Japanese Verb Conjugations Group One

​Japanese verbs are roughly divided into three groups according to their dictionary form (basic form). The basic form of group one  verbs end with ~ u.   The verbs in this group are also called consonant-stem verbs or Godan-doushi (Godan verbs). Here are some of the conjugations of the various group one  verbs in Japanese. iku (to go) Informal Present(Dictionary Form) iku Formal Present(~ masu Form) ikimasu Informal Past (~ ta Form) itta Formal Past ikimashita Informal Negative(~ nai Form) ikanai Formal Negative ikimasen Informal Past Negative ikanakatta Formal Past Negative ikimasen deshita ~ te Form itte Conditional ikeba Volitional ikou Passive ikareru Causative ikaseru Potential ikeru Imperative(Command) ike yomu (to read) Informal Present(Dictionary Form) yomu Formal Present(~ masu Form) yomimasu Informal Past (~ ta Form) yonda Formal Past yomimashita Informal Negative(~ nai Form) yomanai Formal Negative yomimasen Informal Past Negative yomanakatta Formal Past Negative yomimasen deshita ~ te Form yonde Conditional yomeba Volitional yomou Passive yomareru Causative yomaseru Potential yomeru Imperative(Command) yome kaeru (to return) Informal Present(Dictionary Form) kaeru Formal Present(~ masu Form) kaerimasu Informal Past (~ ta Form) kaetta Formal Past kaerimashita Informal Negative(~ nai Form) kaeranai Formal Negative kaerimasen Informal Past Negative kaeranakatta Formal Past Negative kaerimasen deshita ~ te Form kaette Conditional kaereba Volitional kaerou Passive kaerareru Causative kaeraseru Potential kaereru Imperative(Command) kaere shiru (to know) Informal Present(Dictionary Form) shiru Formal Present(~ masu Form) shirimasu Informal Past (~ ta Form) shitta Formal Past shirimashita Informal Negative(~ nai Form) shiranai Formal Negative shirimasen Informal Past Negative shiranakatta Formal Past Negative shirimasen deshita ~ te Form shitte Conditional shireba Volitional shirou Passive shirareru Causative shiraseru Potential shireru Imperative(Command) shire    tsuku (to arrive)   Informal Present(Dictionary Form) tsuku Formal Present(~ masu Form) tsukimasu Informal Past (~ ta Form) tsuita Formal Past tsukimashita Informal Negative(~ nai Form) tsukanai Formal Negative tsukimasen Informal Past Negative tsukanakatta Formal Past Negative tsukimasen deshita ~ te Form tsuite Conditional tsukeba Volitional tsukou Passive tsukareru Causative tsukaseru Potential tsukeru Imperative(Command) tsuke wakaru (to understand) Informal Present(Dictionary Form) wakaru Formal Present(~ masu Form) wakarimasu Informal Past (~ ta Form) wakatta Formal Past wakarimashita Informal Negative(~ nai Form) wakaranai Formal Negative wakarimasen Informal Past Negative wakaranakatta Formal Past Negative wakarimasen deshita ~ te Form wakatte Conditional wakareba Volitional wakarou Passive wakarareru Causative wakaraseru Potential -------- Imperative(Command) wakare kakaru (to take) Informal Present(Dictionary Form) kakaru Formal Present(~ masu Form) kakarimasu Informal Past (~ ta Form) kakatta Formal Past kakarimashita Informal Negative(~ nai Form) kakaranai Formal Negative kakarimasen Informal Past Negative kakaranakatta Formal Past Negative kakarimasen deshita ~ te Form kakatte Conditional kakareba Volitional kakarou Passive -------- Causative -------- Potential -------- Imperative(Command) -------- okuru (to send) Informal Present(Dictionary Form) okuru Formal Present(~ masu Form) okurimasu Informal Past (~ ta Form) okutta Formal Past okurimashita Informal Negative(~ nai Form) okuranai Formal Negative okurimasen Informal Past Negative okuranakatta Formal Past Negative okurimasen deshita ~ te Form okutte Conditional okureba Volitional okurou Passive okurareru Causative okuraseru Potential okureru Imperative(Command) okure uru (to sell) Informal Present(Dictionary Form) uru Formal Present(~ masu Form) urimasu Informal Past (~ ta Form) utta Formal Past urimashita Informal Negative(~ nai Form) uranai Formal Negative urimasen Informal Past Negative uranakatta Formal Past Negative urimasen deshita ~ te Form utte Conditional ureba Volitional urou Passive urareru Causative uraseru Potential ureru Imperative(Command) ure aruku (to walk) Informal Present(Dictionary Form) aruku Formal Present(~ masu Form) arukimasu Informal Past (~ ta Form) aruita Formal Past aruikimashita Informal Negative(~ nai Form) arukanai Formal Negative arukimasen Informal Past Negative arukanakatta Formal Past Negative arukimasen