Test 2 - Ch. 8 Emotions and Moods Why emotions were ignored...

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Ch. 8 Emotions and Moods Why emotions were ignored in OB: The “myth of rationality” (orgs are not emotion free) & Emotions are disruptive to orgs (only considered strong neg. emotions) Affect: broad range of emotions that people experience Emotions: Intense feelings that are directed at someone/thing Moods: tend to be less intense than emotions and lack a contextual stimulus Biology of Emotions: originate in brain’s limbic system Intensity: depends on personality or job requirements Frequency/Duration, Functions: critical for rational thinking, motivate Sources: Personality, day/time of week, NOT weather, stress, social activites, sleep, exercise, age, gender Positive Moods: highest at the end of the week, middle of the day Neg Moods: highest at beginning of week, show little variation throughout the day Gender & Emotions: Women: greater, more intense, more frequent, comfortable, better at reading others Men: inconsistent with male image, less able to read/identify, less need to seek social approval by showing positive emotions External constraints: Organizational & Cultural (degree varies across cultures, interpretations are the same, norms differ Emotional Labor: situation in which and employee expresses org desired emotions during interpersonal transactions Felt vs. Displayed Emotions (org required and considered appropriate in a given job) Higher emotional labor = more pay w/ more cognitive req. Affective Events Theory: employees react emotionally to things that happen at work, this influences their job performance and satisfaction Emotional Intelligence: Self-awareness, self-management, self- motivation, Empathy, Social Skills (can handle emotions of others) high EI scores, not IQ scores, characterize high performers OB Applications of Understanding Emotions: Emotions and selection, decision making, creativity, motivation, leadership, interpersonal conflict, negotiation, customer service, job attitudes, deviant workplace behaviors Ch. 9 Foundations of Group Behavior Group: 2 or more interacting and interdependent who have come together to achieve particular objectives: Formal, Informal, Command (report directly to a given manager), Task, Interest, Friendship Why people join groups: security, status, self-esteem, affiliation, power, goal achievement 5 Stage Model of group development: Forming (much uncertainty), Storming (intragroup conflict), Norming (close relationships and cohesiveness), Performing (fully functional), Adjourning (wrapping up activities) Punctuated Equilibrium Model: temp. groups under deadlines go thru transitions b/t inertia and activity – at the half-way point they have an increase in productivity. Sequence of actions: Set up group direction, 1 st phase of inertia, ½ way point transition, major changes, 2 nd phase of inertia, accelerated activity Group Properties- Roles: set of expected behavior patterns attributed to someone occupying a given position in a social unit. Role Identity: certain attitudes & behaviors consistent with a role. Role Perception:
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This note was uploaded on 06/23/2008 for the course MAN 320F taught by Professor Passovoy during the Spring '08 term at University of Texas at Austin.

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Test 2 - Ch. 8 Emotions and Moods Why emotions were ignored...

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