ORGB Ch.7

• Differentiate emotions from moods
  
  • Affect
    
    • Covers a broad range of feelings that people experience. Can be experienced in the form of emotions or moods
      
  • Emotions
    
    • Intense feelings that are directed at someone or something. There are dozens of emotions, including anger, contempt, enthusiasm, envy, fear, frustration, pride, surprise, and sadness
      
    • More action oriented
      
  • Moods
    
    • Are feelings that tend to be less intense than emotions and that often lack a contextual stimulus
      
    • More cognitive, cause us to think or brood for a while
      
• Discuss the different aspects of emotions
  
  • Intensity
    
  • Frequency and duration
    
  • Do emotions make us irrational?
    
    • Our emotions provide important information about how we understand the world around us
      
    • The key to good decision making is to employ both thinking and feeling in one's decisions
      
  • What functions do emotions serve?
    
    • We need them to think rationally
      
• Identify the sources of emotions and moods
  
  • Personality
    
  • Day of the Week and Time of the Day
    
  • Weather
    
  • Stress
    
  • Social Activities
    
  • Sleep
    
  • Exercise
    
  • Age
    
  • Gender
    
• Describe external constraints on emotions
  
  • Organizational influences
    
    • For the most part, the climate in well-managed US organizations is one that strives to be emotion free
      
  • Cultural influences
    
    • The degree to which people experience emotions vary across cultures
      
    • In general, people form all over the world interpret negative and positive emotions the same way
      
    • Managers need to know the emotional norms in each culture they do business in so they don't send unintended signals or misread the reactions of locals
      
• Discuss the impact emotional labor has on employees
  
  • Emotional Labor: is an employee's expression of organizationally desired emotions during inter-personal transactions at work
    
  • The true challenge is when employees have to project one emotion while simultaneously feeling another
    
  • Felt Emotions: an individual's actual emotions
    
  • Displayed Emotions: those that the organization requires workers to show and considers appropriate in a given job
    
  • Surface acting: hiding one's inner feelings and forgoing emotional expressions in response to display rules
    
  • Deep Acting: trying to modify one's true inner feelings base on display rules
    
• Discuss the case for and the case against emotional intelligence
  
  • Emotional Intelligence (EI): one's ability to detect and manage emotional cues and information
    
  • EI is composed of five dimensions
    
    • Self-awareness: Being aware of what you're feeling
      
    • Self-management: the ability to manage your own emotions and impulses
      
    • Self-motivation: the ability to persist in the face of setback and failures
      
    • Empathy: the ability to sense how others are feeling
      
    • Social Skills: the ability to handle the emotions of others
      
  • The Case for EI
    
    • Intuitive Appeal
      
    • EI predicts Criteria that matter: a high level of EI means a person will perform well on the job
      
    • Biologically based: EI is neurologically based in a way there's unrelated to standard measures of intelligence, and that people who suffer neurological damage score lower on EI and make poorer decision than people who are healthier in this regard
      
  • The Case against EI
    
    • Too Vague a Concept
      
    • EI can't be measured
      
    • The validity of EI is suspect: not sure if they can rely on data
      
• Apply concepts on emotions and moods to OB issues
  
  • Selection
    
  • Decision Making
    
  • Creativity
    
  • Motivation
    
  • Leadership
    
  • Interpersonal Conflict
    
  • Negotiation
    
  • Customer Service
    
  • Job attitudes
    
  • Deviant Workplace Behaviors