Organizational Behavior: Cognitive and Emotional Dissonance

4219 WordsJan 3, 200617 Pages
LEARNING ISSUES 1. What is Cognitive Dissonance and how it happens? According to Steven L. McShane and Mary Ann Von Glinow in the Organizational Behaviour book had mentioned that emotions and attitudes usually lead to behaviour, but behaviour sometimes influences our attitudes through the process of cognitive dissonance. Cognitive dissonance occurs when we perceive an inconsistency creates an uncomfortable tension (dissonance) that we are motivated to reduce by changing one or more of these elements. Behaviour is usually the most difficult element to change, particularly when it is known to everyone, was done voluntarily and can't be undone. 2. What is Emotional Dissonance and how it happens? Steven L. McShane and Mary Ann Von Glinow…show more content…
It entails deciding which information to notice, how to categorize this information, and how to interpret it within our existing knowledge. I. INTRODUCTION 1. This case study is portraying several characters working at The New Enterprise Group at James-Williams. James-Williams is one of the six largest public accounting firm in Canada with 400 partners practicing in 30 Canadian cities. James-Williams was the sole Canadian member of James-William International which provided audit, tax, consulting and other services to individuals, private business and governments in Americas, Europe, the middle East, Africa, Asia and the Pacific. 2. The New Enterprise is a section inside James-Williams and was set up seven years ago to provide service to smaller growth companies managed by entrepreneurs. The New Enterprise Group provided a range of consulting services geared to the needs of growing entrepreneurial companies. In addition to accounting and auditing services, the partners acted as principal business advisors. Client companies were particularly interested in the subjects of corporate finance and tax consulting. 3. The New Enterprise Group was organized as a collegial system of partners who managed their own objectives established by James-Williams. There are several characters involve in this case study such as Bob Chen, David Shorter, Joe Silverman, Mike McLeod and other partners. In order to understand the
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