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Why it is important to protect against computer viruses?
Solution:
Computer viruses have a variety of disadvantages, and the fact they have no advantages means they should be avoided at all costs. A computer virus is a malware infection which can harm your computer by altering or destroying parts or all of your software system. It is created using a collection of dangerous files, which can be attached to various, downloads and even website cookies. This means computer users, if unlucky or careless, could easily contract a virus onto their computer without realizing. Computer viruses can be avoided with the use of ant-virus protection software. Read the following points to learn more about the disadvantages and dangers of the computer virus.
• Loss of software functioning
When a malware virus infects your computer, it is highly likely it will alter your software in such a way that you are unable to access certain computer functions. For instance, you will probably be unable to access to the Internet. Additionally, it is likely you will not be able to reset your computer or change the settings. This is because the creators of the virus don't want you to be able to get rid of it. They will do all they can to stop you researching methods of how to rid yourself of the virus and carrying them out.
• Exploitation of vulnerable people
Most computer viruses are created by Internet criminals looking to make money out of people. The virus is likely to show messages stating there is a problem with the computer, which can be fixed by providing a payment to a repairs company. Of course, in reality this 'company' is the criminal, and the payment will not rid the software of the virus. However, those with little computer experience may not realize this, and could provide a payment.
So it is mush Important to Protect against computer Viruses.
Question No 2: Marks 5
Search over internet and write a note about USB port and its usages.
Solution:
A USB port is a standard cable connection interface on personal computers and consumer electronics. USB ports allow stand-alone electronic devices to be connected via cables to a computer (or to each other).
Many types of consumer electronics support USB interfaces. These types of equipment are most commonly used for computer networking:
• USB network adapters
• USB broadband and cellular modems for Internet access
• USB printers to be shared on a home network
For computer-to-computer file transfers without a network, USB keysare also sometimes used to copy files between devices.
Multiple USB devices can also be connected to each other using a USB hub. A USB hub plugs into one USB port and contains additional ports for other devices to connect subsequently.
Connect two devices directly with one USB cable by plugging each end into a USB port. If using a USB hub, plug a separate cable into each device and connect them to the hub individually.
You may plug cables into a USB port at any time regardless of whether the devices involved are powered on or off. However, do not remove cables from a USB port arbitrarily, as this can lose or corrupt data. Follow instructions provided with your equipment before unplugging USB cables.
Many PCs feature more than one USB port, but do not plug both ends of a cable into the same device, as this can cause electrical damage.
Mgt502 Assignment No. 1 Solution Spring 2012
Sunday, April 29, 2012 Edit ThisXLS was a renowned telecom company of Pakistan. XLS was losing its market share and resultantly profits because of intensive competition in telecom sector. The overhead cost of this company was higher than its competitors. To reduce this cost CEO of this company decided to downsize. He announced that more than 10% of the work force will be laid off. As many as 500 employees received early retirement. Although CEO’s ambitious cost-cutting plans were aimed at improving the financial performance of XLS but layoffs are rarely painless. Those who retain their jobs often face new obstacles and difficult adjustments. They have to take over the task of colleagues who are now gone. Survivors may lose trust in the company and may experience “survivors’ guilt” for being allowed to remain in organization, while their other colleagues have been forced to leave. Any rumors of additional layoffs only add to the stress, making employee more fearful and interfering with their ability to focus on their work. XLS must face the immense challenge of keeping the workforce motivated while creating a firmer foundation for profitable operation in the years ahead.
Question
1. According to expectancy theory of motivation, how XLS’s layoffs affect the survivors’ motivation? Give logical reasons to support your answer.
Solution idea:
When layoffs hit, the immediate reaction of those left behind is often panic. Overcome this panic and anxiety by developing a plan for what you’d do if you got laid off, too. And at other side if we see expectancy Theory so, expectancy Theory proposes that a person will decide to behave or act irreverently in a certain way because they are motivated to select a specific behavior over other behaviors due to what they expect the result of that selected behavior will be.
