5/26/2018

Unit 4

PERSONALITY AND
ATTITUDE

Meaning of Personality
• Personality can be defined as the sum total of ways in
which an individual reacts and interacts with others.
• It refers to the relatively stable pattern of behavior and
consistent internal state and explains a person’s
behavioral tendencies.
• Personality is shaped by both external and internal traits.
• External traits- Observable behaviors that we notice in an
individual’s personality such as sociability.
• Internal Traits- thoughts, values and genetic characteristics that
we infer from the observable behaviors.
• Individual’s personality is both inherited as well as
shaped by the environment.

1
 5/26/2018

Hofstede’s Framework of Personality

• Culture influences our behavior. It shapes our personal
values and feelings. Geert Hofstede framework provides
an understanding of how values are different across
national cultures and how can they influence personality.
• Dutch Scientist Geert Hofstede initially identified four
cultural dimensions-
 Individualism-Collectivism
 Power Distance
 Uncertainty Avoidance
 Masculinity- Feminity
Later, he added fifth dimension namely
 Long-term/Short-term orientation and

1. Individualism-Collectivism:
Individualism: At work, people from more individualistic
culture defines themselves primarily as individuals rather than
as part of group or organization.
 At work, people from more individualistic cultures tend to be
more concerned about themselves as individuals than about
their work group, individual tasks are more important than
relationships, and hiring and promotion are usually based on
skills and rules.
Collectivism: Collectivism, on the other hand, is characterized
by social frameworks in which people tend to base their
identities on the group or organization to which they belong.
At work, this means that employee–employer links are more
like family relationships, relationships are more important than
individuals or tasks, and hiring and promotion are based on
group membership.

2
 5/26/2018

2. Power Distance:
The degree to which the society views an unequal
distribution of power as acceptable.
Simply put, some cultures are more egalitarian than
others. In high power distance cultures, people occupying
more powerful positions such as managers, teachers, or
those who are older are viewed as more powerful and
deserving of a higher level of respect.
• High power distance within a culture may easily cause
• misunderstandings with those from low power distance
societies. For example, a job candidate for floor level
position from Nepal who is looking at the floor throughout
the interview are in fact showing their respect, but these
behaviors may be interpreted as indicating a lack of
confidence or even disrespect in low power distance
cultures.

Continued…..
• One of the most important ways in which power distance
is expressed in the workplace is that in high power
distance cultures, employees are unlikely to question the
authority of their manager. Managers in these cultures
may be more used to an authoritarian style with lower
levels of participative leadership demonstrated. People
generally take orders without questioning the manager.

3
 5/26/2018

3. Uncertainty Avoidance:
It refers to the degree to which people feel threatened by
ambiguous, risky, or unstructured situations. Cultures high
in uncertainty avoidance prefer predictable situations and
have low tolerance for ambiguity.
Employees in these cultures expect a clear set of
instructions and clarity in expectations. Therefore, there
will be a greater level of creating procedures to deal with
problems and writing out expected behaviors in manuals.

4. Masculinity- Feminity:
• Masculine cultures are cultures that value achievement,
competitiveness, and acquisition of money and other
material objects. Japan and Hungary are examples of
masculine cultures.
• Masculine cultures are also characterized by a separation
of gender roles. In these cultures, men are more likely to
be confident and competitive compared to women.
• In contrast, feminine cultures are cultures that value
maintaining good relationships, caring for the weak, and
emphasizing quality of life.

4
 5/26/2018

5. Long-term/ Short-term orientation:

• People in long-term oriented cultures tend to feel that
future-focused values such as hard-work, persistence and
adaptability are most important.
• In contrast, people in short-term oriented cultures tend to
feel that values emphasizing the past and present such as
respect for religion and stability are most important.
• Asian countries tend to have the strongest long-term
orientation.

Approaches to understanding Personality

Traits and Dimensions
• Most common approaches are:
1. Cattel’s 16 Personality Factors (16 PF)
2. The ‘Big Five’ Personality Theory
3. Personality Profiling Using DISC Methodology

5
 5/26/2018

1. Cattel’s 16 Personality Factors (16 PF)

• Developed by Raymond Cattel
• Psychologist Gordon Allport had identified more than 4,000
words in the English language that could be used to describe
personality traits.
• From Allport’s list, Cattel decreased the number into 171
because he believed that uncommon traits should be
eliminated. He used a statistical technique known as factor
analysis to identify traits that are related to one another. In
his research, Cattel eventually narrowed down the list into 16
personality traits.

