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 more general affective states of positive or negative affect. The chapter explores the functions of emotions in decision making, sources of emotions like personality, weather, social activities, and age. It discusses emotional labor and affective events theory, and applications of emotions concepts in areas like leadership, negotiation, customer service, and global implications regarding cultural norms for emotional experience, interpretation, and expression.
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
The document discusses emotions and moods in organizational behavior. It begins by explaining why emotions were previously ignored in OB due to being seen as irrational, but are now understood to be an integral part of the workplace. It defines emotions and moods, identifies six basic emotions, and explains affect theory regarding positive and negative mood states. The document then explores the functions of emotions, sources of emotions and moods, emotional labor, affective events theory, emotional intelligence, and applications and implications of emotions and moods for areas like decision-making, creativity, leadership, and global differences in emotional expression and interpretation.
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 summarizes a chapter from an organizational behavior textbook about emotions and moods in the workplace. It defines emotions and moods, discusses common emotions and moods, and explores how emotions are influenced by factors like personality, social activities, and emotional labor. The chapter also describes affective events theory and emotional intelligence, and examines applications of emotions and moods to areas like decision-making, leadership, and global implications for different cultures. Managers are advised not to ignore or over-control the emotions of employees, as emotions impact many aspects of organizational behavior.
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.
This chapter discusses emotions and moods in organizational behavior. It defines emotions as intense feelings directed at someone or something, while moods are less intense feelings that often lack a contextual stimulus. The chapter covers the aspects and sources of emotions and moods, including personality, time of day, weather, stress, and sleep. It also discusses external constraints like organizational and cultural influences, as well as emotional labor. Emotional intelligence is defined as one's ability to manage emotional information. The chapter applies concepts of emotions and moods to areas like selection, decision making, creativity, and customer service.
Emotions And Moods - Organizational Behavior - PsychologyFaHaD .H. NooR
Introduces us the the concepts of emotions and moods and their effects on Organizational Behavior. These are concepts that have only recently received increased attention in research and practice.As mentioned, emotions and moods were dismissed by OB for a long time. One of the primary reasons was the “Myth of Rationality” that suggested that OB comprised rational concepts and applications and emotions and moods were seen as highly irrational. Emotions were thought to be disruptive of organizational activity and decreased productivity. Because they were perceived as irrational the belief was that they were unpredictable and therefore not easily influenced. We now know this is untrue.Affect is a generic term that covers a broad range of feelings people experience. This includes both emotions and moods. Emotions are intense feelings that are directed at someone or something. Moods are the feelings that tend to be less intense than emotions and that lack a contextual stimulus.
The document summarizes a chapter from an organizational behavior textbook about emotions and moods in the workplace. It defines emotions and moods, discusses the basic emotions of anger, fear, sadness, happiness, disgust, and surprise. It also addresses why emotions were previously ignored in organizational behavior studies, the functions of emotions, sources of emotions and moods, emotional labor, affective events theory, and applications of emotions and moods concepts to areas like decision-making, creativity, leadership, and global implications for interpreting and expressing emotions across cultures.
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
The document discusses emotions and moods in organizational behavior. It begins by explaining why emotions were previously ignored in OB due to being seen as irrational, but are now understood to be an integral part of the workplace. It defines emotions and moods, identifies six basic emotions, and explains affect theory regarding positive and negative mood states. The document then explores the functions of emotions, sources of emotions and moods, emotional labor, affective events theory, emotional intelligence, and applications and implications of emotions and moods for areas like decision-making, creativity, leadership, and global differences in emotional expression and interpretation.
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 summarizes a chapter from an organizational behavior textbook about emotions and moods in the workplace. It defines emotions and moods, discusses common emotions and moods, and explores how emotions are influenced by factors like personality, social activities, and emotional labor. The chapter also describes affective events theory and emotional intelligence, and examines applications of emotions and moods to areas like decision-making, leadership, and global implications for different cultures. Managers are advised not to ignore or over-control the emotions of employees, as emotions impact many aspects of organizational behavior.
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.
This chapter discusses emotions and moods in organizational behavior. It defines emotions as intense feelings directed at someone or something, while moods are less intense feelings that often lack a contextual stimulus. The chapter covers the aspects and sources of emotions and moods, including personality, time of day, weather, stress, and sleep. It also discusses external constraints like organizational and cultural influences, as well as emotional labor. Emotional intelligence is defined as one's ability to manage emotional information. The chapter applies concepts of emotions and moods to areas like selection, decision making, creativity, and customer service.
