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英国留学生Assignment写作九大攻略(附Assignment格式5篇例文)(3)

时间:2020-02-02 16:49来源:www.ukassignment.org 作者:charlie 点击:
From the perspective of communication, the audience is not proactive. The audience only knows how to accept the information pushed. They may have some small freedom to choose which kind of information
 
From the perspective of communication, the audience is not proactive. The audience only knows how to accept the information "pushed". They may have some small freedom to choose which kind of information to accept. However, people are proactive. They will "pull" information, and they will make information and become original communicators. It is also because of the existence of "people" that the information they create is sometimes more credible than the information produced by media organizations.
 
Internet companies are no longer facing the blurry face of the "public", but a live "Internet". Internet companies are changing, too, as they shed their "web businesses" and become one business organization after another that USES the Internet as a business tool: ctrip, for example, defines itself as a travel company, not an online company.
 
The essence of the Internet industry is that it is no longer an industry, but a society.
 
Assignment2 例文
 
【摘要】这是一篇心理学专业的Assignment范文,讨论了情绪和创造力。情绪状态主要是指持续时间较短,容易受到外部环境影响的、较不稳定的情感状态。不同情绪状态对创造力的影响不同,积极情绪能促进创造性活动的原因是能使个体的思路更加发散,回忆起更多、更广泛的信息,并使得在看似无关的信息之间建立新的联系。因此,个体就能更加有效地识别问题,整合各种资源,从而产生更高的创造力。
 
Creativity is the process by which an individual produces new and useful ideas. Novelty is an idea that is more unique than other available ideas. Usefulness is an idea that has direct or indirect value. There is no doubt that creativity is the most powerful driving force for the continuous reform and development of human society. Similarly, creativity is an important guarantee for modern organizations to stand undefeated in the fierce market competition. Therefore, on the one hand, the organization needs to recruit or cultivate employees with high creative potential, on the other hand, it also needs to stimulate the innovation performance of employees through external factors such as policy measures.
 
Among the many factors that influence innovation, the emotional state of employees is the one that deserves the attention of both the research and the industry. Emotional state mainly refers to the emotional state that lasts for a short period of time and is easy to be affected by the external environment. In short, emotional states include positive and negative emotions and different emotional states have different ways of influencing creativity. In addition, emotional disorders can affect individual creativity.
 
Researchers have long believed that positive emotions promote employees' creative activities. As Hirt points out, "individuals in a positive emotional state show more creativity in a range of tasks, but not in other emotional states." This view is supported by many empirical studies. For example, if subjects are asked to generate more ideas instead of completing actual creative products, positive emotions will lead to more creative activities. In addition, the study found that positive emotions help solve innovative problems.
 
The reason positive emotions can promote creative activities is that they can make individuals' thoughts more divergent, recall more and more extensive information, and make new connections between seemingly irrelevant information. Therefore, individuals can more effectively identify problems, integrate various resources, and generate higher creativity. In addition, positive emotional experience will improve individuals' cognitive process and motivation level, so their creative thinking and problem-solving ability will also be improved.
 
Contrary to common sense, negative emotions can also promote employee innovation. Studies have shown that negative emotions play an important role in the creative process. Kaufmann and Vosburg found that individuals with positive emotions had the worst problem-solving performance than those with neutral and negative emotions. This conclusion challenges the notion that positive emotions contribute to innovation. In addition, Szymanski and Repetto found that negative emotions helped solve creative problems in storytelling tasks. Mraz and Runco have also shown that strong negative emotional states are highly positively correlated with problem discovery, and the ability to find and imagine novel and interesting problems is essential for innovation.
 
The findings may seem contradictory, but now researchers agree that in actual creative activities, positive and negative emotions work together to promote employees' innovative performance. However, in view of different types of innovation activities or different stages of innovation activities, positive emotions tend to produce initiative creation, while negative emotions tend to produce reactive creation. In addition, individuals in a positive emotional state performed well in the early creativity of ideas. At the end of a point of view, individuals with negative and neutral emotions performed better.
 
Research on the creativity of individuals with mood disorders also helps to understand the influence of emotional states on creativity. The main mood disorders associated with creativity are: mania, depression. The main manifestations of mania are emotional upsurge, active thinking and increased verbal actions, which are very similar to positive emotional states. Depression, on the other hand, is characterized by depression, sadness, hopelessness, decreased activity, and mental and cognitive delays that are very similar to negative emotional states.
 
Similar to the effect of positive emotion on creativity, manic state also improves individual creativity due to its high emotion and active thinking. Richards and Kinney asked individuals with mood disorders to review and evaluate their emotional states when they were most creative, and the subjects pointed out that when they were most creative, there was a moderate state of pleasure. Hypomania, Jamison reasoned, is the opportunity for most creative thinking to develop. Slater and Meyer's careful analysis of schumann's life shows that his two years of hypomania were the peak of his composing, significantly higher than the depression he experienced. In addition, Jamison found that creative individuals, especially poets, experienced similar psychological, physiological and manic states at the peak of creative output.
 
Other scholars believe that depression, rather than mania, promotes creativity, while positive emotional states only promote individual motivation and have no effect on creative thinking. Richards points out that it may be depression that promotes creative output from artists. In a depressed state, the alienation of the individual from the external environment will promote the creation of new ideas. Artists may create more high-quality works in a depressed state.
 
Like positive and negative emotions, mania and depression have different effects on creativity. Moderate mania and depression are both needed to create, mild mania can provide energy for creative behavior, and moderate depression can provide the necessary critical evaluation for creative results.
 
According to the above, it is clear that positive and negative emotions have different effects on creativity in different leadership styles, working environments, and team discussion environments. Therefore, in the organizational environment, if managers expect to stimulate their creativity by regulating the emotional state of employees, they need to apply these findings appropriately to specific organizational situations.
 
Democratic or charismatic leaders can enhance employees' positive emotions. They genuinely care for their subordinates and give them full authority and trust. Such a leadership style will enhance the motivation of employees to generate new ideas through self-reflection, thus promoting employees to be more creative. Autocratic managers, on the other hand, can trigger negative emotions of employees. Their distrust makes employees merely tools for passive execution, and their emotions are often suppressed. Such a leadership style is obviously not conducive to employees' initiative to generate new ideas, but in this case, if the leaders assign creative tasks to employees in the form of orders, employees will also have better creative performance.
 
A relaxed and pleasant working environment can make employees feel happy and thus improve their motivation to take the initiative. This approach is more appropriate for organizations that require all employees to think actively and interact with each other. At innovative companies like Google and apple, for example, employees are at home, even more comfortable than they are at home. The company has glass blackboards everywhere so that employees can jot down ideas when they are creative. There are many Spaces in the company, such as cafes, where employees can exchange ideas and collide ideas in a friendly and casual manner. However, those stressful working environments often induce negative emotions of employees, which in fact contributes to employees' creative performance. Such methods are more suitable for organizations that require employees to complete creative products in a more specific framework.


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