Emotional intelligence - For MBA's Disaster ManagementSamuel Selvakumar
The document discusses emotional intelligence, which refers to the ability to perceive, control, and evaluate emotions. It identifies five domains of emotional intelligence: knowing your emotions, managing your own emotions, motivating yourself, recognizing and understanding others' emotions, and managing relationships. Tips are provided to develop emotional intelligence, and advantages are listed as improving relationships, communication, empathy skills, and managing change. Potential disadvantages discussed are that emotional intelligence is a vague concept and cannot be reliably measured.
This document summarizes key concepts from a chapter on emotions and moods in organizational behavior. It defines emotions and moods, discusses their aspects and sources, and external constraints. It also covers emotional labor, the case for and against emotional intelligence, and applications of emotions and moods to areas like decision-making, leadership, and customer service. The goal is to help readers understand the role of emotions and moods in explaining and predicting workplace behavior.
Organizational Behavior (Emotions and moods)Mamoona Zaeem
4-1 Differentiate between emotions and moods.
4-2 Identify the sources of emotions and moods.
4-3 Show the impact emotional labor has on employees.
4-4 Describe affective events theory.
4-5 Describe emotional intelligence.
4-6 Identify strategies for emotional regulation.
4-7 Apply concepts about emotions and moods to specific OB issues.
Team 2's document discusses affect, emotions, and moods. It defines affect as a broad range of feelings, emotions as intense feelings directed at someone or something, and moods as less intense feelings without a clear cause. Emotions are specific, cognitive, and action-oriented, while moods are more general. Basic emotions include happiness, disgust, surprise, anger, fear, and sadness. Moods can be positive or negative. Emotions serve functions and are influenced by factors like weather, stress, sleep, and gender. The document also covers emotional labor, intelligence, and implications for management.
The document defines emotional intelligence (EQ) as the ability to recognize emotions in oneself and others and use this awareness to improve one's life. It identifies five key EQ competencies - self-awareness, self-regulation, self-motivation, empathy, and social skills. Each competency is then defined in more detail. For example, self-awareness involves understanding one's emotions and passions, while self-regulation means managing feelings intentionally rather than reactively. The document concludes by stating that EQ can be developed through focus on each of these five competency areas.
The document discusses various aspects of emotions and moods. It defines emotions as feelings that have a clear starting point, while moods are longer lasting feelings made up of multiple emotions. It also discusses how emotions were previously ignored in organizational behavior due to being seen as irrational, but are now known to be an important part of the workplace. Gender differences in the experience and expression of emotions are also covered.
2nd Assignment of organization Behavior, M.com Danish Saqi
1. Differentiate between affect, emotion and moods and the importance in organizational behaviour.
2. Explain the source of emotions and moods.
3. Highlight different external constrains on emotion.
4. How do our emotion and moods influence our job performance and satisfaction? This can be explained through affective event theory (AET). Describe AET and its importance.
5. How we can implement emotion and moods in selection, decision making, creativity, motivation and leadership
6. Explain followings:
i. Problem solving teams
ii. Self managed work teams
iii. Cross functional teams
iv. Virtual teams
7. How we can create effective teams?
8. Describe the role of effective communication in organization change.
9. Explain the role of leadership in organization behaviour.
10. Explain organization behaviour in global perspective.
This document discusses emotions and moods. It defines emotions as intense feelings directed at someone or event, while moods are less intense feelings that lack a specific stimulus. There are 18 commonly experienced emotions including anger, fear, happiness, and sadness. Researchers have identified 6 basic emotions: anger, fear, happiness, disgust, surprise, and sadness. Moods are classified as positive affect like excitement or negative affect like stress. Emotions can turn into moods over time as the focus shifts from the triggering event. Moods and emotions influence each other, with positive emotions leading to positive moods and vice versa.
Emotional intelligence - For MBA's Disaster ManagementSamuel Selvakumar
The document discusses emotional intelligence, which refers to the ability to perceive, control, and evaluate emotions. It identifies five domains of emotional intelligence: knowing your emotions, managing your own emotions, motivating yourself, recognizing and understanding others' emotions, and managing relationships. Tips are provided to develop emotional intelligence, and advantages are listed as improving relationships, communication, empathy skills, and managing change. Potential disadvantages discussed are that emotional intelligence is a vague concept and cannot be reliably measured.
This document summarizes key concepts from a chapter on emotions and moods in organizational behavior. It defines emotions and moods, discusses their aspects and sources, and external constraints. It also covers emotional labor, the case for and against emotional intelligence, and applications of emotions and moods to areas like decision-making, leadership, and customer service. The goal is to help readers understand the role of emotions and moods in explaining and predicting workplace behavior.
Organizational Behavior (Emotions and moods)Mamoona Zaeem
4-1 Differentiate between emotions and moods.
4-2 Identify the sources of emotions and moods.
4-3 Show the impact emotional labor has on employees.
4-4 Describe affective events theory.
4-5 Describe emotional intelligence.
4-6 Identify strategies for emotional regulation.
4-7 Apply concepts about emotions and moods to specific OB issues.
Team 2's document discusses affect, emotions, and moods. It defines affect as a broad range of feelings, emotions as intense feelings directed at someone or something, and moods as less intense feelings without a clear cause. Emotions are specific, cognitive, and action-oriented, while moods are more general. Basic emotions include happiness, disgust, surprise, anger, fear, and sadness. Moods can be positive or negative. Emotions serve functions and are influenced by factors like weather, stress, sleep, and gender. The document also covers emotional labor, intelligence, and implications for management.
The document defines emotional intelligence (EQ) as the ability to recognize emotions in oneself and others and use this awareness to improve one's life. It identifies five key EQ competencies - self-awareness, self-regulation, self-motivation, empathy, and social skills. Each competency is then defined in more detail. For example, self-awareness involves understanding one's emotions and passions, while self-regulation means managing feelings intentionally rather than reactively. The document concludes by stating that EQ can be developed through focus on each of these five competency areas.