Emotions And Moods - Organizational Behavior - PsychologyFaHaD .H. NooR
Introduces us the the concepts of emotions and moods and their effects on Organizational Behavior. These are concepts that have only recently received increased attention in research and practice.As mentioned, emotions and moods were dismissed by OB for a long time. One of the primary reasons was the “Myth of Rationality” that suggested that OB comprised rational concepts and applications and emotions and moods were seen as highly irrational. Emotions were thought to be disruptive of organizational activity and decreased productivity. Because they were perceived as irrational the belief was that they were unpredictable and therefore not easily influenced. We now know this is untrue.Affect is a generic term that covers a broad range of feelings people experience. This includes both emotions and moods. Emotions are intense feelings that are directed at someone or something. Moods are the feelings that tend to be less intense than emotions and that lack a contextual stimulus.
The document summarizes a chapter from an organizational behavior textbook about emotions and moods in the workplace. It defines emotions and moods, discusses the basic emotions of anger, fear, sadness, happiness, disgust, and surprise. It also addresses why emotions were previously ignored in organizational behavior studies, the functions of emotions, sources of emotions and moods, emotional labor, affective events theory, and applications of emotions and moods concepts to areas like decision-making, creativity, leadership, and global implications for interpreting and expressing emotions across cultures.
This document discusses emotions and moods in organizational behavior. It defines emotions and moods, lists basic emotions, and discusses their sources and impact in the workplace. Emotions are intense feelings directed at something, while moods are less intense undirected feelings. Positive emotions include joy, while negative emotions include anger. Emotions and moods impact work performance and can be managed by strategies like humor, appreciation, and cultural awareness of emotional norms. Understanding emotions is important for explaining workplace behaviors.
This document discusses emotions and moods in organizational behavior. It defines emotions and differentiates them from moods. Six basic emotions are identified: anger, fear, sadness, happiness, disgust, and surprise. Emotions are not entirely rational but serve important functions. Sources of emotions and moods include personality, time of day, stress, social activities, sleep, exercise, age, and sex. Emotional labor impacts employees through emotional dissonance and different types of acting. Affective events theory posits that workplace events trigger emotional experiences that influence job satisfaction and performance over time. Evidence both supports and challenges the concept of emotional intelligence in the workplace.
1) The document discusses emotions and moods in organizational behavior, noting that emotions were historically ignored but are now understood to be an integral part of the workplace.
2) It defines key terms like emotions, moods, affect, basic emotions, positive and negative affect, and emotional labor.
3) Theories are presented on the functions of emotions, sources of emotions and moods, and how emotions impact areas of OB like decision-making, motivation, leadership and more.
The document summarizes key topics from Chapter 8 of the book "Organizational Behavior" by Robbins & Judge, 13th Edition. The chapter discusses emotions and moods, differentiating between the two concepts. It identifies the basic emotions and moods, and explores the sources and functions of emotions and moods. The chapter also examines emotional labor, Affective Events Theory, emotional intelligence, and the implications of emotions and moods for organizational behavior issues across cultures.
This document discusses emotions and moods. It defines affect, emotions, and moods, noting that emotions are intense feelings directed at something, while moods tend to be less intense and lack a stimulus. It explores aspects of emotions like biology, intensity, frequency and duration. It discusses basic positive and negative moods and various sources that can influence emotions and moods, such as personality, time of day, stress, social activities, sleep, exercise, age, and gender. It also covers external constraints like organizational and cultural influences. The document concludes with applications of emotions and moods in organizational behavior, such as selection, decision making, creativity, motivation, leadership, 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
The document discusses emotions and moods in organizational behavior. It defines key terms like affect, emotions, and moods. It identifies common sources of emotions and moods, such as time of day, stress, and social activities. The document also covers emotional labor, emotional intelligence, and how emotions can be applied to different aspects of organizational behavior, including decision making, creativity, and leadership. Cultural differences in the experience, interpretation, and expression of emotions are also addressed.
The document summarizes key points from a chapter about emotions and moods in organizational behavior. It defines emotions and moods, lists basic emotions, discusses the functions of emotions in decision making and their sources. It also covers emotional labor, affective events theory, evidence for and against emotional intelligence, strategies for emotion regulation, and applications to areas like selection, leadership, and customer service. The chapter aims to demonstrate that emotions are an integral part of human behavior and cannot be separated from the workplace.
