Post by ratna479 on May 16, 2024 9:00:56 GMT
Well-being survey conducted by gallup during the pandemic was the significant increase in the level of well-being reported by people. It is difficult to believe that this could actually have happened, therefore, gallup raised at least two hypotheses that justify such data: (1) as the interviews were carried out over the phone, people may not have responded with the same level of commitment as they did. They do so when the interviews are personal, and in addition there are studies that indicate an inclination to claim greater satisfaction in telephone surveys; (2) as the interviews were carried out at a time when some countries (such as china) were going through a recovery phase from the pandemic, satisfaction with this situation may have led to an improvement in the indicator. Part 5: what leaders can do to improve people's lives.
Chapter 18: what the public sector can do. The five actions that public leaders can take to take care of the way people see and live their lives are: (1) include happiness and well-being statistics among development indicators going beyond the Jamaica Email List economic perspective; (2) report well-being statistics more frequently and based on larger surveys; (3) do not interfere with research results, keeping them honest and based on technical and non-political criteria; (4) prepare official statistics to measure and publicize companies that offer good jobs and excellent jobs; (5) work with statistics that reflect the many dimensions of an excellent life. Chapter 19: what private sector leaders can do. Some leaders are acting to transform shareholder capitalism, in which the central objective is to generate profits, into stakeholder capitalism, in which all groups that interact with the company are valued in a balanced way and in line with a purpose.
Wider. This is not a new idea, with the first author having spoken about it in 1932, although its widespread application is very recent, in some companies on a consistent basis and in others more for marketing exhibitionism. Companies that make this movement seriously begin by listening to employees, understanding their demands, serving them with humanity, and helping them develop towards the manifestation of their most genuine essences. With a team committed to this first step, companies can begin to understand and serve their customers, generating rational value through good products and emotional value through genuine relationships. But the change cannot stop there. It is important to include suppliers, who must be treated respectfully as true partners. Beyond the community: boosting the lives of citizens and generating opportunities for everyone in the regions where the company is located. Chapter 20: what the public and private sectors can do together.