The document discusses various aspects of emotions and moods. It defines emotions as feelings that have a clear starting point, while moods are longer lasting feelings made up of multiple emotions. It also discusses how emotions were previously ignored in organizational behavior due to being seen as irrational, but are now known to be an important part of the workplace. Gender differences in the experience and expression of emotions are also covered.
2nd Assignment of organization Behavior, M.com Danish Saqi
1. Differentiate between affect, emotion and moods and the importance in organizational behaviour.
2. Explain the source of emotions and moods.
3. Highlight different external constrains on emotion.
4. How do our emotion and moods influence our job performance and satisfaction? This can be explained through affective event theory (AET). Describe AET and its importance.
5. How we can implement emotion and moods in selection, decision making, creativity, motivation and leadership
6. Explain followings:
i. Problem solving teams
ii. Self managed work teams
iii. Cross functional teams
iv. Virtual teams
7. How we can create effective teams?
8. Describe the role of effective communication in organization change.
9. Explain the role of leadership in organization behaviour.
10. Explain organization behaviour in global perspective.
This document discusses emotions and moods. It defines emotions as intense feelings directed at someone or event, while moods are less intense feelings that lack a specific stimulus. There are 18 commonly experienced emotions including anger, fear, happiness, and sadness. Researchers have identified 6 basic emotions: anger, fear, happiness, disgust, surprise, and sadness. Moods are classified as positive affect like excitement or negative affect like stress. Emotions can turn into moods over time as the focus shifts from the triggering event. Moods and emotions influence each other, with positive emotions leading to positive moods and vice versa.
Differentiate between emotions and moods
Identify the sources of emotions and moods
Show the impact emotional labor has on employees
Describe affective events theory
Describe emotional intelligence
Identify strategies for emotion regulation
Apply concepts about emotions and moods to spesific OB issues
The document discusses emotions in the workplace and their impact on employees and organizations. It notes that emotions can result in problems like personal issues between employees, bullying, difficulties with new employee integration, gender harassment, and stress. Management must be aware of peer pressures and groups that form in order to minimize complications and maximize efficiency. Emotions are an important factor influencing work performance and social dynamics.
This document discusses emotional intelligence (EQ) and how emotions are expressed. It defines EQ as the ability to manage one's own emotions and the emotions of others to achieve desired outcomes. EQ involves self-awareness, self-management, social awareness, and relationship management. The document also explains that emotions are expressed through facial expressions, body language, gestures, eye contact, touch and proximity. High EQ is linked to success in life and work as it allows one to understand and manage emotions.
This document discusses emotions and moods. It defines emotions as intense feelings directed at someone or something that are brief in duration and accompanied by facial expressions, while moods are less intense feelings that last longer and generally are not accompanied by facial expressions. It provides examples of basic emotions like happiness, surprise, and fear. It also discusses how emotions are important to rational thought and may have evolved to help survival. The document contrasts emotions and moods in terms of duration, orientation, causation, and expression. It provides tips for dealing with specific emotions and moods.
This document discusses emotions and emotional intelligence. It defines emotion and emotional intelligence, including the ability to identify, assess, and control one's own emotions and those of others. It identifies common emotions like happiness, surprise, disgust, fear, anger, and sadness. It also discusses gender differences in emotional expression and emotional labor. The four attributes of emotional intelligence are identified as self-awareness, self-management, social awareness, and relationship management. The document notes how emotional intelligence can affect performance, health, relationships, and applications in organizations like decision making, creativity, motivation, leadership, conflict, negotiation, and customer service.
This document discusses emotions, moods, and stress in the workplace. It begins by explaining why emotions were previously ignored in organizational behavior research due to beliefs that emotions were irrational. It then defines basic emotions and moods, and discusses the functions of emotions. Several sources of emotions and moods are outlined. Burnout, emotional labor, and affective events theory are explained. The concepts of emotional intelligence, stress, coping with stress, and managing stress are also covered. The document concludes by emphasizing that emotions and moods impact many aspects of organizational behavior and should not be ignored by managers.
The document discusses emotions, moods, and affect in the workplace, noting that while workplaces were once considered emotion-free zones, people inevitably experience emotions that impact their work. It differentiates between emotions, moods, and affect, examines the structures and functions of emotions and moods, and explores various sources of emotions and moods as well as applications of understanding emotions in organizational behavior contexts like selection, decision-making, creativity, and customer service.
Discover why Emotional Quotient is as important as IQ is in the workplace.
Hi. You can reach me through my:
GMAIL: euniceparco @gmail.com
FB: Eunice Parcz
This document defines key concepts related to emotions and moods in an organizational context. It discusses the relationship between affect, emotions, and moods, noting that emotions are brief and directed while moods are more diffuse. Basic emotions and aspects of emotions like biological factors are also covered. The document then examines sources of emotions and moods, constraints on expressing emotions in different cultures, and the concept of emotional labor. It introduces affective events theory and emotional intelligence, discussing applications of emotions and moods in areas like selection, decision making, and customer service. The document concludes by noting practical and ethical limits of emotions at work and their impact on performance.
This chapter discusses emotions and moods in organizational behavior. It defines emotions and moods, identifies the basic emotions as anger, fear, sadness, happiness, disgust, and surprise. Moods are categorized as positive or negative affect. The chapter explores the functions of emotions in decision making. It examines sources of emotions and moods such as personality, time of day, weather, stress, and social activities. The impact of emotional labor on employees is discussed. Affective Events Theory holds that workplace events trigger emotional responses. The chapter reviews evidence for and against the concept of emotional intelligence. It applies concepts of emotions and moods to areas of OB like selection, decision making, creativity, and leadership. Cultural differences in the experience
This document discusses emotions and moods in the workplace. It defines affect and effect, noting that affect is a verb meaning to cause something to happen, while effect is a noun referring to a result. It also discusses why emotions were previously ignored in organizational behavior research due to views of emotionality as irrational and disruptive. However, it is now understood that emotions cannot be separated from the workplace. The document identifies sources of emotions and moods like personality, time of day, social activities, sleep, exercise, and age. It describes affective events theory and emotional labor, noting how emotions accumulate and surface acting can be damaging. Finally, it discusses implications for managers, emphasizing that emotions are natural and cannot be divorced from people
1. Emotions are intense feelings directed at someone or something that are brief, while moods are less intense feelings that lack a stimulus and can last hours or days.
