Emotions at the Workplace - Assignment Example

PORTFOLIO ONE Introduction Question1 – We know what the effects of stress are from the Health and Safety Executivesresearch but what is stress exactly? Emotions at workplace play a very vital role in the way the entire organization communicates within itself and to the outside world. Events at work have real emotional impact on participants. The costs of emotional states in the place of work, both attitudinal and behavioral, have considerable importance for groups, individuals and society. Positive emotions in an organization helps employees get hold of favorable outcomes including job enrichment, achievement and higher quality social context. On the other part; negative emotions, such as anger, fear, hostility, stress, guilt and sadness, increases the inevitability of an organization deviance, and how the outside world regards the firm or organization. Emotions normally are linked with some specific occurrences or events and are intense enough to interrupt thought processes. There are many consequences for allowing negative emotions to affect your general attitude at work. For a good organization, then emotions and emotion management plays a vital role in achieving its objectives. It is important to develop a desirable and observable emotional display as part of a job role. The ability to deal and manage emotions and emotional information in an organization helps workers in managing occupational stress and maintaining psychological well-being. This indicates that stress reduction and health protection could be achieved by increasing the personal resources of employees that comprise emotional intelligence. Additionally, stress reduction and health protection can be achieved by decreasing work demands that cause stress. The increasing of EL skills responsible for successful job performance can help employees deal effectively with their emotional feelings, therefore reducing the level of job stress hence indirectly protecting their health (GRIFFIN & MOOREHEAD, 2012). Question 2 – Discuss, using ideas from the general model of stress, the causes (sources) of stress and thus how stress can be managed in the work place. In your response you must make reference to how the various causes of stress can be categorized. Work related stress is a harmful reaction a person has to undue demands and pressures placed on them at work. It is a chronic disease that result from conditions in the workplace that negatively affects a person’s performance or/and general welfare of his mind and body. Several mental and physical illness manifest job stress. But sometimes job stress can be disabling. In chronic situations a psychiatric consultation is recommended to validate the degree and reason of work related stress. While some workplace stress is normal, excessive stress can interfere with an employee’s productivity and hence impact his emotional and physical health. Sometime an employee cannot control the entire environment in which he/she is working at, but that does not mean they are powerless. Finding ways to manage the work environment stress is not about developing huge changes or opting for a career change, or rather it is about focusing on the specific thing that is always within your control. There are several symptoms of workplace work that include: Fatigue Social withdrawal Loss of sex drive Stomach problems Problems sleeping Muscle tension or headaches Trouble concentrating Apathy, loss of interest in work Using alcohol or drugs to cope Feeling anxious, depressed or irritable Job stress can be caused by several complex set of reasons. There are several causes of work related stress as discussed below: CAUSES OF JOB STRESS Job insecurity In the current global economic conditions, organizations are undergoing through metamorphic changes due to consequent pressures. Takeovers, downsizing, mergers and reorganizations are some of examples of organization changes that have become major stressors for workers as the organizations and companies try to live up to the competitive to survive. These changes have put pressure not only on the staff but even the CEO’s of big corporations. High demand for performance Unrealistic expectations, specifically during corporate reorganizations, which sometime put unreasonable and unhealthy pressures on the employee, can be a marvelous source of suffering and stress. Extremely long working hours, increased work load and intensive pressure to perform at peak levels every time for the same pay, can result to emotional and physical drainage in the employees (GRIFFIN and MOOREHEAD, 2012). Technology The increased technology has resulted in increased expectations for speed, efficiency and productivity, increasing pressures on the individual worker to operate constantly at peak performance levels. Employees working with heavy machinery are under more constant stress to remain alert. There is also a continual pressure to maintain the technological improvisations and breakthroughs, which in the end forces the employees to learn new software every time. Personal or family problems Sometimes employees undergo family and personal problems which tend to carry their anxieties and worries to the workplace. When an employee experience depressed mood, his/her unfocused attention or inadequate motivation affects his/her ability to carry out job responsibilities. Workplace culture Coping with culture of a workplace, whether in a new company or not, can be intensively stressful. To adapt to various aspects of workplace culture such as hierarchy, communication patterns, dress