deshita ~ te Form aruite Conditional arukeba Volitional arukou Passive arukareru Causative arukaseru Potential arukeru Imperative(Command) aruke asobu (to play) Informal Present(Dictionary Form) asobu Formal Present(~ masu Form) asobimasu Informal Past (~ ta Form) asonda Formal Past asobimashita Informal Negative(~ nai Form) asobanai Formal Negative asobimasen Informal Past Negative asobanakatta Formal Past Negative asobimasen deshita ~ te Form asonde Conditional asobeba Volitional asobou Passive asobareru Causative asobaseru Potential asoberu Imperative(Command) asobe au (to meet) Informal Present(Dictionary Form) au Formal Present(~ masu Form) aimasu Informal Past (~ ta Form) atta Formal Past aimashita Informal Negative(~ nai Form) awanai Formal Negative aimasen Informal Past Negative awanakatta Formal Past Negative aimasen deshita ~ te Form atte Conditional aeba Volitional aou Passive awareru Causative awaseru Potential aeru Imperative(Command) ae hairu (to enter) Informal Present(Dictionary Form) hairu Formal Present(~ masu Form) hairimasu Informal Past (~ ta Form) haitta Formal Past hairimashita Informal Negative(~ nai Form) hairanai Formal Negative hairimasen Informal Past Negative hairanakatta Formal Past Negative hairimasen deshita ~ te Form haitte Conditional haireba Volitional hairou Passive hairareru Causative hairaseru Potential haireru Imperative(Command) haire hajimaru (to begin, to start) Informal Present(Dictionary Form) hajimaru Formal Present(~ masu Form) hajimarimasu Informal Past (~ ta Form) hajimatta Formal Past hajimarimashita Informal Negative(~ nai Form) hajimaranai Formal Negative hajimarimasen Informal Past Negative hajimaranakatta Formal Past Negative hajimarimasen deshita ~ te Form hajimatte Conditional hajimareba Volitional hajimarou Passive -------- Causative -------- Potential -------- Imperative(Command) -------- motsu (to have) Informal Present(Dictionary Form) motsu Formal Present(~ masu Form) mochimasu Informal Past (~ ta Form) motta Formal Past mochimashita Informal Negative(~ nai Form) motanai Formal Negative mochimasen Informal Past Negative motanakatta Formal Past Negative mochimasen deshita ~ te Form motte Conditional moteba Volitional motou Passive motareru Causative motaseru Potential moteru Imperative(Command) mote narau (to learn) Informal Present(Dictionary Form) narau Formal Present(~ masu Form) naraimasu Informal Past (~ ta Form) naratta Formal Past naraimashita Informal Negative(~ nai Form) narawanai Formal Negative naraimasen Informal Past Negative narawanakatta Formal Past Negative naraimasen deshita ~ te Form naratte Conditional naraeba Volitional naraou Passive narawareru Causative narawaseru Potential naraeru Imperative(Command) narae omou (to think) Informal Present(Dictionary Form) omou Formal Present(~ masu Form) omoimasu Informal Past (~ ta Form) omotta Formal Past omoimashita Informal Negative(~ nai Form) omowanai Formal Negative omoimasen Informal Past Negative omowanakatta Formal Past Negative omoimasen deshita ~ te Form omotte Conditional omoeba Volitional omoou Passive omowareru Causative omowaseru Potential omoeru Imperative(Command) omoe oyogu (to swim) Informal Present(Dictionary Form) oyogu Formal Present(~ masu Form) oyogimasu Informal Past (~ ta Form) oyoida Formal Past oyogimashita Informal Negative(~ nai Form) oyoganai Formal Negative oyogimasen Informal Past Negative oyoganakatta Formal Past Negative oyogimasen deshita ~ te Form oyoide Conditional oyogeba Volitional oyogou Passive oyogareru Causative oyogaseru Potential oyogeru Imperative(Command) oyoge tatsu (to stand) Informal Present(Dictionary Form) tatsu Formal Present(~ masu Form) tachimasu Informal Past (~ ta Form) tatta Formal Past tachimashita Informal Negative(~ nai Form) tatanai Formal Negative tachimasen Informal Past Negative tatanakatta Formal Past Negative tachimasen deshita ~ te Form tatte Conditional tateba Volitional tatou Passive tatareru Causative tataseru Potential tateru Imperative(Command) tate utau (to sing) Informal Present(Dictionary Form) utau Formal Present(~ masu Form) utaimasu Informal Past (~ ta Form) utatta Formal Past utaimashita Informal Negative(~ nai Form) utawanai Formal Negative utaimasen Informal Past Negative utawanakatta Formal Past Negative utaimasen deshita ~ te Form utatte Conditional utaeba Volitional utaou Passive utawareru Causative utawaseru Potential utaeru Imperative(Command) utae kaku (to write) Informal Present(Dictionary Form) kaku Formal