Based on these 16 factors, he developed a personality

assessment called the 16PF. Instead of a trait being
present or absent, each dimension is scored over a
range, from high to low. For example, your level of warmth
describes how warm, caring, and nice to others you are. If
you score low on this index, you tend to be more distant
and cold.

• Cattel's 16 PF is widely used today. It is used for career

counseling in education and vocational guidance. In
business, it is used in personnel selection, especially for
choosing managers.

6
 5/26/2018

Primary Factor Ref Low High

Warmth A Reserved Outgoing
Reasoning B Less intelligent More intelligent
Emotional Stability C Affected by feelings Emotionally stable
Dominance E Submissive, Humble Assertive, Stubborn
Liveliness F Serious, silent Happy-go-lucky, expressive
Rule-Consciousness G Expedient, disregard rules Rule-bound, conscientious
Social Boldness H Shy, hesitant Venturesome, can take stress
Sensitivity I Utilitarian, Objective Sensitive, aesthetic
Vigilance L Trusting, unsuspecting Skeptical, Suspicious
Abstractedness M Solution-oriented, practical Imaginative, absorbed in ideas
Privateness N Naïve, unpretentious Discrete, diplomatic
Apprehension O Self-assured, unworried Self-doubting, worried
Openness to Change Q1 Conservative, traditional Liberal, experimenting
Self-Reliance Q2 Group-oriented, dependent Solitary, individualistic
Perfectionism Q3 Tolerates disorder, flexible Organized, Precise
Cattel’s 16 Primary factors and scores
Tension Q4 Relaxed, Placid Tense, impatient

7
 5/26/2018

The Big Five Personality Traits

• Psychologists have identified thousands of personality traits
and dimensions that differentiate one person from another.
But in recent years, researchers have identified five
fundamental personality traits that are especially relevant to
organizations. These traits are now commonly called the “big
five” personality traits.

1. Conscientiousness:
refers to the degree to which a person is
organized, systematic, punctual, achievement
oriented, and dependable.
Conscientious people focus on relatively few
goals at one time.
Research has found that more conscientious
people tend to be higher performers than less
conscientious people in a variety of different jobs.
Those who score low on this dimension are
easily distracted, disorganized, and unreliable.

8
 5/26/2018

2. Emotional Stability (Neuroticism):

People who are relatively more neurotic tend to
experience unpleasant emotions such as anger,
anxiety, depression, and feelings of vulnerability
more often.
 People who are less neurotic are relatively calm,
resilient, and secure. people who are more
neurotic are more excitable, insecure, reactive,
and subject to extreme mood swings.
People with less neuroticism might be expected
to better handle job stress, pressure, and tension.
Their stability might also lead them to be seen as
being more reliable.

3. Agreeableness:
refers to a person’s ability to get along with
others.
Agreeableness causes people to be gentle,
cooperative, forgiving, understanding, and good-
natured in their dealings with others. But lack of it
results in others’ being irritable, short-tempered,
uncooperative, and generally antagonistic toward
other people.
Highly agreeable people are better at developing
good working relationships with coworkers,
subordinates, and higher-level managers

9
 5/26/2018

4. Extraversion:
is the degree to which a person is outgoing,
talkative, and sociable, and enjoys being in social
situations.
• Findings show that extroverts are more likely to
be attracted to jobs based on personal
relationships, such as sales and marketing
positions.
• Introverts are much less sociable, talkative, and
assertive, and more reluctant to begin new
relationships.

5. Openness to change:
People with high levels of openness are willing to
listen to new ideas and to change their own
ideas, beliefs, and attitudes in response to new
information.
They also tend to have broad interests and to be
curious, imaginative, and creative.
They are highly motivated to learn new skills, and
they do well in training settings.
On the other hand, people with low levels of
openness tend to be less receptive to new ideas
and less willing to change their minds.

10
 5/26/2018

Personality Profiling using DISC Methodology

The DiSC model, based on the work of psychologist William
Moulton Marston in the 1920s, is a popular and relatively
easy way to assess behavioral styles and preferences.