2. Emotions are action-oriented and caused by specific events, while moods are more cognitive and their causes are often unclear.
3. Examples of emotions include happiness, hope, surprise, anger, love, frustration, fear, sadness, feeling left out, hatred, and shock.
This document discusses emotions and moods. It defines emotions as feelings like happiness, love, fear, or anger caused by one's situation or other people. Basic emotions include anger, fear, sadness, happiness, disgust, and surprise. Moods are influenced by personality, time of day, weather, stress, sleep, age, gender, and social activities. People sometimes feel one emotion but display a different one, and emotions that are close on the continuum can be confused. Gender differences exist in the expression and recognition of emotions.
Emotional intelligence involves self-awareness of one's own feelings and the ability to understand others' feelings. It has dimensions including self-awareness, self-regulation, empathy, social skills, and motivation. Self-awareness means understanding one's moods and abilities. Self-regulation involves controlling emotions and impulses. Empathy is understanding others' perspectives. Social skills facilitate smooth interactions and relationships. Motivation involves setting goals and persevering to achieve them.
This document discusses applications of emotions in organizational behavior. It covers 5 main applications: ability and selection based on emotional intelligence, deviant workplace behavior, motivation, interpersonal conflicts, and decision making. It describes Daniel Goleman's mixed model of emotional intelligence, which defines it as a set of competencies including self-awareness, self-regulation, social skills, empathy, and motivation. It discusses concepts like emotional contagion and the social brain. Motivation models like expectancy theory and equity theory are explained in relation to effort, performance, and rewards. The role of fairness, emotions, and deviant behavior in conflicts and decision making is also briefly mentioned. In conclusion, understanding employee emotions is important for maximizing output
Emotional intelligence for personal growthPreeti Bhaskar
This document discusses emotional intelligence and its importance. It defines emotional intelligence as the ability to recognize and manage one's own emotions and the emotions of others. The document summarizes five key research studies that show individuals with higher emotional intelligence demonstrate better job performance, leadership skills, and sales outcomes compared to those with lower emotional intelligence. For example, one study found insurance sales agents with stronger emotional competencies sold policies worth twice as much in annual premiums as weaker agents. Overall, the research suggests emotional skills are very important for success in complex jobs and account for about two-thirds of the difference between top performers and average ones.
Seven mantras for joyful life by emotional managementRavi Samuel
This document outlines seven mantras for a joyful life according to emotional management. It discusses how emotions are temporary and should not dictate permanent decisions. It provides the FACT method to control emotions by freezing to understand, applying reason, acting with control, and using tact. Relationships are important for growth and experiences enhance life more than purchases. Live interactions are more enriching than online ones. One should remove negativity, live in the present, seek love where it exists, and control sex to aid relationships. Emotions need managing to be in our control.
This document discusses negative emotions that can be experienced in the workplace, including anger, boredom, confusion, embarrassment, fear, grief, guilt, hate, hurt, jealousy, loneliness, and regret. It summarizes a 1997 study that identified five common negative emotions at work: frustration, worry, anger, dislike, and disappointment. Potential causes of negative emotions are discussed such as poor treatment by coworkers or management, mismatch between skills and job duties, and underperforming teammates. Negative emotions can lead to feelings of being stuck, stress, and health issues if not addressed. Solutions proposed include self-evaluation, stress management, assertiveness, and maintaining a positive outlook. The conclusion emphasizes the importance of identifying sources of negativity
The document discusses various sources that can influence people's emotions and moods, including personality, day of the week, time of day, weather, stress, social activities, sleep, exercise, age, and sex. It also discusses emotional labor in the workplace, emotional intelligence, and ways to manage emotions, such as through self-awareness, self-regulation, motivation, social awareness, and relationship management.
Introduction to Emotions and Moods in Organizational BehaviorRoger Rochar
This presentation is based on Robbins and Judge's book on Organizational Behavior. Chapter 4: Emotions and Moods is thoroughly discussed in the book and the first part is adopted for this presentation done as a requirement in the study of Human Behavior in Organization for the Doctor of Philosophy in Educational Leadership program of the University of St. La Salle, Bacolod City
The document provides guidance on becoming a researcher, including pursuing a PhD, finding research topics, doing good research, writing and publishing papers, and applying for academic positions in North America. It emphasizes thinking critically and creatively when exploring research ideas, focusing on a clear plan for a PhD thesis, and publishing papers regularly at top conferences and journals.
The document discusses the two main routes for submitting papers for open access publication: the gold (paid) route and the green (non-paid self-archiving) route. For the gold route, authors may need to pay an Article Processing Charge (APC) to make the paper openly accessible. APC costs vary by publisher and journal. For the green route, authors archive the paper themselves after an embargo period in an institutional or subject repository to make it openly accessible. Proper notification of intent and process is needed for libraries and departments for both routes.
Differentiate between emotions and moods
Identify the sources of emotions and moods
Show the impact emotional labor has on employees
Describe affective events theory
Describe emotional intelligence
Identify strategies for emotion regulation
Apply concepts about emotions and moods to spesific OB issues
The document discusses emotions in the workplace and their impact on employees and organizations. It notes that emotions can result in problems like personal issues between employees, bullying, difficulties with new employee integration, gender harassment, and stress. Management must be aware of peer pressures and groups that form in order to minimize complications and maximize efficiency. Emotions are an important factor influencing work performance and social dynamics.