We can take some Examples there as,
# f I spend most of tonight studying will it improve my grade on tomorrow's math exam?
# If I work harder than everyone else in the plant will I produce more?
# If I practice my foul shot more will my foul shooting improve in the game?
# If I make more sales calls will I make any more sales?
Now have Concept of Expectancy Theory and Layoff meaning in MIND and solve your Assignment
::::::::::::::::::::::::::
Question
1. According to expectancy theory of motivation, how XLS’s layoffs affect the survivors’ motivation? Give logical reasons to support your answer.
Expectancy theory makes two assumptions:
(1) workers are motivated to receive positive outcomes and avoid negative outcomes
(2) workers are rational, careful processors of information. Expectancy theory identifies three factors that determine motivation: valence, instrumentality, and expectancy. The most comprehensive and widely accepted explanation of employee motivation to date is Victor room's expectancy theory. Although the theory has its critics, most research evidence supports it. expectancy theory states that an individual tends to act in a certain way based on the expectation that he act will be followed by a given outcome and on the attractiveness of that outcome to the individual. it includes three variables or relationships
This explanation of motivation might sound complex, but it really isn't that difficult to visualize. It can be summed up in the questions: How hard do I have to work to achieve a certain level of performance, and can I actually achieve that level? What reward will performing at that level get me? How attractive is the reward to me, and does it help me achieve my goals? Whether you are motivated to put forth effort (that is, to work) at any given time depends on your particular goals and your perception of whether a certain level of performance is necessary to attain those goals. Let's look at the theory's features and go through an example of how it works.
First, what perceived outcomes does the job offer the employee? Outcomes (rewards) may be positive— things such as pay, security, companionship, trust, fringe benefits, a chance to use talents or skills, or congenial relationships. Or the employee may view the outcomes as negative—fatigue, boredom, frustration, anxiety, harsh supervision, or threat of dismissal. Keep in mind that reality isn't relevant here. The critical issue is what the individual perceives the outcomes to be, regardless of whether the perceptions are accurate.
Second, how attractive are the outcomes or rewards to employees? Are they valued positively, negatively, or neutrally? This obviously is a personal and internal issue that depends on the individual's needs, attitudes, and personality. A person who finds a particular reward attractive—that is, values it positively—would rather get it than not get it. Others may find it negative and, therefore, prefer not getting it. Still others may be neutral about the outcome.
Third, what kind of behavior must the employee exhibit in order to achieve these rewards? The rewards aren't likely to have any effect on an individual employee's performance unless he or she knows, clearly and unambiguously, what must be done to achieve them. For example, what is "doing well" in terms of performance appraisal? What criteria will be used to judge the employee's performance?
Finally, how does the employee view his or her chances of doing what is asked? After an employee has considered his or her own skills and ability to control those variables that lead to success, what's the likelihood that he or she can successfully perform at the necessary level?
Frederick Hertzberg’s motivation-hygiene theory proposes that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction. Believing determines success or failure, Herzberg investigated the question "What do people want from their jobs?" He asked people for detailed descriptions of situations in which they felt exceptionally good or bad about their jobs.
Herzberg concluded from his analysis of the findings that the replies people gave when they felt good about their jobs were significantly different from the replies they gave when they felt badly. Certain characteristics were consistently related to job satisfaction (factors on the left side of the exhibit) and others to job dissatisfaction (factors on the right side). Those factors associated with job satisfaction were intrinsic and included things such as achievement, recognition, and responsibility. When people felt good about their work, they tended to attribute these characteristics to themselves. On the other hand, when they were dissatisfied, they tended to cite extrinsic factors such as company policy and administration, supervision, interpersonal relationships, and working conditions.
In addition, Herzberg believed that the data suggested that the opposite of satisfaction was not dissatisfaction, as traditionally had been believed. Removing dissatisfying characteristics from a job would not necessarily make that job more satisfying (or motivating). As shown in Exhibit 16.4, Herzberg proposed that his findings indicated the existence of a dual continuum: The opposite of "satisfaction" is "no satisfaction," and the opposite of "dissatisfaction" is "no dissatisfaction.