The tool classifies people's behavior into four types

(Dominance, Influence, Steadiness, and Conscientiousness)
by looking at their preferences on two scales:
• Task versus People.
• Fast-Paced versus Moderate-Paced.

The diagram below shows the two axes that mark out
four quadrants, each with its own type of behavior.

11
 5/26/2018

The four quadrant model explains the behavior of people

with high degrees of D, I, S and C.
People who fall into the same quadrant tend to solve
problems, communicate and make decisions in similar
ways.

Strengths and limitations of 4 dimensions

1. Dominance: Achieves success by taking
decisive action towards their goal.
Strengths: comfortable in leadership role, problem
solver, can make tough decisions, not
afraid to confront issues, sees change
as a challenge, stays focused on the
mission.
Limitations: intimidating, insensitive, impatient,
intolerant, unapproachable.

12
 5/26/2018

2. Influence: Achieves success by persuading

others to work with them towards the goal.
Strengths: always available for others, spreads
positive attitude, praises others.
Limitations: delay in project completion, lacks
organization.

3. Steadiness: Works with others as part of a

team to achieve success.
Strengths: good team player, good listener, easy
to get along with.
Limitations: indecisive, indirect, resistant to
change.

4. Conscientious: works within rules and

procedures to ensure success.
Strengths: thorough, follows standards accurately,
diplomatic, accurate.
Limitations: overly concerned with perfection,
aloof, delay decisions, want more data.

13
 5/26/2018

Fundamental Interpersonal Relations

Orientation Behavior (FIRO-B)
 The basic idea behind the FIRO-B concept was first
proposed by American Psychologist Will Schutz in 1958.
 This frameworks describes that personal needs of an
individual affect on personality and behavior of the
person.
 FIRO-B includes following three needs

• Need for Inclusion— Inclusion refers to how much interaction a

person wants. It is the need of an individual to be included and
recognized. If a person perceives that these needs are fulfilled,
he/she becomes positive, supportive and favorable.

• Need for Control--Control refers to influence, decision-making and

being in charge. These reflect esteem needs of the individuals. They
expect different roles and responsibilities in groups, departments and
at organizational level.

• Need for Affection-- Openness refers to sharing of personal feelings

and thoughts with others. It is the need of an individual to be liked or
favored by other people.

 Each needs are also further modified by two factors:

1. Expressed Behavior 2. Wanted Behavior

14
 5/26/2018

• Expressed Behavior is related to how comfortable we feel

about exhibiting a behavior toward other people.
• Wanted behavior, on the other hand, is related to the level
we want other people to exhibit a behavior toward us.
Inclusion Control Affection
(Involvement) (Influence) (Connection)

E The degree to which I The degree to The degree to which I

include others in my which I want to want to show personal
activities. control others. warmth and openness to
others.

W The degree to which I The degree to The degree to which I

want others to include which I want others want others to show
me in their activities. to control me. warmth and openness to
me.

• An individual’s score or results arising from FIRO-B can

be used as a tool to predict how comfortable they will be
interacting with others in specific situations.

example, person “A”, has a high Expressed Control

preference and person “B” has a low Expressed Control
preference. These two individuals are a natural fit. Person
“A” will gladly take the leadership role while person “B” will
be happy not having to take the leadership role.

15
 5/26/2018

Personality Traits
There are a number of specific personality attributes that
can be used to predict behaviors exhibited at the
workplace. The following are some of the important
attributes of personality:
1. Locus of Control
2. Authoritarianism
3. Dogmatism
4. Machiavellianism (Mach)
5. Risk-Propensity
6. Self-Monitoring
7. Self-Esteem

1. Locus of control: Locus of control indicates the degree

to which people believe they are masters of their own
fate.
Individuals with high internal locus of control believe
that they control their own destiny and what happens to
them is the outcome of their own acts.
Those with high external locus of control feel that things
happen to them because of other people, luck, or a
powerful being such as god, fate and destiny.

Researches show that internals are more satisfied when

working under participative management system. Internals
are more suited to jobs that require initiative and
independence. Externals do well in routine jobs where
success depends heavily on complying with the direction of
others.

16
 5/26/2018

2. Authoritarianism: refers to the belief that there should be

status and power differences among people in organizations.
People with high authoritarianism are strongly oriented towards
conformity of rules and regulations. They prefer autocratic
leadership style. Subordinates who believe in authoritarianism
work better under direct supervision.
People with low authoritarianism prefer participative leadership
and open communication.

