To understand why, we need to understand that feelings emerge from the activity of the motivational system, the brain regions that engage your goals and drive you to act. And much of the circuitry of the motivational system involves centers deep in the brain that are not well-connected to the areas of the cortex responsible for our ability to beintrospective about our actions. Consequently, the source of our feelings is not always clear to us.

That means that when you ask someone questions about how they feel about their workplace, people can answer that pretty readily; most people have a sense of whether they feel good or bad about their work and the company. When you ask for more specific information about what is making them feel good or bad, though, people often grope around for a rationale thatcouldexplain their feelings. Whether itdoesexplain them is hard to judge.

When a company has a specific difficulty that it is addressing, people in the organization maypoint to that specific difficulty as the source of their negative feelings. When there are no readymade concepts floating around, though, people seek out candidates.

Based on the books you read, address the above management problem

Note: follow the structure used during lectures

1. Background
2. Purpose of the study
3. Conceptual framework
4. Study variables
5. Objectives of the study
6. Relationship between study variables
7. Local case study (use throughput)
8. Lessons learned
9. Challenges
10. Recommendations
11. Conclusion.