::::::::::::::::::::::::::
Question
1. According to expectancy theory of motivation, how XLS’s layoffs affect the survivors’ motivation? Give logical reasons to support your answer.
Expectancy theory makes two assumptions:
(1) workers are motivated to receive positive outcomes and avoid negative outcomes
(2) workers are rational, careful processors of information. Expectancy theory identifies three factors that determine motivation: valence, instrumentality, and expectancy. The most comprehensive and widely accepted explanation of employee motivation to date is Victor room's expectancy theory. Although the theory has its critics, most research evidence supports it. expectancy theory states that an individual tends to act in a certain way based on the expectation that he act will be followed by a given outcome and on the attractiveness of that outcome to the individual. it includes three variables or relationships
This explanation of motivation might sound complex, but it really isn't that difficult to visualize. It can be summed up in the questions: How hard do I have to work to achieve a certain level of performance, and can I actually achieve that level? What reward will performing at that level get me? How attractive is the reward to me, and does it help me achieve my goals? Whether you are motivated to put forth effort (that is, to work) at any given time depends on your particular goals and your perception of whether a certain level of performance is necessary to attain those goals. Let's look at the theory's features and go through an example of how it works.
First, what perceived outcomes does the job offer the employee? Outcomes (rewards) may be positive— things such as pay, security, companionship, trust, fringe benefits, a chance to use talents or skills, or congenial relationships. Or the employee may view the outcomes as negative—fatigue, boredom, frustration, anxiety, harsh supervision, or threat of dismissal. Keep in mind that reality isn't relevant here. The critical issue is what the individual perceives the outcomes to be, regardless of whether the perceptions are accurate.
Second, how attractive are the outcomes or rewards to employees? Are they valued positively, negatively, or neutrally? This obviously is a personal and internal issue that depends on the individual's needs, attitudes, and personality. A person who finds a particular reward attractive—that is, values it positively—would rather get it than not get it. Others may find it negative and, therefore, prefer not getting it. Still others may be neutral about the outcome.
Third, what kind of behavior must the employee exhibit in order to achieve these rewards? The rewards aren't likely to have any effect on an individual employee's performance unless he or she knows, clearly and unambiguously, what must be done to achieve them. For example, what is "doing well" in terms of performance appraisal? What criteria will be used to judge the employee's performance?
Finally, how does the employee view his or her chances of doing what is asked? After an employee has considered his or her own skills and ability to control those variables that lead to success, what's the likelihood that he or she can successfully perform at the necessary level?
Frederick Hertzberg’s motivation-hygiene theory proposes that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction. Believing determines success or failure, Herzberg investigated the question "What do people want from their jobs?" He asked people for detailed descriptions of situations in which they felt exceptionally good or bad about their jobs.
Herzberg concluded from his analysis of the findings that the replies people gave when they felt good about their jobs were significantly different from the replies they gave when they felt badly. Certain characteristics were consistently related to job satisfaction (factors on the left side of the exhibit) and others to job dissatisfaction (factors on the right side). Those factors associated with job satisfaction were intrinsic and included things such as achievement, recognition, and responsibility. When people felt good about their work, they tended to attribute these characteristics to themselves. On the other hand, when they were dissatisfied, they tended to cite extrinsic factors such as company policy and administration, supervision, interpersonal relationships, and working conditions.
In addition, Herzberg believed that the data suggested that the opposite of satisfaction was not dissatisfaction, as traditionally had been believed. Removing dissatisfying characteristics from a job would not necessarily make that job more satisfying (or motivating). As shown in Exhibit 16.4, Herzberg proposed that his findings indicated the existence of a dual continuum: The opposite of "satisfaction" is "no satisfaction," and the opposite of "dissatisfaction" is "no dissatisfaction.
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