This document discusses emotional intelligence (EQ) and how emotions are expressed. It defines EQ as the ability to manage one's own emotions and the emotions of others to achieve desired outcomes. EQ involves self-awareness, self-management, social awareness, and relationship management. The document also explains that emotions are expressed through facial expressions, body language, gestures, eye contact, touch and proximity. High EQ is linked to success in life and work as it allows one to understand and manage emotions.
This document discusses emotions and moods. It defines emotions as intense feelings directed at someone or something that are brief in duration and accompanied by facial expressions, while moods are less intense feelings that last longer and generally are not accompanied by facial expressions. It provides examples of basic emotions like happiness, surprise, and fear. It also discusses how emotions are important to rational thought and may have evolved to help survival. The document contrasts emotions and moods in terms of duration, orientation, causation, and expression. It provides tips for dealing with specific emotions and moods.
This document discusses emotions and emotional intelligence. It defines emotion and emotional intelligence, including the ability to identify, assess, and control one's own emotions and those of others. It identifies common emotions like happiness, surprise, disgust, fear, anger, and sadness. It also discusses gender differences in emotional expression and emotional labor. The four attributes of emotional intelligence are identified as self-awareness, self-management, social awareness, and relationship management. The document notes how emotional intelligence can affect performance, health, relationships, and applications in organizations like decision making, creativity, motivation, leadership, conflict, negotiation, and customer service.
This document discusses emotions, moods, and stress in the workplace. It begins by explaining why emotions were previously ignored in organizational behavior research due to beliefs that emotions were irrational. It then defines basic emotions and moods, and discusses the functions of emotions. Several sources of emotions and moods are outlined. Burnout, emotional labor, and affective events theory are explained. The concepts of emotional intelligence, stress, coping with stress, and managing stress are also covered. The document concludes by emphasizing that emotions and moods impact many aspects of organizational behavior and should not be ignored by managers.
The document discusses emotions, moods, and affect in the workplace, noting that while workplaces were once considered emotion-free zones, people inevitably experience emotions that impact their work. It differentiates between emotions, moods, and affect, examines the structures and functions of emotions and moods, and explores various sources of emotions and moods as well as applications of understanding emotions in organizational behavior contexts like selection, decision-making, creativity, and customer service.
Discover why Emotional Quotient is as important as IQ is in the workplace.
Hi. You can reach me through my:
GMAIL: euniceparco @gmail.com
FB: Eunice Parcz
This document defines key concepts related to emotions and moods in an organizational context. It discusses the relationship between affect, emotions, and moods, noting that emotions are brief and directed while moods are more diffuse. Basic emotions and aspects of emotions like biological factors are also covered. The document then examines sources of emotions and moods, constraints on expressing emotions in different cultures, and the concept of emotional labor. It introduces affective events theory and emotional intelligence, discussing applications of emotions and moods in areas like selection, decision making, and customer service. The document concludes by noting practical and ethical limits of emotions at work and their impact on performance.
This chapter discusses emotions and moods in organizational behavior. It defines emotions and moods, identifies the basic emotions as anger, fear, sadness, happiness, disgust, and surprise. Moods are categorized as positive or negative affect. The chapter explores the functions of emotions in decision making. It examines sources of emotions and moods such as personality, time of day, weather, stress, and social activities. The impact of emotional labor on employees is discussed. Affective Events Theory holds that workplace events trigger emotional responses. The chapter reviews evidence for and against the concept of emotional intelligence. It applies concepts of emotions and moods to areas of OB like selection, decision making, creativity, and leadership. Cultural differences in the experience
This document discusses emotions and moods in the workplace. It defines affect and effect, noting that affect is a verb meaning to cause something to happen, while effect is a noun referring to a result. It also discusses why emotions were previously ignored in organizational behavior research due to views of emotionality as irrational and disruptive. However, it is now understood that emotions cannot be separated from the workplace. The document identifies sources of emotions and moods like personality, time of day, social activities, sleep, exercise, and age. It describes affective events theory and emotional labor, noting how emotions accumulate and surface acting can be damaging. Finally, it discusses implications for managers, emphasizing that emotions are natural and cannot be divorced from people
1. Emotions are intense feelings directed at someone or something that are brief, while moods are less intense feelings that lack a stimulus and can last hours or days.
2. Emotions are action-oriented and caused by specific events, while moods are more cognitive and their causes are often unclear.
3. Examples of emotions include happiness, hope, surprise, anger, love, frustration, fear, sadness, feeling left out, hatred, and shock.
This document discusses emotions and moods. It defines emotions as feelings like happiness, love, fear, or anger caused by one's situation or other people. Basic emotions include anger, fear, sadness, happiness, disgust, and surprise. Moods are influenced by personality, time of day, weather, stress, sleep, age, gender, and social activities. People sometimes feel one emotion but display a different one, and emotions that are close on the continuum can be confused. Gender differences exist in the expression and recognition of emotions.
Emotional intelligence involves self-awareness of one's own feelings and the ability to understand others' feelings. It has dimensions including self-awareness, self-regulation, empathy, social skills, and motivation. Self-awareness means understanding one's moods and abilities. Self-regulation involves controlling emotions and impulses. Empathy is understanding others' perspectives. Social skills facilitate smooth interactions and relationships. Motivation involves setting goals and persevering to achieve them.
This document discusses applications of emotions in organizational behavior. It covers 5 main applications: ability and selection based on emotional intelligence, deviant workplace behavior, motivation, interpersonal conflicts, and decision making. It describes Daniel Goleman's mixed model of emotional intelligence, which defines it as a set of competencies including self-awareness, self-regulation, social skills, empathy, and motivation. It discusses concepts like emotional contagion and the social brain. Motivation models like expectancy theory and equity theory are explained in relation to effort, performance, and rewards. The role of fairness, emotions, and deviant behavior in conflicts and decision making is also briefly mentioned. In conclusion, understanding employee emotions is important for maximizing output
Emotional intelligence for personal growthPreeti Bhaskar
This document discusses emotional intelligence and its importance. It defines emotional intelligence as the ability to recognize and manage one's own emotions and the emotions of others. The document summarizes five key research studies that show individuals with higher emotional intelligence demonstrate better job performance, leadership skills, and sales outcomes compared to those with lower emotional intelligence. For example, one study found insurance sales agents with stronger emotional competencies sold policies worth twice as much in annual premiums as weaker agents. Overall, the research suggests emotional skills are very important for success in complex jobs and account for about two-thirds of the difference between top performers and average ones.