3. Dogmatism: refers to the degree of rigidity a person displays

toward the information that is contrary to his or her own
established beliefs.
Low dogmatic individuals are less likely to give negative
feedbacks and are less likely to reject others.
Highly dogmatic people refuse to open their minds to new
ideas.

4. Machiavellianism: It refers to the tendency of

manipulating others as a primary way of achieving one’s
goals.
Machiavellianism is named after Niccolo Machiavelli, who
wrote in the 16th century on how to gain and manipulate
power.
An individual high in Machiavellianism is pragmatic,
maintains emotional distance, and believes that ends can
justify means.
High Mach man has high self confidence and high self
esteem. They have no hesitation using others or taking
advantage of others in order to serve their own goals.
They are not easily swayed by a sense of friendship, trust
or loyalty.

17
 5/26/2018

5. Risk-Propensity: refers to the extent to which an individual

accepts the calculated risk in making business decisions.
This propensity to accept or avoid risks has an impact on how
long managers take to make decisions and how much
information they require before making their choice.
Research shows that high risk taking managers make more
rapid decisions and use less information in making their
choices.

6. Self-Monitoring: refers to an individual’s ability to adjust his

or her behavior to external situational factors.
Individuals high in self-monitoring can behave differently in
different situations.
High self-monitors can be more successful in managerial
positions where individuals are required to play multiple and
even contradictory roles.

7. Self-Esteem: refers to the degree to which an individual

likes or dislikes himself. It is the degree of respect a person
has for himself.
High self esteem people believe that they possess the
ability they need to succeed at work.
Individuals with high self esteem will take more risks in
job selection. They are more likely to choose
unconventional jobs than people with low self esteem.
In managerial positions, the low esteems tend to be
concerned with pleasing others and, therefore, less likely
to take unpopular stands.

18
 5/26/2018

Attitudes
• Attitude is an evaluative statement or judgment
concerning objects, people or events.
• It is an expression of favorable or unfavorable evaluation
of a person, place, thing or event.
• It indicates our feelings such as likes or dislikes,
satisfactions or dissatisfactions.
• In organization, employees hold attitudes regarding pay,
hours of work, promotion, job security etc.

For example, if someone says, “I like my job”, this

statement expresses his attitude towards his job.

At work, two particular job attitudes significantly influence our

work behavior. These are job satisfaction and organizational
commitment.
 Job satisfaction refers to the feelings people have toward their
job.
 Organizational commitment is the emotional attachment people
have toward the company they work for

Characteristics/Nature of Attitude
Attitudes are learned.
They tend to persist unless something is done to change them.
Example, if X is transferred to day shift, his attitude may
become positive.
They can fall anywhere along a continuum from very favorable
to very unfavorable.
All people, irrespective of their status or intelligence, hold
attitudes.

19
 5/26/2018

Components of Attitudes
• In general, attitudes have three components: Cognition,
Affect and Behavior. (Also called ABC Model of Attitude)

Cognitive Component: This component includes the beliefs an

individual has about a certain person, object or situation.
e.g. ‘Discrimination is wrong.’
‘You need to work long hours to get ahead in this job.’
‘Japanese workers are productive.’
The cognitive component sets the stage for more critical part of
attitude- the affective component.

Affective Component: Affect is the emotional component of

attitude. This component refers to the person’s feelings that
result from his or her beliefs about a person, object or situation.
Statements such as ‘I like this’ or ‘I prefer that’ reflect the
affective component of an attitude. Example:-
A person who believes hard work leads to promotion may feel
anger or frustration when he or she works hard but is not
promoted.

20
 5/26/2018

Behavioral Component: This component refers to the

individual’s behavior that occurs as a result of his or her
feeling about a person, object or situation.
It is an intention to behave in a certain way towards and
object or person.
We may be supportive, passive or hostile depending on
our attitude.
‘I am looking for other job that pays better than my current
job.’

Functions of Attitude
• Attitudes serve four major functions for an individual:
1. Adjustment function
2. Ego-Defensive function
3. Value-Expressive function
4. Knowledge function

 Adjustment function:
The adjustment function directs people toward pleasurable or
rewarding objects and away from unpleasant, undesirable
ones.
It helps people adjust to their work environment. When
employees are well-treated, they are likely to develop a positive
attitude toward management and the organization.
It serves the utilitarian concept of maximizing reward and
minimizing punishment.

