Answer:
All of the choices are correct
Explanation:
Marx believed that depriving the masses of the basic necessities, exploiting or oppressing the poor is the major source of conflicts, whether political or social; he believed, a man's moral consciousness is not a source of his economic prosperity, but his deprivation of prosperity is the source of his moral decline.
In other words, he believes that the conditioning of a man's behaviour or morality is as a result of his historical and social existence.
From Marx's perspective, alcoholism, mental illness and prostitution are all products of the moral degeneration and estrangement fostered by the oppression and exploitation of the poor, women, and African Americans or other minorities.
The answer is "Personality psychologists".
Personality is for the most part depicted as being made up the characteristic examples of thoughts, emotions, and practices that make a man novel. In others words, it is the thing that makes you!
Since personality assumes such an imperative part in human conduct, a whole branch of psychology is committed to the investigation of this interesting subject. Personality psychologists are keen on the unique qualities of people, and likenesses among gatherings of individuals.
Answer:
Less dissatisfied
Explanation:
Poor working conditions at the office can be attributed to poor hygienic/safety conditions around the work environment or poor welfare conditions of the staffs working in an establishment. the result of such poor working conditions makes staff to be dissatisfied with their jobs and it will lead to under productivity of the company and the staffs.
but improvement in the working conditions like with the renovation of the Office will lead to Ellen been less dissatisfied.
Gender-based stereotypes are still prevalent in the workplace. Male
managers often pal around with male subordinates, discussing fantasy
football and weekend golf outings, but keep discussions with women
strictly work-related. At the same time, female managers tend to open up
more with other women in the organization, believing men “just don’t
understand.”
But as a manager, have you tried to incorporate the opposite sex into the world you think is only for your gender?
John Coffey, president of Winning Careers, worked as a manufacturing
manager for 25 years and recalls a situation that epitomizes unfair
stereotypes between genders.
Managers at a local factory were searching for qualified candidates
to fill positions historically held by males. When women were
interviewed and subsequently hired for these positions, the men who were
doing the jobs resisted the change, making comments about how there was
no way a woman could possibly do the job, the work was too physically
demanding and women just didn’t have the mechanical abilities. If you have choices that wound be helpful.
<span><span>Physical boundaries pertain to your personal space, privacy, and body. Do you give a handshake or a hug – to whom and when? How do you feel about loud music, nudity, and locked doors?</span><span><span>Mental boundaries </span>apply to your thoughts, values, and opinions. Are you easily suggestible? Do you know what you believe, and can you hold onto your opinions? Can you listen with an open mind to someone else’s opinion without becoming rigid? If you become highly emotional, argumentative, or defensive, you may have weak emotional boundaries.</span><span>Emotional boundaries distinguish separating your emotions and responsibility for them from someone else’s. It’s like an imaginary line or force field that separates you and others. Healthy boundaries prevent you from giving advice, blaming or accepting blame. They protect you from feeling guilty for someone else’s negative feelings or problems and taking others’ comments personally. High reactivity suggests weak emotional boundaries. Healthy emotional boundaries require clear internal boundaries – knowing your feelings and your responsibilities to yourself and others.</span></span>
