Management of Emotions - Assignment Example

Management of Emotions Organisational leadership is a regulatory ity to direct and control the enterprise of the individuals in the organisation. It is necessary to see that the managers are capable of controlling their emotions and are able to guide them through the beneficial path for the organisational objectives. Fine tune of communication with guaranteed attention for proper evaluation of the situations pertaining to operational activities ensure smooth administration of the individuals in the organisation without giving scope for interpersonal conflicts. As every organisation is a place for diversified distribution of people from various spheres of professional and emotional qualities, the managers are required to make an overview of their own emotions as a comparison with the emotions of others and manage them to be driven in a productive way. Leaders are expected to ask themselves how well their emotions are managed. Stakeholders involving in a conflict are expectants of proper concern of the negotiator; therefore, the manager has to assess his level of efficiency in passing the message and learn tactics for improvement as necessary for the changing situations as well as the parties involved in conflict. Emotional outbreaks cater to confusion and disapproval among the subordinates and the peer equally. Expressions substantiated by emotions are always seen tumbling down. Hence it is necessary for the leader to develop certain principles of communication. According to Conflict Research Consortium (USA), managing emotions is possible if the speaker recognises the emotions, determines the sources of the conflict, talks about feeling of both parties, expresses feelings in a non-confrontational way, acknowledges the legitimacy of the opponents feelings, controls emotional outbursts, uses symbolic gestures and chooses a conflict resolution mechanism all in an appropriate manner relevant to the context (“Managing strong emotions”). A clearly transparent and mutually interactive platform set by the speaker eventually helps in negotiating almost every dispute in an amicable way. Discerning employee emotions is an important affair for the leadership in the present trend of corporate business. The success of majority of present day managements is directly associated with their ability to work out better plans of emotional management. In my personal view, personal conflicts with an ascending tendency badly affect the functioning of the management. Lee identifies the five reasons for distinguishably ascertaining emotional conflicts as they affect intellectual capital, customer service, organisational representativeness, productivity and employee attention and retention. I assume that an assessment of emotional states of people is easy if they are carefully observed within and outside the organisational frame. According to Jaworski, “Simple examples of our pattern-discerning abilities include our ability to discern other people’s emotional states through facial and vocal expressions” (Jaworski, 332). As I observed from the formative behavior of the people as a relationship with their professional requirements, majority of the emotionally disturbed persons are consolidated with reckless or lackadaisical responses, frustrated movements and indifferent opinions. Most of their worries were related to esteem needs which required personal consolation and motivation. When I observe the change of expressions, I confirm the view that the opposite person requires a considerable amount of moderation and design a pattern to effectively address his complaints. Recently, I had and experience of emotional outbreak of a store manager at a team of supervisors of the production unit regarding their irresponsible nature toward wastage. The argument grew violent and it almost reached the stage of verbal abuse when the supervisors challenged to call for strike. What all I could do was to immediately talk to either party in my chamber and resolve the issue. The supervisors were complaining about the mechanical failures as well as the inefficiency of the fresh workers in the production unit while manager claimed that he was not concerned with that. I made talks with the two concerned departments mechanical and training and the issue was negotiated without further damage to the organisation. When a person is cable of maintain the balance between the two, it is easy to settle any dispute. In the incident, I could instead have spoken to the personnel manager and request him to regulate the behavior of the inexperienced employees. EQ or Emotional Quotient is the ability of a person to recognise his emotions, understand them and control them according to the demands of the situation. Self detection of emotional differences helps and individual manage his behavior according to the situational requirements and endure the productive enthusiasm for better results. As a general belief, people with high EQ are expected to shine in business with their ability to detect the emotions of others and regulate their own during social interactions. According to a study (Robbins), EI(emotional intelligence of EQ) is neurologically based and the sufferer of neurological damage makes poorer decisions than healthier ones in times of conflicts (202). Having high EQ is different from ignoring anger. The later is a perfect emotional negligence which can cause aggravated effect on future decisions. As revealed by Oliver and Oliver, emotional conflicts left unsolved often result in greater problems of anger beyond management. Therefore it can be established that requiring for EQ development is beneficial to the organisation while teaching to ignore emotions can be fatal to the integrity among the employees. With careful consideration for changes as essential parts management, I sometimes tend take sudden decisions on changes associated policies, forecasting or operations. I think I acquired this ability as a result of my analysis of need for attitudinal changes as a reflexive mechanism to counteract against the signals alerting the need for changes. I have learned the value of reduced arguments, careful listening and cordial approach to peer conflicts in the early schooldays. It was a part of my observation I learned that deprivation of emotional responses reduced the strain of communication. It may be assumed that “you may get quite depressed when you begin to realize how often you stop your life being happier and more fulfilled” (Stricker and Gold, 100). Hence it can be observed that the ability to change emotional states is to be ensured at every point of perfection as it reduces the chances prolonged conflicts. So far as the change quotient requirement is concerned, I think there is an imminent demand for my attitude toward the employees working in the nights shifts under my leadership. There are allegations that they are misusing the premises and overusing the privileges as compared to the employees during day time. These circumstances alert me of the signals of internal disputes as well as disciplinary failures from the employees. As the unit head for the night shifts, I have decided to install computerized surveillance system and digital signature for all the employees working in the office during the nightshifts as an effective move instead of calling for meetings and discussions that may eventually turn out to be invitations for an inevitable conflict between the management and the employees. Works Cited Jaworski, William. Philosophy of Mind: A Comprehensive Introduction. UK: Wiley-Blackwell, 2011. Print. Lee, David. “How employee emotions affect your organization’s ability to compete.” HumanNature@Work. (n.d). Web. 05 October 2011. “Managing strong emotions.” International Online Training Program on Intractable Conflict. University of Colorado. (1998). Web. 05 October 2011. Oliver, Gary J & Oliver, Carrie. Mad about Us: Moving from Anger to Intimacy with Your Spouse. USA: Baker Books, 2007. Print. Robbins, S. P & Judge, T. A. Organisational behaviour: global and Southern African perspectives. South Africa: Pearson Education South Africa, 2009. Print. Stricker, George & Gold, Jerold R. Comprehensive Handbook of Psychotherapy Integration. USA: Springer, 1993. Print. Read More