code, workspace and behavioral patterns of the leader as together with the co-workers, can be stressful. Maladjustment to place of work cultures may lead to delicate conflicts with the superiors or even colleagues. Sometimes office politics and gossips can also be a major source of stress. How to deal with workplace stress If the level of stress at work is affecting a person’s ability to do his job well, impacting his/her health negatively or affecting his/her ability to manage her/his personal life, then he/she needs to take actions and care. It is recommended that an employee undergoing through stress begins by paying attention to his emotional and physical health, thereby ensuring that his own needs are well taken care of. Taking care of the needs will make the employee stronger and more able to deal with stress. It is recommended to have enough sleep and have a good diet when undergoing stress at workplace. Resolving conflicts in ways that are constructive and healthy can strengthen the levels of trust between people while reducing stress while at the same time diffusing tension. Humor is the best stress reliever; a perfect mutual laugh decreases stress quickly. However; laughs that are directed to other people might leave you with much stress instead of reducing stress (RASHID & ARCHER, 1983). Where managers are concerned, it is in their best of interest to keep the level of stress at the workplace to minimum levels. During the times of high stress, mangers can act as positive role models hence help in relieving stress. A calm manager in a stressful workplace will result to more relaxed employees. Stress can impact the general health of an individual. The body of an individual is pre-programmed, designed, with a set of automatic responses to deal with stress. This system is very effectual for the short term in terms of fighting stress. When a worker experience stress for long period of time, the system will be activated but it does not get the chance to turn off. The pre-programmed response of the body to stress include: increased blood pressure, increased metabolism, increased cholesterol, faster food clotting, increased stomach acid and many others. These are health conditions are because of stress hence deterioration of an employee’s health. For example, the study in GB gives some interesting figures and results as shown in figure 1. PORTFOLIO TWO 1. Discuss, referring to appropriate theory, how Likert conducted his research, you must identify the criteria he used during his investigation. The behavioral approach was developed as a corollary to the human relations approach. Organizational theorists and social scientists argue that the best results can be achieved through building theories of management and organization based on findings of the behavioral science, such as sociology, psychology, psychiatry, cultural anthropology, economics and philosophy. Intense explanation and research of behavioral approach is attributed to behavioral scientists such as Douglas McGregor, A.H. Maslow, Renis Likert, Herzberg and many others. The behavioral approach relates to the psychological and social aspects of human behavior in an organization. The behavior of workers in an organization clearly affects both the organization’s culture and functioning together with the principles of its management. Renis Likert and his associates studied the styles and patterns of managers for three decades in the United States of America at the University of Michigan. The model was developed based on the questionnaire administered to managers in over 200 organizations. The research also aimed at determining the performance characteristics of several types of organizations. During the study, Likert developed a Likert scale which was used to identify the extent of a person’s attitudes, beliefs, or feelings towards some things. The traditional Likert scale was used to ask managers to which they agree or disagree with a statement on a 5-point scale. He asserts that to achieve optimal profitability, high productivity and good labor relationship, each and every organization must make maximum utilization of their human assets. 2. Further discuss what he meant by supportive relationships and supportive behaviour and the role it plays in effective leadership. According to Likert, The form of the firm which will result to the optimal utilization of human capacity is the one with highly effective group of workers linked together in an overlapping pattern by other similarly effective groups. The studied resulted to the identification of a four-fold model of management systems: MANAGEMENT MODELS System 1-Exploitative Authoritative This system states the responsibility lies in the hands of the people at the upper level of the organization hierarchy. The superior does not trust and have no confidence on the junior or subordinates. The decisions are forced on subordinates and that does not make them feel free at all to engage their superiors on discussions on job related issues. Communication is limited same to teamwork hence motivation is simply based on threats. System 2- Benevolent Authoritative This is a situation where the responsibility lies at the managerial levels as opposed to at the lower levels of the organizational chain of command. As compared to the first system, the superior has patronizing confidence and trust in subordinates. The master-servant relationship is enhanced. However, again the subordinates are not free to discuss their job situation with their bosses. The communication and teamwork is very little and workers are motivated through the systems