The document summarizes key points from a chapter on emotions and moods in organizational behavior. It defines emotions and moods, lists the basic emotions, and discusses the functions of emotions. It also covers sources of emotions and moods, the impact of emotional labor, affective events theory, evidence for and against emotional intelligence, strategies for emotion regulation, and how concepts of emotions apply to issues like decision-making, leadership, and customer service. The chapter aims to demonstrate that emotions are a natural part of human behavior and cannot be separated from workplace interactions and performance.
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
This document discusses emotions, including what emotions are, different types of emotions, and the components of emotions. It defines emotions as private conscious states that involve feelings, bodily arousal, purpose or motivation, and social expression. Emotions are more intense than moods and are directed at something. The four main components of an emotion are the feeling, bodily arousal, purposive or motivational component, and social-expressive component. Different types of emotions are discussed, as well as factors that can influence emotions like personality, culture, age, and environment. Emotional labor and intelligence are also summarized briefly.
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?
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.
The document discusses emotional intelligence and its importance in organizational behavior. It defines emotions, moods, and different models of emotional intelligence. Emotional intelligence comprises self-awareness, self-regulation, motivation, empathy, and social skills. Developing emotional intelligence in the workplace is important for relationship management, decision-making, leadership, and customer service. A lack of emotional intelligence can negatively impact relationships, decisions, and career advancement.
Chapter 4 Emotions, Attitudes, and Job Satisfacti.docxchristinemaritza
This document contains 26 multiple choice and short answer questions about legal procedures and techniques depicted in the film My Cousin Vinny. The questions cover topics like elements of crimes, constitutional rights, pretrial processes like discovery and jury selection, direct and cross examination of witnesses including impeachment and expert testimony, and closing arguments. The overarching summary is that the questions analyze legal scenes and dialog from the movie to test understanding of American criminal court procedures and trials.
This chapter discusses achieving emotional balance and controlling emotions. It covers factors that influence emotions like temperament and culture. It also addresses common emotional styles, dealing with anger, and strategies to improve emotional control including identifying emotional patterns and fine-tuning one's style. Workplace emotions and preventing violence are also examined. The chapter emphasizes developing emotional intelligence and balance.
This document discusses emotions and moods in the workplace. It begins by explaining how emotions were originally ignored in organizational behavior research due to a focus on rationality. It then defines emotions, moods, and affect. The document outlines the biology, intensity, frequency, and functions of emotions. It discusses gender differences in emotional expression and constraints on emotions from organizations and culture. Several theories are explained, including affective events theory and emotional intelligence. The document closes by discussing applications of emotions and moods in areas like decision making, motivation, leadership, and job attitudes.
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.
Emotions are intense feelings directed at someone or something, while moods are less intense feelings that lack a specific stimulus. Emotions are brief while moods can last longer. Basic emotions include happiness, sadness, fear, anger, surprise and disgust. Emotions help with rational thinking and survival. Moods can be influenced by stress levels, social activities, sleep, exercise, age, gender and weather. Emotional intelligence involves self and other awareness and management of emotions. Felt emotions differ from displayed emotions required by organizations. Managing emotions can impact motivation, leadership, decision making and customer service. Cultural differences exist in how emotions are experienced, interpreted and expressed.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
-------------------------------------------------------------------------------
For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
This document discusses emotions and moods in organizational behavior. It defines emotions and moods, lists basic emotions, and discusses their sources and impact in the workplace. Emotions are intense feelings directed at something, while moods are less intense undirected feelings. Positive emotions include joy, while negative emotions include anger. Emotions and moods impact work performance and can be managed by strategies like humor, appreciation, and cultural awareness of emotional norms. Understanding emotions is important for explaining workplace behaviors.
This document discusses emotions and moods in organizational behavior. It defines emotions and differentiates them from moods. Six basic emotions are identified: anger, fear, sadness, happiness, disgust, and surprise. Emotions are not entirely rational but serve important functions. Sources of emotions and moods include personality, time of day, stress, social activities, sleep, exercise, age, and sex. Emotional labor impacts employees through emotional dissonance and different types of acting. Affective events theory posits that workplace events trigger emotional experiences that influence job satisfaction and performance over time. Evidence both supports and challenges the concept of emotional intelligence in the workplace.
1) The document discusses emotions and moods in organizational behavior, noting that emotions were historically ignored but are now understood to be an integral part of the workplace.