Seven mantras for joyful life by emotional managementRavi Samuel
This document outlines seven mantras for a joyful life according to emotional management. It discusses how emotions are temporary and should not dictate permanent decisions. It provides the FACT method to control emotions by freezing to understand, applying reason, acting with control, and using tact. Relationships are important for growth and experiences enhance life more than purchases. Live interactions are more enriching than online ones. One should remove negativity, live in the present, seek love where it exists, and control sex to aid relationships. Emotions need managing to be in our control.
This document discusses negative emotions that can be experienced in the workplace, including anger, boredom, confusion, embarrassment, fear, grief, guilt, hate, hurt, jealousy, loneliness, and regret. It summarizes a 1997 study that identified five common negative emotions at work: frustration, worry, anger, dislike, and disappointment. Potential causes of negative emotions are discussed such as poor treatment by coworkers or management, mismatch between skills and job duties, and underperforming teammates. Negative emotions can lead to feelings of being stuck, stress, and health issues if not addressed. Solutions proposed include self-evaluation, stress management, assertiveness, and maintaining a positive outlook. The conclusion emphasizes the importance of identifying sources of negativity
The document discusses various sources that can influence people's emotions and moods, including personality, day of the week, time of day, weather, stress, social activities, sleep, exercise, age, and sex. It also discusses emotional labor in the workplace, emotional intelligence, and ways to manage emotions, such as through self-awareness, self-regulation, motivation, social awareness, and relationship management.
Introduction to Emotions and Moods in Organizational BehaviorRoger Rochar
This presentation is based on Robbins and Judge's book on Organizational Behavior. Chapter 4: Emotions and Moods is thoroughly discussed in the book and the first part is adopted for this presentation done as a requirement in the study of Human Behavior in Organization for the Doctor of Philosophy in Educational Leadership program of the University of St. La Salle, Bacolod City
The document provides guidance on becoming a researcher, including pursuing a PhD, finding research topics, doing good research, writing and publishing papers, and applying for academic positions in North America. It emphasizes thinking critically and creatively when exploring research ideas, focusing on a clear plan for a PhD thesis, and publishing papers regularly at top conferences and journals.
The document discusses the two main routes for submitting papers for open access publication: the gold (paid) route and the green (non-paid self-archiving) route. For the gold route, authors may need to pay an Article Processing Charge (APC) to make the paper openly accessible. APC costs vary by publisher and journal. For the green route, authors archive the paper themselves after an embargo period in an institutional or subject repository to make it openly accessible. Proper notification of intent and process is needed for libraries and departments for both routes.
This document provides guidance on publishing while doing a PhD. It addresses four key questions: defining a publishing agenda by considering audience and goals; selecting appropriate journals by evaluating quality, acceptance rates, and fit; following submission guidelines carefully; and managing rights if publishing from thesis work. The document emphasizes strategically matching research with high quality journals, using tools to evaluate journals, and developing a publishing timeline.
Experiences exchange - A paper publicationchimco.net
The document discusses journal indexes, impact factors, studying experiences, and writing papers. It defines journal indexes from the Institute for Scientific Information and impact factors as the number of citations in a given year divided by the total citable items. It recommends starting writing papers immediately once having ideas and results, comparing to related work, and revising drafts before finalizing.
This document outlines the steps to create and publish articles online, including signing in, uploading a profile photo and description, writing the article by adding a title, photo, content and selecting a price and category, saving as a draft or publishing and previewing on different devices, sharing the article link on social media, estimating potential revenue, and using analytics to view sales and other statistics. The process allows users to easily create, publish, and track multiple articles.
Thesis by publication and candidature managementJennifer Rowland
This document provides information about a workshop on thesis by publication, including an overview of thesis by publication guidelines and requirements at Macquarie University. The workshop covers candidate management plans, university guidelines for thesis by publication including required sections, and opens the floor for discussion and questions. Key points include that a thesis by publication can include 2-8 relevant papers where at least half the research was conducted during enrollment, and must include an introduction, conclusion, and sections linking the papers together to demonstrate overall coherence.
There are several reasons for publishing research, both positive and negative. Positively, publishing allows researchers to share ideas, results, and data in order to advance science and potentially change the world. However, researchers may also publish for less ideal reasons like getting a job, meeting publication quotas, or simply being told to publish. When deciding how and where to publish, researchers should consider their objectives, intended audience, career goals, and the appropriate outlet for their topic and results. They should also plan their writing process carefully and seek feedback to produce the highest quality publication. An overall publication strategy is important to balance these various factors and objectives over time.
Academic writing and publishing research awku mardanHamid Ur-Rahman
This document provides guidance on academic writing, publishing, and conducting research. It discusses:
- The importance of publishing research findings in journals and conferences to further knowledge and careers.
- Key factors to consider when choosing a publication outlet, such as subject matter, region, competitiveness.
- Best practices for writing high-quality manuscripts, including ensuring work is original, based on proper methods, and tells a clear story.
- Additional ways to enhance the impact of research, such as converting theses into publications, online publishing, and networking at conferences.
This document provides guidance on scientific writing and manuscript preparation. It discusses why scientific writing is important, outlines the IMRAD format for manuscripts, and describes the key elements and sections of a scientific paper such as the title, abstract, introduction, methods, results, and discussion. It also covers best practices for writing clearly and avoiding common mistakes in scientific writing. The overall document serves as a guide to planning, organizing, and structuring scientific manuscripts for publication.