Present(~ masu Form) kakimasu Informal Past (~ ta Form) kaita Formal Past kakimashita Informal Negative(~ nai Form) kakanai Formal Negative kakimasen Informal Past Negative kakanakatta Formal Past Negative kakimasen deshita ~ te Form kaite Conditional kakeba Volitional kakou Passive kakareru Causative kakaseru Potential kakeru Imperative(Command) kake nomu (to drink) Informal Present(Dictionary Form) nomu Formal Present(~ masu Form) nomimasu Informal Past (~ ta Form) nonda Formal Past nomimashita Informal Negative(~ nai Form) nomanai Formal Negative nomimasen Informal Past Negative nomanakatta Formal Past Negative nomimasen deshita ~ te Form nonde Conditional nomeba Volitional nomou Passive nomareru Causative nomaseru Potential nomeru Imperative(Command) nome kiku (to listen) Informal Present(Dictionary Form) kiku Formal Present(~ masu Form) kikimasu Informal Past (~ ta Form) kiita Formal Past kikimashita Informal Negative(~ nai Form) kikanai Formal Negative kikimasen Informal Past Negative kikanakatta Formal Past Negative kikimasen deshita ~ te Form kiite Conditional kikeba Volitional kikou Passive kikareru Causative kikaseru Potential kikeru Imperative(Command) kike kau (to buy) Informal Present(Dictionary Form) kau Formal Present(~ masu Form) kaimasu Informal Past (~ ta Form) katta Formal Past kaimashita Informal Negative(~ nai Form) kawanai Formal Negative kaimasen Informal Past Negative kawanakatta Formal Past Negative kaimasen deshita ~ te Form katte Conditional kaeba Volitional kaou Passive kawareru Causative kawaseru Potential kaeru Imperative(Command) kae

The Current Economic Situation Of The Euro Area - 1161 Words

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Employee Behavior Free Essays

A proper understanding of employee behavior in a workplace is key to maximizing the potential of an organization. Proponents of scientific behavioral approach argue that the use of scientific methods in dealing with employee productivity in an organizational set up is the key to success. Behavioral- science approach theorists, Mary Parker Follet, Hugo Munsterberg and Elton Mayo laid much emphasis on the human and psychological factors which are likely to affect the workers. We will write a custom essay sample on Employee Behavior or any similar topic only for you Order Now Considerable notions of these theories illuminate employee relationship and motivation, information processing and organizational development. The trio is considered the founders of organizational psychology and behavioral approaches in the theories of management.Follet is an American social worker, a pioneer in the organizational theory and organizational behavior fields also a management consultant. Her theory criticized the poor handling of employees and argued that managers should stop being authoritative but instead, grant their employees the freedom to collaborate, socialize and work in teams with minimal supervision. Munsterberg, on the other hand, argued that hiring of workers with the right personality and mental capabilities for performing certain jobs is key. Moreover, increased employee motivation, job performance, and employee retention are very imperative. His theory suggests that matching of the correct jobs and skills to employee personality very significant for the employee performance. Elton Mayo, who started human relations movement is best known for Hawthorne studies which were conducted at the western electric company. His theory was based on the soft ways for successful management. He recommended that individual’s work performance depends on both social matters and job satisfaction. He contributed significantly to behaviorism movement in the management field. However, despite criticisms from other proponents such as Marx, Weber, and Taylor, modern behavioral pioneers, Follet, Munsterberg and Mayo contributed immensely to the modern viewpoints in management. Their arguments that successful management stems from understanding how best to treat and motivate employees upholds. Furthermore, application of the theories has made employees become more efficient in their jobs.Q2: Organizational structureOrganizational structure defines how organizational activities are coordinated, and directing supervisions of the allocated tasks towards the achievement of organizational goals. Major types of the organizational structure include functional, divisional and matrix. Functional structure refers to the grouping of the organization