of rewards. System 3-Consultative In this case, the responsibility is spread widely and throughout the organizational pecking order. The leader has a considerable but not entire confidence in his/her subordinates. Some discussions concerning jobs may take place between the subordinates and the superiors. Teamwork is fair and communication is vertical and horizontal. The motivation is purely based on involvement in the job and rewards (DAFT, 2010). System 4-Participative The superior has high level of confidence towards the subordinates. The responsibilities aimed at achieving organizational goals are spread wide throughout the hierarchy of the organization. The level of teamwork, communication and participation is high. The four management systems, according to Likert, have been compared to each other based on some organizational variables such as Leadership processes Communication process Motivational forces Decision-making process Interaction-influence process Control processes Goal-setting or ordering 3. In what way does Likert suggest that the end result variables of an organization, such as the organization’s productivity, costs, scrap materials created etc. can be positively impacted upon? After administering a questionnaire to numerous employees belonging to different organizations and from different managerial position, his study confirms that the employment units or departments practices within the 1st and 2nd systems were less productive, and the units employing management practices within the 3rd and 4th systems were very productive. He argues that; organizations whose behavioral characteristics is nearer to the 4th system, are likely to experience long-term improvement in staff turnover and high productivity, low cost, low scrap and hence high earnings (DAFT, 2010). Behavioral scientists maintain that it is natural that quite a number of people enjoy work and are motivated by sell-development and self-control. If the subordinates are allowed and encouraged to participate in establishing the organizational goals, there will be a positive attitude towards the work they are assigned to do. Informal leadership, as opposed to formal authority of managers is more significant for establishing and enforcing group’s performance standards. A leader or a manager may be more efficient and acceptable to subordinates, if he appreciates and develops democratic style of leadership. It is appropriate for managers to identify and give essential conditions contributing to the proper and sufficient utilization of human capital. They should have positive attitude towards human behavior. According to MacGregor, employees favor self-direction and self-control. He believes that in place of the idea of social man the perception of self-actualizing man would be more suitable to explain human motivations. To convert an organization, there are four main effective management practices that must be put in place as recommended by Likert. These include: The motivation to work must be encouraged by modern techniques and principle, and not through the old system of threats and rewards. For effective management then supportive relationships should be encouraged between each working group. These are characterized by mutual respect but not with actual support. An organization that exhibits a highly effective and tightly knit work groups must be developed with an aim of encouraging commitments that will help achieve the objectives of the organization. Workers must be seen appreciates and have their own desires, needs and values and their sense of worth must be enhanced or maintained. PORTFOLIO THREE 1. .” Discuss, with relevance to appropriate theory whether managers should develop an understanding of and a competence in building a power base within an organisation. Managers require power to effectively do their jobs, for the reason that their works need them to influence others. As a result, managers who feel powerless to influence others experience a great amount of stress and frustration. Their staff members may also feel frustrated because of this. Positions of authority bestow power to the people who are in those positions. But the fact is, managers who rely entirely on their official authority to control others sometimes find that it does not inspire their staff and this can even lead to demoralization of the staff. Therefore it helps to also receive power from other sources. For example, charisma and having personal appeal can also be sources of power. When you are managing a team, its performance of the time is attributed to how well they have been trained and developed. Individuals need ongoing development and training to assist them become more effective, and take on bigger and more important challenges. Mostly, organizations limit training and developments to new employees to people moving into new roles. If this is done correctly, then it will ensure that the organization achieve its objectives and improve its competitive position. Successful organizations and teams emphasize on developing future leaders. Identification and development of competent managers and supervisors will ensure that the organization have trained workforce who are ready to fill in the new leadership positions, rather than being forced to employ unproven external people (DAFT, 2010). There are numerous theories related to motivation and leadership. One of these theories is the classical management theory. This theory was developed by Henri Fayol, FW Taylor and Max Weber. According to this theory, management takes place inside a structured organizational setting that