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Humour as Indirect Influence: Different Types of Managers' Sense of Humour and Psychological climate in a Team

100%

Roze J.

Signum Temporis

2010

vol. 3

issue 1

51-62

Introduction. This article examines whether different levels and types of managers' sense of humour influence psychological climate in a work team.The Aim of the Study. To investigate whether different levels out of four humour styles (affiliative, self-enhancing, aggressive, and self-defeating) and managers' sense of humour influence the psychological climate in a team of employees.Materials and Methods. Four varieties of sense of humour were investigated: affiliative, self-enhancing, aggressive, and self-defeating as well as the aggregate multidimensional sense of humour. Multivariate analysis of variance (MANCOVA) was used with a factorial 2 x (gender) x 2 (age) x 2 (humour) as independent variables and level of psychological climate (Support and Involvement scales) in work group as a dependent variable, and EQ interpersonal factor as covariate.Results and Discussion. Female managers' sense of humour does not affect psychological climate in a work team indicating that the subordinates do not appreciate (or simply ignore) females' sense of humour. This conforms to the researches identifying prejudges against female managers. Some research papers state that the managers' role is perceived and explained through traits which are more often attributed to males than females. For male managers sense of humour is linked to the subordinates' willingness to be involved in work, indicating that subordinates appreciate and estimate that the manager has a sense of humour and they are more eager to take up their work roles when the supervisor is understanding and supportive. Controlling of the age factor revealed that sense of humour is important only for young male managers (those under 40); managers with a good sense of humour are perceived as supportive by the subordinates. For older managers (41 and above) no significant differences were found; that means that humour can help if a manager does not have much experience as it in the case with young managers.

Spark and Sparkle – „Iskra i gra”. O tłumaczeniu poezji absurdalnej na przykładzie wiersza Ogdena Nasha

76%

Skrzypecki M.

Poznańskie Studia Polonistyczne. Seria Literacka

2019

issue 36

213-226

The article is a short presentation of a translation concept created by an American cognitivist and physicist Douglas Hofstadter included in his book Le Ton beau de Marot. The principles of the concept are presented by means of a metaphor. Translation is a game of, only partially conscious, participation in an infinite loop: words evoke images and images – words. The contact with the original text creates images in the translator’s mind that he or she translates by means of language structures into sentences/verses of the target language. This cognitive intuition is paired with a structural category of Stanisław Barańczak’s semantic dominant. This methodological, structural-cognitive pair is a starting point for the analysis of Barańczak’s translation of Ogden Nash’s The Dog. The stylistic and formal solutions (especially rhymes) used by the translator are analysed, but the main goal of the text is to capture the elusive, i.e. the analysis of the interlinguistic and‘inter-mental’ translation of the absurd sense of humour.

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1 Poznańskie Studia Polonistyczne. Seria Literacka

1 Signum Temporis

1 Roze J.

1 Skrzypecki M.

1 2019

1 2010

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Humour as Indirect Influence: Different Types of Managers' Sense of Humour and Psychological climate in a Team

Spark and Sparkle – „Iskra i gra”. O tłumaczeniu poezji absurdalnej na przykładzie wiersza Ogdena Nasha