El documento describe las características y funcionalidades de Windows 7, incluyendo el escritorio, el explorador de archivos, el reproductor de Windows Media y la capacidad de agregar y quitar programas y hardware. También cubre temas como la personalización del sistema, la administración de usuarios, la búsqueda y la configuración de dispositivos como el ratón.
This document provides guidance on writing and reviewing research papers. It begins with acknowledging the recommended reading and then outlines the main goals of a scientific paper. Various document preparation systems are discussed as well as the standard structure for a research paper, including sections on the introduction, background, related work, and conclusion. The document concludes with guidelines on paper style, dos and don'ts, and how to approach reviewing a paper with the goal of improving it for publication.
Episode 6 : How to write a Great Research Paper and Get it Accepted by a Good Journal From title to references From submission to revision
Who are publishers and what do we do?
Practical tips before you write
What makes a good manuscript?
The article structure
The review and editorial process
Author ethics
This document discusses emotions and moods in an organizational behavior context. It defines emotions and moods, identifies the six basic emotions as anger, fear, sadness, happiness, disgust, and surprise. It explores why emotions were previously ignored in OB due to beliefs they were irrational and disruptive. However, it is now understood that emotions cannot be separated from the workplace. The document outlines sources of emotions and moods, the concept of emotional labor, affective events theory and its implications. It also discusses emotional intelligence and applications of emotions and moods in areas like decision making, creativity, leadership and cross-cultural differences.
This document provides an overview of emotional intelligence (EI). It defines EI as the capacity for recognizing our own feelings and those of others, and for managing emotions well in ourselves and our relationships. The document discusses various components of EI, including emotional self-awareness, self-regulation, self-motivation, social awareness, and social skills. It notes that EI involves abilities like empathy, managing emotions in oneself and others, and using emotions to maximize decision making. The document also discusses gender differences in EI, importance of EI for organizations and leadership, and improving EI through training.
Emotional Intelligence involves our ability to recognize, understand, and utilize our emotions in a constructive manner. How much impact does this have in the workplace: a lot! Research shows it is the strongest predictor of performance and the foundation for critical leadership skills. This full-day program provides participants with a framework of the personal and social dimensions of emotional intelligence, and provides concrete strategies for applying these skills in the workplace.
Emotions were historically ignored in organizational behavior research due to the belief that organizations should be rational and emotion-free. However, it is now understood that emotions cannot be separated from the workplace. There are basic emotions like fear, anger, sadness, and happiness, as well as more complex blends of emotions. Moods are less intense feelings that lack a specific contextual stimulus. Understanding emotions and moods can improve explanations of important organizational phenomena like decision-making, motivation, leadership, and performance.
Domains and competencies of EI by Sulav AcharyaAchSulav
Contrary to popular belief, Lorem Ipsum is not simply random text. It has roots in a piece of classical Latin literature from 45 BC, making it over 2000 years old. Richard McClintock, a Latin professor at Hampden-Sydney College in Virginia, looked up one of the more obscure Latin words, consectetur, from a Lorem Ipsum passage, and going through the cites of the word in classical literature, discovered the undoubtable source. Lorem Ipsum comes from sections 1.10.32 and 1.10.33 of "de Finibus Bonorum et Malorum" (The Extremes of Good and Evil) by Cicero, written in 45 BC. This book is a treatise on the theory of ethics, very popular during the Renaissance. The first line of Lorem Ipsum, "Lorem ipsum dolor sit amet..", comes from a line in section 1.10.32.
The standard chunk of Lorem Ipsum used since the 1500s is reproduced below for those interested. Sections 1.10.32 and 1.10.33 from "de Finibus Bonorum et Malorum" by Cicero are also reproduced in their exact original form, accompanied by English versions from the 1914 translation by H. Rackham.
Where can I get some?
This document discusses emotional intelligence (EQ) and its importance. It begins by defining emotions and listing some positive and negative examples. It then explains the functions of emotions and factors influencing them. It defines EQ as the ability to understand and manage emotions, and lists its five key attributes: self-awareness, self-management, social awareness, empathy, and motivation. The document emphasizes that EQ is important for success in life and work, and that it is a better predictor of success than IQ. It provides tips for developing EQ skills like reducing stress, recognizing emotions, improving nonverbal communication, using humor, and resolving conflicts constructively.
This document provides worksheets to develop emotional intelligence. It discusses the five domains of emotional intelligence: self-awareness, self-regulation, motivation, empathy, and social skills. For each domain, it explains the concept and provides questions for self-reflection. It also provides tactics for becoming more emotionally literate and developing social and personal tactics to improve emotional intelligence.
This document discusses emotional intelligence and its importance. It defines emotional intelligence as the ability to identify and manage one's own emotions and the emotions of others. The document summarizes Daniel Goleman's model of emotional intelligence, which includes four main competencies: self-awareness, self-management, social awareness, and relationship management. Each competency contains several related skills that are important for leadership performance and building trust with others.
The document discusses emotions and emotional intelligence. It defines emotions as internal conscious states that involve feelings, bodily arousal, purposive motivation, and social expression. Emotions can be positive or negative, and are influenced by factors like personality, culture, stress, age, and environment. The document also discusses emotional labor, where workers must display certain emotions as part of their job. Additionally, it defines emotional intelligence as the ability to identify, assess, and manage one's own emotions and the emotions of others. Emotional intelligence involves self-awareness, self-management, social awareness, and relationship management. The document argues that emotional intelligence can lead to advantages like greater productivity and better conflict resolution.
The document discusses emotions and emotional intelligence. It defines emotions as intense feelings directed at someone or something, while moods are less intense feelings that lack a contextual stimulus. Emotions have three components - conscious experience, expressions, and physiological arousal. Both positive emotions like hope and confidence, and negative emotions like exhaustion and panic are described. Emotional intelligence is defined as the ability to identify, assess and control one's own emotions and those of others and groups. It has four components - self awareness, self management, social awareness, and relationship management. The document outlines advantages of emotional intelligence like greater productivity, improved performance, and better employee retention.