consists of prescribed role. Management is directed towards the realizations of objectives and aims by putting influence on the efforts made by others. Classical management theory focused on structure, practical manager and prescriptive about what is good for the organization. Henry Fayol argues that, while scientific management technique has been employed to raise efficiency and productivity in both public and private services, it has, however, had the limitations of ignoring many of the human aspects of employment. This has resulted to the development of boring repetitive jobs with the overture of systems for tight control and the estrangement of workers from their leaders or managers. Max Weber defines bureaucracy as the form of organization of certain dominant characteristics such as system of rules and hierarchy of authority. Weber analyzed organizations and he identified three fundamental types of legitimate authority: Charismatic, Traditional and Rational-Legal. He argued that authority has to be eminent from power (RASHID & ARCHER, 1983). The traditional authority in the organization is where workers accept those superiors because of the tradition or custom. Rational-Legal authority is where acceptance arises out of position or office of the person in the authority as guided by the rules and regulations of the organization. Lastly, Charismatic authority is a situation where the acceptance arises as a result of confidence or loyalty in the personal qualities of the ruler. It is the rational-legal authority that Weber considered the source of bureaucracy in an organization. According to this theory, promotion, appointment and authority should be done depending on technical competence and unbreakable by rules and procedures of promoting those that are capable of managing rather than those that are favored to manage or be leaders. The implementation of the bureaucratic type of management allows firms to grow up into large complex organized systems that mainly focus on formalizing explicit goals. 2. There are many sources of power. In terms of success, in Western cultures people favour and foster personal and dispositional (she achieved what he has done because she was the brightest) as opposed to Chinese cultures which favour situationally centred (he was promoted because he knew lots of people in the headquarters) explanations of success. If this type of logic is taken further, in to the realms of managing organisations, then one could consider whether managers should explore and develop an understanding of ‘Personal’ as opposed to ‘Positional Power’. Discuss, with reference to relevant theory the issues and the pros and cons of these two very different types of power. Personal Power vs. Positional Power can be either positional or personal power. Positional power This kind of power is external to an individual. It is the amount of money a person has, the important job title, the fancy car an individual is driving, the expensive house he is staying in, the kind of degree he has and many others that can lead an individual to power. These things are external hence they can be taken away from the individual. It is the authority an individual commands because of who he is as a person. Many argue that there is nothing wrong with positional power because it comes in handy and it is fun to have it. There are numerous occasions when positional power should be implemented. Ceremonial occasions make a suitable platform for positional power. For example; the seating protocols at a convention or conference, opening of the parliament, the chairing of certain committees. Other occasions where positional power is necessary are: ruling someone out order in high delegated meeting, when presiding over a meeting, taking the measure to consult with other leaders to fashion a convincing vision for the firm and the entire staff (MUMFORD, 2010). These are very important utilization of positional power. However, this source of power has limitations especially when dealing with volunteers. Leadership is characterized by fellowship. You can only be a practicing leader if you have someone lead otherwise if you have no one to lead then you are a potential leader. Unlike paid workers, volunteers have the privilege of deciding whether to follow someone or not. They are much more influenced by an individual’s personal power than his positional power. However, even if they are being paid, if an individual in the authority abuses the positional power he has, those who are meant to follow him will not do so but rather they will depart from the organization. Personal power Personal power is external to an individual. It is the skill set that earned a person that important job title, it is the knowledge and skill acquired through hard work in your studies in Ivy League school. Personal power reflects an individual’s ability to maintain his cool when under pressure and his can-do mindset. It represents the character, persistence, resilience, intelligence and patience of an individual. These things cannot be taken away from a person because they are internal to him. Personal power is the authority commanded by an individual because of who he is. Proper utilization of personal power will increase a person’s positioning power and the vice versa. However, improper use of either of the powers will reduce both the personal and positional authorities (RASHID & ARCHER, 1983). Through balancing of personal and positional power, a leader will increase his/her self-esteem, values, assessments of the respect received from others and the preferred behavioral style. Leadership