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EMOTIONS IN THE WORKPLACE
DAVEON HAYES ORGANIZATIONAL COMMUNICATION
EMOTIONS IN THE WORKPLACE
 “Communication between employee and client involves some degree of emotional content.” One
including Emotional Labor
 Emotional Labor: employees regulate their public displays of emotion to comply with certain
expectations. AKA: “SURFACE ACTING”
 Emotions can occur from bullying in the workforce
GENERALIZATIONS OF WORK AND EMOTIONS
 Increases the success of the organization
 Figures emotions are controlled through training for the job
 Workers are aware of the way they’re acting
HOW CONCEPT APPLIES
 In my article “Nike workers ‘kicked, slapped, and verbally abused’ at Factories making Converse” workers
discuss the treatment they received from higher authorities, as well as discussing their feelings.
“WE LIKE MANAGERS WHO UNDERRATE THEMSELVES”
 This article discusses the level of self-awareness of a company’s leadership team. It questions if self-
awareness from managers is a good or bad thing, and how many managers have it.
 It questions if managers see themselves accurately. Do they overrate or underrate themselves.
 Managers who feel superior usually demonstrate arrogance and complacency.
TREATMENT FROM MANAGERS
 Workers reported how their bosses would kick at them, call them dogs, pigs, or monkeys. Managers also
made women workers stand in the blazing sun when they failed to meet the required amount of
completed shoes in a day, on time.
 It could be assumed that these bosses demonstrated a bad level of self-awareness. They over abused
their power, demonstrating arrogance and complacency.
 They used their power to manipulate instead of forcing positive things among their employers.
SELF-AWARENESS
 Understanding one’s own needs, emotions, abilities, and behavior.
 A person who is self-aware is able to identify their own strengths and weaknesses, making that person
and the company more effective.
SOLUTION FOR NIKE’S MANAGERIAL ISSUES
 Article: “For a More Flexible Workforce, Hire Self-Aware People”
 Tells of how companies should find someone with the correct qualities instead of basing a job around
someone who can match it.
RELATING TO NIKE
 Nike’s ‘head in charge’, state that they knew about some of the mistreatment of the workers, but it’s
hard to pursue. They state that it’s hard to find out how someone’s demeanor will change during the
process of obtaining a position.
SELF-AWARENESS CONTINUED…
 When having a member who can demonstrate self-awareness, that creates flexibility. Having a flexible
person in charge allows for them to know what behavior to show rather than what they prefer. What is
needed alters that persons behavior.
 Nike needs to begin to hire managers who are flexible. They need someone who demonstrates what is
needed, rather than what the abuse physically and mentally they prefer to show to their employees.
“MANAGING EMOTIONS IN THE WORKPLACE”
 There are 3 different types of moods described in this article.
 Discrete moods
 Moods
 Dispositional
DISCRETE MOODS
 Consists of short emotions: joy, anger, fear, disgust, etc.
MOODS:
 Longer-lasting feelings not necessarily tied to a particular cause.
 i.e.: Cheerful, feeling down
DISPOSITIONAL
 A person’s overall approach to life.
 i.e.: “She’s always so cheerful.”
WHICH MOOD DO NIKE EMPLOYEES DEMONSTRATE?
 Nike employees demonstrate a mood, rather than a discrete or dispositional mood. ]
 The employees have a complete, long-lasting mood with their working conditions and bosses.
 “Scared to look up: Workers, many too scared to speak up or give their names.”
 Many employees upset and angry! So angry they filed complaints and were fired ASAP.
NIKE SWEATSHOP WORKERS
These women work for a Nike Sweatshop in Indonesia. They’re furious with their conditions but choose to continue on with them. They won’t speak out or give
their names
WORKS CITED

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Emotions in the workplace ppt

  • 1. EMOTIONS IN THE WORKPLACE DAVEON HAYES ORGANIZATIONAL COMMUNICATION
  • 2. EMOTIONS IN THE WORKPLACE  “Communication between employee and client involves some degree of emotional content.” One including Emotional Labor  Emotional Labor: employees regulate their public displays of emotion to comply with certain expectations. AKA: “SURFACE ACTING”  Emotions can occur from bullying in the workforce
  • 3. GENERALIZATIONS OF WORK AND EMOTIONS  Increases the success of the organization  Figures emotions are controlled through training for the job  Workers are aware of the way they’re acting
  • 4. HOW CONCEPT APPLIES  In my article “Nike workers ‘kicked, slapped, and verbally abused’ at Factories making Converse” workers discuss the treatment they received from higher authorities, as well as discussing their feelings.
  • 5. “WE LIKE MANAGERS WHO UNDERRATE THEMSELVES”  This article discusses the level of self-awareness of a company’s leadership team. It questions if self- awareness from managers is a good or bad thing, and how many managers have it.  It questions if managers see themselves accurately. Do they overrate or underrate themselves.  Managers who feel superior usually demonstrate arrogance and complacency.
  • 6. TREATMENT FROM MANAGERS  Workers reported how their bosses would kick at them, call them dogs, pigs, or monkeys. Managers also made women workers stand in the blazing sun when they failed to meet the required amount of completed shoes in a day, on time.  It could be assumed that these bosses demonstrated a bad level of self-awareness. They over abused their power, demonstrating arrogance and complacency.  They used their power to manipulate instead of forcing positive things among their employers.
  • 7.
  • 8. SELF-AWARENESS  Understanding one’s own needs, emotions, abilities, and behavior.  A person who is self-aware is able to identify their own strengths and weaknesses, making that person and the company more effective.
  • 9. SOLUTION FOR NIKE’S MANAGERIAL ISSUES  Article: “For a More Flexible Workforce, Hire Self-Aware People”  Tells of how companies should find someone with the correct qualities instead of basing a job around someone who can match it.
  • 10. RELATING TO NIKE  Nike’s ‘head in charge’, state that they knew about some of the mistreatment of the workers, but it’s hard to pursue. They state that it’s hard to find out how someone’s demeanor will change during the process of obtaining a position.
  • 11.
  • 12. SELF-AWARENESS CONTINUED…  When having a member who can demonstrate self-awareness, that creates flexibility. Having a flexible person in charge allows for them to know what behavior to show rather than what they prefer. What is needed alters that persons behavior.  Nike needs to begin to hire managers who are flexible. They need someone who demonstrates what is needed, rather than what the abuse physically and mentally they prefer to show to their employees.
  • 13. “MANAGING EMOTIONS IN THE WORKPLACE”  There are 3 different types of moods described in this article.  Discrete moods  Moods  Dispositional
  • 14.
  • 15. DISCRETE MOODS  Consists of short emotions: joy, anger, fear, disgust, etc.
  • 16. MOODS:  Longer-lasting feelings not necessarily tied to a particular cause.  i.e.: Cheerful, feeling down
  • 17. DISPOSITIONAL  A person’s overall approach to life.  i.e.: “She’s always so cheerful.”
  • 18. WHICH MOOD DO NIKE EMPLOYEES DEMONSTRATE?  Nike employees demonstrate a mood, rather than a discrete or dispositional mood. ]  The employees have a complete, long-lasting mood with their working conditions and bosses.  “Scared to look up: Workers, many too scared to speak up or give their names.”  Many employees upset and angry! So angry they filed complaints and were fired ASAP.
  • 19. NIKE SWEATSHOP WORKERS These women work for a Nike Sweatshop in Indonesia. They’re furious with their conditions but choose to continue on with them. They won’t speak out or give their names