors such as luck and fate (associated with the tendency to face stressful situations with a more passive and fatalistic attitude). There are a few studies that have looked at the relationship between locus of control and independent versus obedient behaviour. Holland in 1967 investigated this relationship when he ran various variations of Milgram’s procedure.
The following diagram depicts team performance: The 5 stages are driven by emotions and interpersonal leadership relationships. Therefor the transformational leadership theory along with the importance of emotional intelligence must be explored to fully understand the relationship of team performance, emotional intelligence and transformational leadership. Transformational leadership theory suggests that such leadership is likely to result in a wide range of outcomes at the personal level
Identity is influenced by many factors, with some more obvious then others. Gender and ethnicity are the most obvious traits to recognize, which leads other contributing factors to be overlooked, for example, culture. Culture plays a large role in each person’s identity but because it cannot be seen when just looking at an individual it goes unnoticed. There are two essays that demonstrate the influence and role culture has on identity; “Dude Looks like a Lady” by Kathy Wilson, and “F-Word” by Firoozh Dumas. The cultural influence a person is surrounded by plays a large role in the development of their identity.
Socioeconomic class along with stratification have meaning only because of social psychology within the individual (Schaefer, 2011) and when motivating a group that surrounds an individual this is called conformity (kowalski & Westen. 2011) One might take part in the social strategy of blaming the victim when justifying an action. When considering conformity this can backfire if the out-group vises impose upon a person who is seeking to fit into a group. An example of this type of conformity happens considering bigoted lines of religion or race. However, one must assume that the environment is diverse then one will seek a group to join or follow a model.
65% of respondents saw friendships as being an essential part of their sense of belonging according to the SIRC. The idea of belonging is important to our understanding of how people give meaning to their lives. Our sense of identity is founded on social interactions that show our belonging to particular communities through shared beliefs, values, or practices. Are we finding new ways of defining who we are? Who we are is defined by the social networks and communities to which we belong.
How can we as social workers learn about different cultures? How can we become culturally sensitive? What techniques do we need to learn? As I become more familiar with the subject of cultural competence, I will have an answer to these questions. Examine According to Carlson, Brack, Laygo, Cohen, and Kirkscey, the specific competencies that are necessary, and the appropriate contexts for their application, are still poorly understood (Williams 2006).
Abstract To fully understand why attitudes change in response to a persuasive message, one must examine two of the most prominent contemporary dual-process models; the Elaboration Likelihood Model (ELM) and Heuristic-Systematic Model (HSM). The ELM and the HSM are cognitive models that refer to how people process information. Both are considered dual-process models because they distinguish between two different cognitive routes to persuasion, and although these models are similar in many ways, they are also different in many ways. This paper will analyze the features and assumptions of the ELM and HSM through an analysis of research studies that applied the ELM and HSM to the study of attitude change. Dual-Process Models To fully understand why attitudes change in response to a persuasive message, one must examine two of the most prominent contemporary dual-process models; the Elaboration Likelihood Model (ELM) and Heuristic-Systematic Model (HSM).
The first assumption of this theme is that people make choices. Behaviour is modified due to the choices that we make in our mind of what is real and what is not. These choices come from the meanings that we carry with us about how we see others viewing us. The second point regarding the first theme in the Symbolic Interaction Theory states that meaning can only exist when people share common interpretations of the symbols they