Emotional intelligence for personal growthPreeti Bhaskar
This document discusses emotional intelligence and its importance. It begins by introducing the concepts of multiple intelligences and emotional intelligence. It then covers topics like measuring emotional intelligence, different types of emotions, and physiology of emotions.
The document is divided into four units. Unit 1 covers self-awareness and self-acceptance. Unit 2 discusses self-management skills. Unit 3 focuses on interpersonal skills. Unit 4 examines emotional intelligence skills for effective teamwork.
The document also includes case studies, examples of positive and negative emotions, and factors that influence emotions. It summarizes Howard Gardner's theory of multiple intelligences and cites research showing the benefits of emotional intelligence for performance, productivity, and sales.
Emotions and Moods.pptx organisational behaviorshwethaGY3
This document defines key concepts related to emotions and moods such as affect, emotions, and moods. It explores the relationship between these concepts and discusses basic emotions, aspects of emotions like biology and functions, and the structure of moods. Additional sections cover sources of emotions and moods, external constraints on displaying emotions, emotional labor, affective events theory, emotional intelligence, applications of emotions and moods in organizational behavior, and concludes with taking questions.
This document discusses emotional intelligence (EI), including its definitions, components, competencies, importance, and relationship to IQ. It defines EI as the ability to monitor one's own and others' emotions to guide thinking and actions. The key components of EI are self-awareness, self-regulation, social skills, empathy, and motivation. Competencies include emotional self-awareness, regulation, motivation, empathy, and nurturing relationships. The document outlines how EI is important for physical/mental health, relationships, success, leadership, learning, and more. It compares EI to IQ and notes EI can be learned and raised, unlike IQ. Finally, it discusses the role of EI in
This document discusses emotions, including what they are, influences on their expression, guidelines for expressing emotions, and managing difficult emotions. It explains that emotions have physiological, nonverbal, and cognitive components. Culture, gender, personality, and social conventions can influence emotional expression. When expressing emotions, one should recognize their feelings, consider when and where to share them, and be mindful of communication channels used. Managing difficult emotions involves addressing irrational thinking and self-talk, monitoring reactions, and replacing unconstructive thoughts with more positive perspectives.
The document discusses emotions and their components. It notes that emotions have three components: cognitive, physiological, and expressive. The cognitive component involves conscious experience and labeling of emotions. The physiological component refers to emotional arousal and different arousal levels for different emotions. The expressive component includes body language and paralanguage that express emotions. It also discusses primary emotions as instinctive responses and secondary emotions that develop from primary emotions. Additionally, it covers emotional intelligence and its domains as well as applications of understanding emotions in organizational behavior contexts like selection, decision-making, motivation, leadership, and conflict.
The document discusses emotions and their components. It notes that emotions have three components: cognitive, physiological, and expressive. The cognitive component involves conscious experience and labeling of emotions. The physiological component refers to emotional arousal and different arousal levels for different emotions. The expressive component involves body language and paralanguage that express emotions. It also discusses primary emotions as instinctive responses and secondary emotions that develop from primary emotions. Additionally, it covers emotional intelligence and its domains as well as applications of understanding emotions in organizational behavior contexts like selection, decision-making, motivation, leadership, and conflict.
emotional intelligence on organizational profitRasel Rayhan
Emotional intelligence involves the ability to recognize and manage one's own emotions and the emotions of others. It is comprised of four key areas: self-awareness, self-management, social awareness, and relationship management. Research shows emotional intelligence is important for job performance, as it can account for up to 80% of success in life. High emotional intelligence is associated with effective leadership, communication, and stress management.
Similar to Bagali, MM / HR as subject / Publication / Research paper publication / / HR/ HRM/ HRD/ ....OB and HRM.....Emotions 2015..... (20)
The document describes an Industry-Institute Interaction program between May 2020 and November 2020. It states that 80 top corporate executives with over 100 quality man-hours of interaction time and 1,234 cumulative years of experience addressed over 6,000 students and faculty. Experts from countries like the US, UK, Canada, Dubai, Malaysia, Singapore, and India participated. The document also includes numerous web links to recordings and materials from presentations given during the program.
The document promotes an advanced center for human resources and industry interface that organizes webinars to connect people from various leadership positions. It provides a proposal attachment for interested parties and welcomes 2021 as a new beginning. The center aims to design different paths and provide a vision for organizations through industry-institute interface.
This document provides a summary of an individual's professional experience and qualifications. It includes 23+ years of experience in teaching HR, HRM, and related fields at various business schools. He has guided 15 PhD students to completion and 11 M.Phil students. He has over 150 research papers published and has received several awards and honors for his work in academia and research.
The document discusses the need for greater industry-institute interaction to bridge the gap between what industry expects from students and their actual preparedness. It notes that while students are strong academically, industry wants students who are billable from day one and can stay relevant. A framework is needed for regular connection and knowledge-sharing between industry and academic institutes. Benefits of increased interaction include improved rankings, faculty development, and opportunities for students like internships, mentoring and projects. A plan is proposed for industry experts to give monthly online presentations to students, with the institute responsible for scheduling, promotion and student participation.
Dr. M M Bagali is a PhD supervisor who has supervised and awarded 14 PhDs and 1 MPhil between 2014-2019 at JAIN University in the area of management science. He has also examined 6 other university PhD works as an external examiner. Currently, he is a member of the Board of Studies for Management Science at Visvesvaraya Technological University where he mentors several PhD scholars and is involved in PhD related activities like finalizing guides and overseeing student progress.
This document lists 33 research publications by Dr. MM Bagali from 2010 onwards after receiving his PhD. The publications include journal articles published in various international journals on topics related to human resource management, organizational behavior, and management. Many of the publications focus on empirical research studies conducted in organizations in India, particularly related to issues like workplace stress, work-life balance, diversity, and training and development. The listings provide details on the title, journal name, year of publication, and links to access the full publications.