21
 5/26/2018

These attitudes help employees adjust to their

environment and are a basis for future behaviors.
For example, if employees who are well treated are asked
about management or the organization, they are likely to
say positive things.
Thus, the attitudes of employees depend to a large
degree on their perceptions of what is rewarding and what
is punishing.

Ego-Defensive function: Attitudes that are formed to

protect the ego or self-image from threats fulfill the ego
defensive functions.
Attitudes may protect us from feelings that we’d rather not
experience. They help people to retain their dignity.

For example: an older manager whose decisions are

continually challenged by a younger subordinate manager may
feel that the later is immature, and inexperienced. The older
manager is not going to admit this but will try to protect the ego
by putting the blame on the younger one.
This function of Attitudes serve as defense mechanism to
protect ourselves from psychological harm.
Mechanisms include:
a. Denial- helps person to deny the harsh reality. E.g. If a
supervisor strongly believes that employee X is the most
productive worker, he refuses to see negative sides of an
employee’s behavior.
b. Repression: trying to remove a traumatic experience from
conscious memory.
c. Projection: to attribute our own unacceptable qualities or
feelings to other people. “E.g. Everyone is corrupt.”
d. Rationalization: a form of self deception. E.g. “Grapes are
sour”. “Wealth is the root of all evils”.

22
 5/26/2018

Value-Expressive function: This function of attitude

helps to express one’s central values and self-image.
E.g. If an employee is guided by the value of freedom, the
employee may express very positive attitudes towards
decentralization of authority, flexible work schedules etc.
“I am an honest person, so I always criticize corrupted
people.”

Knowledge Function: People need to maintain a stable,

organized and meaningful view of the world.
Acquiring knowledge and information helps a person to
form an attitude.
The knowledge function of attitude is observed more in
consumer behavior.

For example, attitude prompts a purchaser to prefer a

particular brand of car, and they do not have to re-
examine their values prior to the decision to buy.
However, if existing attitudes are inadequate, then the
acquisition of new knowledge could bring about a
changed attitude.

In the absence of knowledge about a person, we may use

a stereotyped attitude for judging the person.

23
 5/26/2018

Changing attitudes
• Employee attitudes need to be changed, when
they are unfavorable.
For example, if employees believe that their
employer does not look after their welfare, the
management should try to change employees’
attitude.
But, changing attitudes is a difficult task as
attitudes generally stable. Difficulty in changing
attitudes arises because of barriers such as prior
commitment and insufficient information.

1. Barriers to changing attitudes

Prior commitment: When people are committed
towards a particular course of action that has
already been agreed upon and thus it becomes
difficult for them to change or accept the new
ways of functioning.
Insufficient information: Sometimes people do
not see a reason why they should change their
attitude due to unavailability of adequate
information.

24
 5/26/2018

2. Providing new information

Negative attitudes are mainly formed due to lack of or
insufficient information.
Workers generally hold negative attitudes because of the
ignorance about the good intentions of the management.
Once they come to know how the management cares for
the welfare of the workers, they change their attitude.

3. Use of Fear:
Fear can change attitude.
If low levels of fear are used, people often ignore them.
If moderate levels of fear are used, people often become
aware of the situation and will change their attitudes.
If high levels of fear are used, people often reject them
because it is too threatening and thus not believable.

3. Resolving Discrepancies
Another way of changing the attitudes is by resolving
discrepancies between attitudes and behavior.
For example, research shows that when a person has
more than one job offers and he has to make a choice, he
often feels that his final choice may have been a mistake.
However, the theory of cognitive dissonance says that this
conflict will not last long because people will try to actively
reduce the dissonance by attitude change. When he takes
the new job and starts working, he will start having
negative feelings towards the jobs which he has not
chosen and positive ones towards the job which he has
chosen.

25
 5/26/2018

4. Influence of friends or peers

Persuasion of friends and peers can bring about
changes in attitudes of a person.
The opinions, suggestions or recommendations of
peers influence a person to change his or her
attitude towards the management and the job.

5. Co-opting: Another way in which attitude change

takes place is by co-opting, which means inviting
people who are dissatisfied with a situation and
getting them involved in improving things.