departments according to purposes. It is useful for small organizations with flexible departments which can solely rely on the skills, talents, and knowledge of employees. Divisional structure is used by large organizations which operate in different geographical areas. The organization is divided into divisions which areas separately managed towards achieving the common set goals. It is useful in the sense that its desires can be met rapidly and more specifically since each division operates independently. Last but not least is the matrix organizational structure. This forms a combination of both functional and divisional structures. It is typically used in large multinational organizations and enjoys the benefits of both functional and divisional structure under one umbrella.Q3: Personality testEveryone in a workplace possesses different personalities. The use of personality test immensely employs the use of the big five personality traits which includes openness, extraversion, agreeableness, conscientiousness, and neuroticism. In a workplace, personality traits can help in revealing strengths and weaknesses of the employees. Moreover, it helps in determining levels of emotional intelligence among employees, a key tool for effective communication. In addition to this, personality traits help in creating awareness and enhancing excellent teamwork among employees. Finally, personality traits it helps in promoting a deeper understanding of employee capabilities based on their strengths and capabilities, thus making it easier to delegate the duties. Q4: Perceptional DistortionsPerceptual distortions refer to the variations of a person’s response to a stimulus from the common perception. Majorly, it occurs as a result of intellectual biases of an individual. The major causes of perceptual distortions include but not limited to stereotyping, halo effect, pre-deposition, recency effect, pre-deposition effect, primacy effect, and prejudice. An example of perceptual distortion is that of an individual who is suffering from anorexia and holds a biased self-image. Such people see their bodies as overweighed and unsightly whereas others perceive them as the undernourished as well as underweighted. Q5: Impression Management Motives and Basic Governing FactorsImpression management refers to a self-presentation system which focuses on improving a person’s image in the eyes of others. Typically, it refers to a process in which people attempt to influence the perception of others. Managers synonymously implement the use of impression management to present themselves to their employees, the public and to their peers as a way of impelling the insights of their appearance. The underlying motives and basic governing factors of impression management culminates in the awareness of being a potential monitoring instrument and the kind social status. Additionally, cultural norms, personal goals, and social perspectives form other impression motives and governing factors for managers. The duo reveals the assertions, which leads to a dynamic way of presentational aspects. Managers tend to impress their employees, peers and the public through the types of clothes they put on, which have specific designs and fashions. Politicians wear nice suits, carries an expensive suitcase and move inexpensive cars so as to impress the public as they woe for votes. Christianity is another strategy used by managers to impress peers and the public alleging that their ways are pure. Q6: Workplace StressStress refers to a hypersensitive response of the body to any kind of emotional strain. It occurs as a result of personal conflict between the job workload or demands and the little amount of time an employee has to meet these demands, hence lack of control. The common demands that may lead to stress in the workplace include poor organization of the work, poor work design, poor working conditions, poor management and lack of supervisory support. Moreover, job monotony and excessive workload are also sources of stress in a workstation. The general responses to stress that can be experienced are majorly classified into physical, Emotional responses. Physical stress occurs in the general body and includes pains, aches and other diseases that may be caused by stress. Physical stress is accompanied by frequent headaches, chest problems, back pain and aching stomach. It is also characterized by insufficient sleep and high blood pressure. On the other