1. Dr. M M Bagali has two PhDs, one in Management from a 5-star NAAC university in India and one in Social Work-HR from another 5-star NAAC university in India.
2. Dr. Bagali has published over 90 research papers, with two winning awards as the best research paper and best case study.
3. Several endorsements praise Dr. Bagali's work on employee empowerment and its benefits for inspiring commitment, innovation, and initiative.
MM Bagali ....IPL ..... miss you this time; come soon ..... IPL ..... miss you this time; come soon ..... IPL ..... miss you this time; come soon ..... MM Bagali ....IPL ..... miss you this time; come soon .....
MM Bagali / PhD in Management Science / PhD / Research / Management ..........dr m m bagali, phd in hr
A PhD scholar at JAIN University in Blore defended their PhD work on March 14th, 2020. The scholar was guided by MM Bagali and had an external expert, Mukta Kulkarni from IIMB. The document provides brief details about a recent PhD defense including the scholar, date, location, and those involved in the process.
A PhD scholar at JAIN University in Blore defended their PhD work on March 14th, 2020. The scholar's name was Kiran M and their guide was MM Bagali. An external expert, Mukta Kulkarni from IIMB, was also present for the defense.
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7. Myths
• Female are good in emotional control than male
• Female Understand better than male in emotions expressed
• Male can shout better than female
• Male don’t understand emotions expressed
• Because of understanding emotions, Male go better up in jobs than female
8. Global Implications
• Do people experience emotions equally?
– No. Culture can determine type, frequency, and depth of experienced emotions
• Do people interpret emotions the same way?
– Yes. Negative emotions are seen as undesirable and positive emotions are desirable
– However, value of each emotion varies across cultures
• Do norms of emotional expression vary?
– Yes. Some cultures have a bias against emotional expression; others demand some
display of emotion
– How the emotions are expressed may make interpretation outside of one’s culture
difficult
9. What are Emotions and Moods?
• Affect
– A broad range of emotions that people experience
– Made up of:
• Emotions
– Intense feelings that are directed at someone or something
• Moods
– Feelings that tend to be less intense than emotions and that lack a contextual
stimulus
– Emotions are : Feelings; Expressions; Behavior; reactions…….
10. Why Were Emotions Ignored in OB?
• The “Myth of Rationality”
– Emotions were seen as irrational
– Managers worked to make emotion-free environment
• View of Emotionality
– Emotions were believed to be disruptive
– Emotions interfered with productivity
– Only negative emotions were observed
• Now we know emotions can’t be separated from the workplace
– Regulate our behavior
– Regulate our responsibility
11. The Basic Emotions
• While not universally accepted, there appear to be six basic emotions:
1. Anger
2. Fear
3. Sadness
4. Happiness
5. Disgust
6. Surprise
7. Frustrations
8. Love X Hate
9. Grief
• All other emotions are subsumed under these six
• May even be placed in a spectrum of emotion
– Happiness – surprise – fear – sadness – anger - disgust
12. What is the Function of Emotion?
• Do Emotions Make Us Irrational?
– Expressing emotions publicly may be damaging to social status
– Emotions are critical to rational decision-making
– Emotions help us understand the world around us
• What Functions Do Emotions Serve?
– Darwin argued they help in survival problem-solving
– Evolutionary psychology: people must experience emotions as there is a purpose behind
them
– Where to identify Emotions !!!
• Facial
• Communication
• Body Language
13. Sources of Emotion and Mood
• Personality
– There is a trait component – affect intensity
• Day and Time of the Week
– There is a common pattern for all of us:
• Happier in the midpoint of the daily awake period
• Happier toward the end of the week
• Weather
– Illusory correlation – no effect
• Stress
– Even low levels of constant stress can worsen moods
• Social Activities
– Physical, informal, and dining activities increase positive moods
– Workplace chemistry / workplace work environment
14. • Sleep
– Poor sleep quality increases negative affect
• Exercise
– Does somewhat improve mood, especially for depressed people
• Age
– Older folks experience fewer negative emotions
• Gender
– Women tend to be more emotionally expressive, feel emotions more intensely, have
longer lasting moods, and express emotions more frequently than do men
15. Emotional Labor
An appropriate reactions at appropriate time. Place and situation
An employee’s expression of organizationally desired emotions during interpersonal
transactions at work
•Emotional Dissonance:
– Employees have to project one emotion while simultaneously feeling another
– Can be very damaging and lead to burnout
•Types of Emotions:
– Felt: the individual’s actual emotions
– Displayed: required or appropriate emotions
• Surface Acting: displaying appropriately but not feeling those emotions internally
• Deep Acting: changing internal feelings to match display rules - very stressful
17. Emotional Intelligence (EI)
• A person’s ability to:
– Be self-aware
• Recognizing own emotions when experienced
– Detect emotions in others
– Manage emotional cues and information
• EI plays an important role in job performance
18.
19.
20. OB Applications of Emotions and Moods
• Selection
– EI should be a hiring factor, especially for social jobs
• Decision Making
– Positive emotions can lead to better decisions
• Creativity
– Positive mood increases flexibility, openness, and creativity
• Motivation
– Positive mood affects expectations of success; feedback amplifies this effect
• Leadership
– Emotions are important to acceptance of messages from organizational leaders
21. • Negotiation
– Emotions , skillfully displayed, can affect negotiations
• Customer Services
– Emotions affect service quality delivered to customers which, in turn, affects customer
relationships
– Emotional Contagion: “catching” emotions from others
• Job Attitudes
– Can carry over to home but dissipate overnight
• Deviant Workplace Behaviors
– Negative emotions lead to employee deviance (actions that violate norms and threaten
the organization)
• Manager’s Influence
– Leaders who are in a good mood, use humor, and praise employees increase positive
moods in the workplace.
• Safety and Injury at workplace
– Prevent / contribute / precautions
22. You decide how you wish to control / express your emotions !!!