2) It defines key terms like emotions, moods, affect, basic emotions, positive and negative affect, and emotional labor.
3) Theories are presented on the functions of emotions, sources of emotions and moods, and how emotions impact areas of OB like decision-making, motivation, leadership and more.
The document summarizes key topics from Chapter 8 of the book "Organizational Behavior" by Robbins & Judge, 13th Edition. The chapter discusses emotions and moods, differentiating between the two concepts. It identifies the basic emotions and moods, and explores the sources and functions of emotions and moods. The chapter also examines emotional labor, Affective Events Theory, emotional intelligence, and the implications of emotions and moods for organizational behavior issues across cultures.
This document discusses emotions and moods. It defines affect, emotions, and moods, noting that emotions are intense feelings directed at something, while moods tend to be less intense and lack a stimulus. It explores aspects of emotions like biology, intensity, frequency and duration. It discusses basic positive and negative moods and various sources that can influence emotions and moods, such as personality, time of day, stress, social activities, sleep, exercise, age, and gender. It also covers external constraints like organizational and cultural influences. The document concludes with applications of emotions and moods in organizational behavior, such as selection, decision making, creativity, motivation, leadership, 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
The document discusses emotions and moods in organizational behavior. It defines key terms like affect, emotions, and moods. It identifies common sources of emotions and moods, such as time of day, stress, and social activities. The document also covers emotional labor, emotional intelligence, and how emotions can be applied to different aspects of organizational behavior, including decision making, creativity, and leadership. Cultural differences in the experience, interpretation, and expression of emotions are also addressed.
The document summarizes key points from a chapter about emotions and moods in organizational behavior. It defines emotions and moods, lists basic emotions, discusses the functions of emotions in decision making and their sources. It also covers emotional labor, affective events theory, evidence for and against emotional intelligence, strategies for emotion regulation, and applications to areas like selection, leadership, and customer service. The chapter aims to demonstrate that emotions are an integral part of human behavior and cannot be separated from the workplace.
The document summarizes key points from a chapter on emotions and moods in organizational behavior. It defines emotions and moods, lists the basic emotions, and discusses the functions of emotions. It also covers sources of emotions and moods, the impact of emotional labor, affective events theory, evidence for and against emotional intelligence, strategies for emotion regulation, and how concepts of emotions apply to issues like decision-making, leadership, and customer service. The chapter aims to demonstrate that emotions are a natural part of human behavior and cannot be separated from workplace interactions and performance.
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
This document discusses emotions, including what emotions are, different types of emotions, and the components of emotions. It defines emotions as private conscious states that involve feelings, bodily arousal, purpose or motivation, and social expression. Emotions are more intense than moods and are directed at something. The four main components of an emotion are the feeling, bodily arousal, purposive or motivational component, and social-expressive component. Different types of emotions are discussed, as well as factors that can influence emotions like personality, culture, age, and environment. Emotional labor and intelligence are also summarized briefly.
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?
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.
The document discusses emotional intelligence and its importance in organizational behavior. It defines emotions, moods, and different models of emotional intelligence. Emotional intelligence comprises self-awareness, self-regulation, motivation, empathy, and social skills. Developing emotional intelligence in the workplace is important for relationship management, decision-making, leadership, and customer service. A lack of emotional intelligence can negatively impact relationships, decisions, and career advancement.
Chapter 4 Emotions, Attitudes, and Job Satisfacti.docxchristinemaritza
This document contains 26 multiple choice and short answer questions about legal procedures and techniques depicted in the film My Cousin Vinny. The questions cover topics like elements of crimes, constitutional rights, pretrial processes like discovery and jury selection, direct and cross examination of witnesses including impeachment and expert testimony, and closing arguments. The overarching summary is that the questions analyze legal scenes and dialog from the movie to test understanding of American criminal court procedures and trials.
This chapter discusses achieving emotional balance and controlling emotions. It covers factors that influence emotions like temperament and culture. It also addresses common emotional styles, dealing with anger, and strategies to improve emotional control including identifying emotional patterns and fine-tuning one's style. Workplace emotions and preventing violence are also examined. The chapter emphasizes developing emotional intelligence and balance.
This document discusses emotions and moods in the workplace. It begins by explaining how emotions were originally ignored in organizational behavior research due to a focus on rationality. It then defines emotions, moods, and affect. The document outlines the biology, intensity, frequency, and functions of emotions. It discusses gender differences in emotional expression and constraints on emotions from organizations and culture. Several theories are explained, including affective events theory and emotional intelligence. The document closes by discussing applications of emotions and moods in areas like decision making, motivation, leadership, and job attitudes.
