MAN 337 Chapter Notes - Chapter 7: Emotional Labor, Social Skills, Self-Awareness

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4 Jan 2017
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1. Chapter 7: Emotions and Moods
a. Until recently, the field of OB has given little attention to emotions. Why?
i. Myth of rationality: protocol of work was to keep a damper on emotions because it was
the opposite of rationality
ii. Many believed emotions were disruptive
b. Affect: a broad range of feelings that people experience
i. Emotions: intense feelings that are directed at someone or something
1. Specific and numerous
2. Accompanied by distinct facial features
3. Action-oriented
ii. Moods: are feelings that tend to be less intense than emotions and often lack contextual
stimulus
1. Lasts longer than emotions
2. More general
3. Cognitive in nature
c. Emotions are critical to rational thinking because our emotions provide important info about
how we understand the world
i. Darwin says that emotions help us solve problems; they motivate people to act to
survive
1. Emotions serve a purpose to the person and others around that person
d. Sources of emotions: day of the week and time of the day, weather, stress, social activities, sleep,
exercise, age and gender
e. Eotioal laor: a eploee’s epressio of orgaizatioall desired eotios durig
interpersonal transactions at work
i. Emotional dissonance: expressing one emotion while feeling another
1. Felt emotions vs. displayed emotions
2. Surface acting: hiding feelings because of display rules
3. Deep acting: modifying true inner feelings because if display rules
f. Emotional intelligence: a perso’s ailit to 1) e self-aware, 2) detect emotions in others and 3)
manage emotional cues and information
i. Recent studies claim that EQ is just as important as IQ for performance
ii. Five dimensions
1. Self awareness
2. Self management
3. Self motivation
4. Empathy
5. Social skills
iii. Cases for EI:
1. Intuitive appeal; good to possess street smarts and social intelligence
2. Predicts criteria that matter; EI is predictive of job success/performance
3. EI is neurologically based in a way that unrelated to standard measures of
intelligence; people with damage to this part score lower on EI and vice versa
iv. Cases against EI:
1. EI is too vague and unclear as to what it defines
2. It a’t e easured ith stadardizatio; dierse easures
3. EI has nothing unique to offer as it is similar to intelligence and personality
once controlled for these factors
v. Implications:
1. Emotional Intelligence is important for developing your leadership capabilities
and managing the impressions you make on other people
2. You can develop EQ
a. Work and interact with many different types of people
b. Develop a portfolio of interaction styles to use in different situations
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