hand, Emotional responses are experiences involving feelings and thoughts during stressful circumstances. Such responses include depression and anxiety, withdrawing socially and becoming more forgetful. Anger, lack of focus and becoming more restless are other emotional responses to stress. Too much stress is fatal and prevention measures should be put in place. In order to deal with stress, one should first trace the origin and know the causes of stress and develop healthy responses to curb the situation. Relaxing the mind and having sufficient sleep are important techniques suppressing stress. Avoid being lonely, talk to other people and seek for their help. Finally, talking to the supervisor about the stressing issue can help solve the situation. This can be perfected by improving working conditions. How to cite Employee Behavior, Papers Employee Behavior Free Essays Proper understanding of employee behavior in a workplace is key to maximizing the potential of an organization. Proponents of scientific behavioral approach argue that, the use of scientific methods in dealing with employee productivity in an organizational set up is the key to success. Behavioral- science approach theorists, Mary Parker Follet, Hugo Munsterberg and Elton Mayo laid much emphasis on the human and psychological factors which are likely to effect the workers. We will write a custom essay sample on Employee Behavior or any similar topic only for you Order Now Considerable notions of these theories are employee relationship and motivation, information processing and organizational development. The trio are considered pioneers in the field of organizational psychology and behavioral approaches in the theories of management. Follet is an American social worker, a pioneer in the organizational theory and organizational behavior fields also a management consultant. Her theory criticized the micromanagement of employees and argued that, managers should stop being authoritative but instead, grant their employees the freedom to collaborate, socialize and work in teams with minimal supervision. Munsterberg, on the other hand argued that hiring of workers with the right personality and mental capabilities for performing certain jobs is key. Moreover, increased employee motivation, job performance and employee retention is very imperative. His theory suggests that matching of the correct jobs and skills to employee personality very significant for employee productivity. Elton Mayo, the founder of human relations movement is best known for Hawthorne studies which was conducted at western electric company. His theory was based on the soft ways for successful management. He recommended that individual’s work performance depends on both social matters and job satisfaction. He contributed significantly on behaviorism movement in the management field. However, despite of criticisms from other proponents such as Marx, Weber and Taylor, modern behavioral pioneers, Follet, Munsterberg and Mayo contributed immensely on the contemporary management perspectives. Their arguments that successful management stem from understanding how best to treat and motivate employees upholds. Furthermore, application of the theories has made employees to become more efficient in their jobs.Organizational structure.Organizational structure defines how organizational activities are coordinated, and directing supervisions of the allocated tasks towards the achievement of organizational goals. Major types of organizational structure includes functional, divisional and matrix. Functional structure refers to grouping of the organization departments according to purposes. It is useful for small organizations with flexible departments which can solely rely on the skills, talents and knowledge of employees. Divisional structure is used by large organizations which operates in different geographical areas. The organization is divided into divisions which areas separately managed towards achieving the common set goals. It is useful in the sense that its desires can be met rapidly and more specifically since each division operates independently. Last but not least is the matrix organizational structure. This forms a combination of both functional and divisional structures. It is typically used in large multinational organizations and enjoys the benefits of both functional and divisional structure under one umbrella. Personality test Everyone in a work place possesses different personalities. The