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.
Emotions are intense feelings directed at someone or something, while moods are less intense feelings that lack a specific stimulus. Emotions are brief while moods can last longer. Basic emotions include happiness, sadness, fear, anger, surprise and disgust. Emotions help with rational thinking and survival. Moods can be influenced by stress levels, social activities, sleep, exercise, age, gender and weather. Emotional intelligence involves self and other awareness and management of emotions. Felt emotions differ from displayed emotions required by organizations. Managing emotions can impact motivation, leadership, decision making and customer service. Cultural differences exist in how emotions are experienced, interpreted and expressed.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
-------------------------------------------------------------------------------
For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
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How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
2. Chapter Learning Objectives
After studying this chapter, you should be able to:
– Differentiate emotions from moods, and list the basic emotions and
moods.
– Discuss whether emotions are rational and what functions they
serve.
– Identify the sources of emotions and moods.
– Show the impact emotional labor has on employees.
– Describe affective events theory and identify its applications.
– Contrast the evidence for and against the existence of emotional
intelligence.
– Apply concepts about emotions and moods to specific OB issues.
– Contrast the experience, interpretation, and expression of emotions
across cultures.
4-1
3. Why Were Emotions Ignored in OB?
The “Myth of Rationality”
– Emotions were seen as irrational
– Managers worked to create emotion-free
environments
View of Emotionality
– Emotions were believed to be disruptive
– Emotions were thought to interfere with
productivity
– Only negative emotions were observed
Now we know emotions can’t be
separated from the workplace
4-2
5. 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
All other emotions are subsumed under these six
May even be placed in a spectrum of emotion:
Happiness – surprise – fear – sadness – anger – disgust
4-4
6. Basic Moods: Positive and Negative Affect
Emotions cannot be neutral.
Emotions (“markers”) are grouped into general mood
states.
Mood states affect perception and therefore perceived
reality.
4-5
E X H I B I T 4-2
7. What Is the Function of Emotion?
4-6
Emotions can aid in our decision-making process.
Many researchers have shown that emotions are
necessary for rational decisions.
Decision Making
Feeling
Thinking
8. 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
4-7
See E X H I B I T 4-3 and 4-4 for Emotion Timing
9. More Sources of Emotion and Mood
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
– Due more to socialization than to biology
4-8
10. Emotional Labor
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
4-9
See E X H I B I T 4-5 for Emotional Labor and Pay
11. Affective Events Theory (AET)
An event in the work environment triggers positive or
negative emotional reactions
– Personality and mood determine response intensity
– Emotions can influence a broad range of work variables
4-10
E X H I B I T 4-6
12. Implications of AET
1. An emotional episode is actually the result of a series of
emotional experiences triggered by a single event
2. Current and past emotions affect job satisfaction
3. Emotional fluctuations over time create variations in job
performance
4. Emotion-driven behaviors are typically brief and variable
5. Both negative and positive emotions can distract workers and
reduce job performance
Emotions provide valuable insights about behavior
Emotions, and the minor events that cause them, should
not be ignored at work; they accumulate
4-11
13. 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
EI is controversial and not wholly accepted
– Case for EI: Intuitive appeal, predicts criteria that matter, is
biologically based
– Case against EI: Too vague a concept, can’t be measured, its
validity is suspect
4-12
14. 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.
4-13
15. More OB Applications of Emotions and Moods
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.
4-14
16. 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, the 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.
4-15
17. Summary and Managerial Implications
4-16
Moods are more general than emotions and less
contextual
Emotions and moods impact all areas of OB
Managers cannot and should not attempt to completely
control the emotions of their employees
Managers must not ignore the emotions of their co-
workers and employees
Behavior predictions will be less accurate if emotions
are not taken into account
Historically the study of organizational behavior has not given much attention to emotions. Emotions were typically seen as irrational so managers tended to work to make the workplace emotion-free.
Often managers viewed emotions as disruptive to the workplace and therefore a hindrance to productivity. However, when thinking about emotions, typically managers were focusing on negative emotions. Even though there are some negative emotions that could hinder productivity, there is no doubt that workers bring their emotions to the workplace. Therefore, any study in organizational behavior would not be complete without considering the roles of emotions in the workplace.