is a learned art. One of the proper and appropriate ways to learn leadership is to study the lives of great leaders. Talk with them, observe them and read about them. Then instill the skills of decision making that your role models demonstrate. With reflection and experience, managers can improve their sensible use of personal and positional power. Not only will they gain greater contentment, but those they lead will at the same time benefit from results of job satisfaction and better leadership. PORTFOLIO FOUR 1. Identify the types of managerial tools which can be used to bring about organizational change. The beginning of the 21st century has witnessed various changes in organizations in terms mergers, process enhancements, acquisitions and layoffs. All these are aimed at increasing the profitability and growth of the organizations. While the external organizational environment continues to play a significant role in a firm’s ability to deliver products, the internal environment of the organization is increasingly inhibiting the organization from delivering goods and services needed to meet the market demand unless it is able to adapt appropriately (BRUHN, 2002). The major areas of changes in an organization’s internal environment comprise of: Structural- Organizations sometime find it appropriate to redesign the structure of the organization because of influences from the external environment. During structural changes, hierarchy of authorities, structural characteristics, goals, management systems and administrative procedures are always targeted. The structural change entails almost all the change in the way an organization is managed. A structural change is not a complex procedure and can sometimes be simple as implementing a non-smoking policy. Strategic changes: often during the normal business operation, it is appropriate for the management to adjust the strategy of the organization to achieve its goals, or sometimes help change the mission statement of the organization as a reaction to the increased demands of the external environments. Changing the strategy of the organization may include changing its basic approach to doing business: the kinds of products it wants to offer, the target market, how the products will be sold, the level of global activity, overall strategic orientation, and its specific partnerships and other joint-business ventures. People-centered: this management change tool will alter the behaviors, attitudes, performance or skills of the organization’s employees. Altering people-centered processes comprise of motivating, communicating, interaction with the group and providing leadership. It may involve shifting ways of solving problems, the way employees acquire new skills, and the perception of employees towards themselves, their jobs and the organization as a whole. Some people-centered alterations may solely include incremental changes or limited improvements in the process. For example; an organizational might organize a workshop that trains mangers how to communicate with employees more openly. Process-oriented: it may become apparent to the organizations that it is best to reengineer its production process so as to realize the optimum productivity and workforce. Process-oriented change is sometimes linked to a firm’s production process or how the firm assembles products or delivers its services. 2. As a more readily accessible but perceived measure of an organization’s health, researchers have started to investigate ‘Organizational Climate’. Explain what is meant be this term and what it means in terms of the organization. What sort of characteristics might be the sign of a healthy organization Organization climate Organizational climate is the process of quantifying the organization’s culture. It is more than organizational culture. It is a set of properties of the environment of work which is regarded as indirectly or directly by employees, that is assumed to be a great force responsible for influencing the behaviors of an employee. It is manifested in a diversity of human resources practices, is a vital forecaster of organizational success. Several studies revealed that there is a positive relationship between organizational climates and numerous measure of organizational success such as sales, productivity, staff retention profitability and customer satisfaction. The success of the organization is influenced by its climate. However, many organizations still struggle to improvise the climate they required to succeed and retain their most highly effective employees (RASHID & ARCHER, 1983). A good organization must have an inspiring, shared vision at its core. It must also establish a leadership structure that will ensure smooth running of the organization. A healthy business environment there exhibits the following traits: A shared vision which is shared and held by all team members. Development of leadership structure is a part of the strategy. Team members and their individual ideas are equally valued. The organization readily embraces change and risk taking is encouraged. It’s a fun place to go out together, people enjoy their relationship and work is deeper as compared to a mere professional environment. Team members are repeatedly energized and back-up flows freely. 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The project management imperative: mastering the key survival skill for the twenty-first century organization. Lincoln, NE, iUniverse. Appendices Figure 1: Rates for total cases and new cases of work-related stress, depression or anxiety in GB. (DAFT, 2010) Read More