For example, an employee feels that the company

should be doing something for improving the
employees’ benefits. The company appoints him as a
member of the employees benefit committee.
By giving him the opportunity to participate in
employee benefit decision making, the company
increases the chances that his attitude will change.
Once he realizes the practical problems involved in
determining the best possible benefits hard work
involved in it, he is most likely to change his attitude.

26
 5/26/2018

Organizational Commitment
Organizational commitment is the degree to which an
employee identifies with a particular organization and its
goals and wishes to maintain membership in the
organization.
It can be viewed as an employee’s psychological
attachment to the organization.
It is one of the significant job-related attitude.
people are committed to their jobs because of one of the
following reasons:
• they love what they do
• they fear what they could lose if they leave
• they feel obligated to the company, or to their manager.

Dimensions of Organizational
Commitment
• Meyer and Allen (1997) suggested that organizational
commitment could be based on any one of three elements
or dimensions:
1. Affective Commitment
2. Continuance Commitment
3. Normative Commitment

Affective Commitment
Affection for your job
an employee’s intention to remain in an organization
because of a strong desire to do so.

27
 5/26/2018

Affection for a job occurs when a person feels a strong

emotional attachment to his or her organization, and to the
work that he or she does.
Employees identify with the organization's goals and
values, and they genuinely want to be there.

Continuance Commitment:
Fear of loss
An employee’s tendency to remain in an organization
because the person cannot afford to leave.
It mostly takes place when leaving the current job will
result in getting a less lucrative job or being jobless.

However, the perceived losses can be both

monetary and non-monetary. For example:
 Monetary loss: you'd lose salary and benefits
 Professional Loss: you might lose seniority or role-
related skills
 Social Loss: you'd lose friendships or allies.

Normative Commitment:
Represents an obligation to stay in the organization.
This type of commitment occurs when you feel a
sense of obligation to your organization, even if
you're unhappy in your role, or even if you want to
pursue better opportunities.

28
 5/26/2018

Employees are guided by a sense of duty and

loyalty towards the organization.
This sense of obligation arises from several factors.
For example, You might feel that you should remain
with your organization because it has invested
money or time in your training.

Guidelines to enhance Organizational Commitment

Experienced and smart employees always have plenty of job

opportunities. It’s a big challenge for today’s organizations to
retain highly qualified employees. Thus, organizations need
to have workforce with high organizational commitment.
Following are some guidelines to enhance organizational
commitment:
1. Commit to People-First Values: Put it in writing, hire the
right-kind managers and walk the talk.
2. Clarify and communicate organization’s mission: clarify
the organization’s mission and philosophy, use value-
based hiring practices, stress values-based orientation
and training.

29
 5/26/2018

3. Guarantee organizational justice. Have a

comprehensive grievance procedure; provide for
extensive two-way communications.
4. Create a sense of community. Build value-based
uniformity, emphasize barn-raising and teamwork; get
together.
5. Support employee development. Commit to actualizing
empower employees, promote from within; provide
developmental activities.

Organizational Citizenship Behaviors

(OCB)
• It refers to the behaviors of individuals beyond the normal
duties of their position.
• It deals with the actions and behaviors that are not
required by workers. They are not critical to the job, but
benefit the team and the organization.
• OCB includes such behaviors as:
Cooperation
supporting the supervisor
helping co-workers
suggesting improvements
punctuality and attendance beyond required levels.

30
 5/26/2018

Types of OCB
Altruism:
when a person decides to help someone else without
expecting anything in return.
E.g. helping a co-worker finish a project or a set of tasks
even though not formally required.

Courtesy:
when a worker is considerate or polite to those they work
with.
E.g. asking if a coworker is having any trouble with a
certain task.
Providing advance notices and reminders

Sportsmanship:
Staying in good spirit even when something doesn’t go as
planned or when something is being perceived as
annoying or frustrating.
a worker refraining from complaining or gossiping about
his rejected project proposal

Conscientiousness:
suggests a reasonable level of self-control and discipline,
which extends beyond the minimum requirements
expected in that situation
conscientiousness is observed when an employee not
only meets their employer’s requirements—such as
coming into work on time and completing assignments on
time—but exceeds them.

31
 5/26/2018

Civic Virtue:
when a worker represents the company they are
associated with in a positive light
E.g. speaking positively about the business to friends,
family and acquaintances
participating in charity projects supported by the company

32