Affect is a generic term that covers a broad range of feelings people experience. This includes both emotions and moods. Emotions are intense feelings that are directed at someone or something. Moods are the feelings that tend to be less intense than emotions and that lack a contextual stimulus.
Not all psychologists agree; however, there do seem to be six basic emotions that emerge in studies: anger, fear, sadness, happiness, disgust, surprise. All other emotions fall under these six. Some psychologists even place these basic six on a spectrum of emotion.
Our basic moods carry positive and negative affects, they cannot be neutral. Emotions are grouped into general mood states. These states impact how employees perceive reality and thereby the moods can impact the work of employees.
There are some who think that emotions are linked to irrationality and that expressing emotions in public may be damaging to your career or status. However, research has shown that emotions are necessary for rational thinking. They help us make better decisions and help us understand the world around us. If we are going to make decisions, we need to incorporate both thinking and feeling.
There are many things that impact our mood and emotions. Personality is a key component and will definitely impact the intensity of the emotions we feel. The day and time of the week is a common pattern for all of us. Many are happier toward the end of the week. Weather is thought to have an impact on our emotions, but there is no proven effect.
Stress is an important factor and even at low levels it can cause our mood to change. It is important to maintain a low level of stress to help us control our psychological as well as our physical health. Social activities have been shown to have a positive impact on our moods. This could be physical outlets such as playing in a basketball league or it can be going out to dinner with friends. These types of activities are found to have a positive impact on our mood.
Some additional sources of emotion and mood include such factors as sleep and exercise. It is important to get enough and high-quality levels of sleep. Physical activity can also aid in keeping our moods upbeat.
Some characteristics that are beyond our control can impact our moods, such as age and gender. Elderly people tend to have fewer negative emotions. Women tend to express their emotions readily and their moods tend to last longer. Research has shown that this is due more to cultural socialization than to biology.
In many jobs there is an implied agreement on the types of emotions that should be expressed. For example, waitresses are supposed to be friendly and cheerful, whether they are currently feeling that emotion or not. When employees don’t feel the emotion they are required to express, they may experience emotional dissonance. This can lead to burnout and frustration with the job.
An employee’s actual emotions are their felt emotions and this is in contrast to the emotions that are required or deemed appropriate, which are called displayed emotions. There are two levels of displayed emotions that can be expressed. They are both appropriately called acting. Surface acting is when an employee displays the appropriate emotions even when they don’t feel those emotions. Deep acting is when the employee actually changes their internal feelings to match displayed rules; this level of acting can be very stressful.
Affective Events Theory demonstrates that employees react emotionally to things that happen to them at work and this can influence their job performance and job satisfaction. The intensity of these responses will be based on emotion and mood.
AET has a number of implications. These implications are as follows:
When an employee has an emotional episode, it is actually the result of a series of emotional experiences that are triggered by a single event.
Your job satisfaction is impacted by current and past emotions.
As your emotions fluctuate over time, it will create variations in job performance.
Behaviors that are driven by emotions are typically brief and variable.
Both positive and negative emotions can distract workers and reduce job performance.
In summary, emotions do provide very valuable information and predict factors about behavior. In addition, it is important not to ignore minor events as they will accumulate over time.
Emotional Intelligence (EI) is a growing area of study and is becoming increasingly important in the understanding of individual behavior. EI is pulling in one’s understanding of emotions and their impact on behavior. An individual who is emotionally intelligent will have a strong sense of self-awareness, recognizing your own emotions when experienced. They are also able to detect emotions in others. By understanding their own emotions and those of others, they can manage emotional cues and information to make decisions.
EI plays a very important role in job performance; however, the jury is still out on the role EI plays in effectiveness in organizations.
There are numerous applications of emotions and moods. These include selection of employees, decision making, creativity, motivation, and leadership.
Some additional applications of emotions and mood include negotiation, customer service, job attitudes, deviant workplace behaviors, and manager’s influence.
Across cultures there do not seem to be differences in how people experience emotions. However, it is shown that in different cultures there are different interpretations of emotions. Some cultures are more accepting of emotional expression than others. When you are engaging with other cultures, be sure to understand their cultural norms.
In summary, moods and emotions are important to the study of organizational behavior. Also, they are natural expressions and managers should not try to completely control the employees’ emotions, but they should be aware of the emotions and not ignore emotional indicators. This is because the more you understand the emotions of your employees, the better you will able to predict their behavior.