use of personality test immensely employs the use of the big five personality traits which includes openness, extraversion, agreeableness, conscientiousness and neuroticism. In a work place, personality traits can help in revealing strengths and weaknesses of the employees. Moreover, it helps in determining levels of emotional intelligence among employees, a key tool for efficient communication. In addition to this, personality traits helps in creating awareness and enhancing excellent team work among employees. Finally, personality traits it helps in promoting deeper understanding of employee capabilities based on their strengths and capabilities, thus making it easier to delegate the duties. Perceptional DistortionsPerceptual distortions refers to the variations of a person’s response to a stimulus from the common perception. Majorly, it occurs as a result of intellectual biasness of an individual. The major causes of perceptual distortions includes but not limited to stereotyping, halo effect, pre-deposition, recency effect, pre-deposition effect, primacy effect and prejudice. An example of perceptual distortion is that of an individual who is suffering from anorexia and holds a biased self-image. Such people see their bodies as overweighed and unsightly whereas others perceive them as the undernourished as well as underweighted. Impression Management Motives and Basic Governing FactorsImpression management refers to a self-presentation system which focuses on improving a person’s image in the eyes of others. Typically, it refers to a process in which people attempt to influence the perception of others. Managers synonymously implement the use of impression management to present themselves to their employees, the public and to their peers as a way of influencing the perceptions of their appearance. The underlying motives and basic governing factors of impression management culminates on the awareness of being a potential monitoring instrument and the kind social status. Additionally, cultural norms, personal goals and social perspectives forms other impression motives and governing factors for managers. The duo reveals the assertions which leads to a dynamic way of presentational aspects. Managers tend to impress their employees, peers and the public through the types of clothes they put on, which have specific designs and fashions. Politicians wear nice suits, curries an expensive suitcase and move in expensive cars so as to impress the public as they woe for votes. Christianity is another strategy used by managers to impress peers and the public alleging that their ways are pure. Workplace Stress.Stress refers to a hypersensitive response of the body to any kind of emotional strain. It occurs as a result of personal conflict between the job workload or demands and the little amount of time an employee has to meet these demands, hence lack of control. The common demands that may lead to stress in the workplace includes poor organization of the work, poor work design, poor working conditions, poor management and lack of supervisory support. Moreover, job monotony and excessive work load are also sources of stress in a workstation. The general responses to stress that can be experienced are majorly classified into physical, Emotional responses. Physical stress occurs in the general body and includes pains, aches and other diseases that may be caused by stress. Physical stress is accompanied by frequent headaches, chest problems, back pain and aching stomach. It is also characterized by insufficient sleep and high blood pressure. On the other hand, Emotional responses are experiences involving feelings and thoughts during stressful circumstances. Such responses include depression and anxiety, withdrawing socially and becoming more forgetful. Anger, lack of focus and becoming more restless are other emotional responses to stress. Too much stress is fatal and prevention measures should be put in place. In order to deal with stress, one should first trace the origin and know the causes of stress and develop healthy responses to curb the situation. Relaxing the mind and having sufficient sleep are important techniques suppressing stress. Avoid being lonely, talk to other people and seek for their help. Finally, talking to the supervisor about the stressing issue can help solve the situation. This can be done improving the working environment and the working conditions. How to cite Employee Behavior, Papers