Organisational Behaviour Essay Example

  • Category:
    Management
  • Document type:
    Case Study
  • Level:
    Undergraduate
  • Page:
    2
  • Words:
    1008

ORGANIZATIONAL BEHAVIOR 7

Organizational Behavior

(Student Name)

Management

June 22, 2013

Case study

EQ (Emotional Intelligence) is the capability to manage, understand, use and identify emotions in a constructive manner to effectively communicate, defuse conflict, overcome challenges, relieve stress and empathize with employees. In my view I think that Park incorrectly behaved towards sales employee who was performing poorly because he expressly demonstrated his emotional outburst by screaming at the employee and throwing an object at him without.

Describe what happens to a person during an emotional hijacking.

The term emotional hijacking was constructed by Dr. Daniel Goleman, to explain what transpires when one’s emotions gets overwhelming, making one to flip out. This kind of episode may result in emotional, mental and physical damage to either the individual experiencing the emotional hijacking, as well as others who may be victim(s) or watching that episode. It begins with an eliciting incident, usually something relatively small among grand scheme of issues; for instance a sales employee fails to meet his/her performance target. The incident creates motion a physiological and emotional runaway train, which can result into severe damage to your relationships and health. The tantrum temper, negative comments, and thoughtless words can generate emotional scars which never fade (Bennis & Nanus, 2007).

Discuss the dimensions of emotional intelligence and explain which dimensions Park needs to develop so that he is able to respond appropriately in social situations where he has to confront employees that are not performing.

When one has a high (EI) he is capable of identifying his/her emotional state as well as of other people, and engage with others in a manner that is positive. A manager can deploy his understanding of emotions in order to better relate with employees and attain greater organizational success.

The dimensions of EI include;

Self-awareness— One knows his or her emotions and their impact on ones behaviour and thoughts, have confidence, and know your weaknesses and strengths.

Self-Management— This attributes entails one’s ability to manage impulsive behaviours and feelings, and control his/he emotions in a healthy manner, adapt to new situations, take, review on commitments and take initiative.

Relationship Management— This is when one knows how to maintain and develop healthier and good relationships, clearly communicate, influence and inspire others, manage conflict and work as team.

Self-Awareness- This is when one is able to understand concerns, needs and emotions of others, socially feel comfortable, grab emotional cues, and appreciate the dynamics of power in an organization.

The emotional dimensions which Park requires to develop in order to appropriately respond when he is faced with non-performing employees are as follows;

Park needs to be prepared and conscientious to deliberate. By developing this aspect of EI he will be able to understand clearly well why his employee is not performing and take a rational action, and not screaming and throwing objects at them. Park will also learn how to see a situation, analyze the situation and take action on a positive way.

The other emotional attribute that Park should develop is to be agreeable, intellectually curious and open-minded. Being agreeable and openness are matters heart to emotional intelligence. Park should develop a more open mind, reflect and try to understand the ideas and emotions of his employees. If he is open to their opinions and ideas he will be better positioned to accommodate all the possibilities including poor sales performance in a positive manner. Park needs to recall that his actions cannot always be right, and through accommodating new possibilities and opening his mind he will be in a position to both be more accepting and expand when he recognizes that his take on reality is probably not accurate as he previously thought.

Organizational misbehaviour is described as something that an employee does within the organization which he/she is not supposed to do and it can also be defined as a behaviour, which is not acceptable by the management and can considerably interfere with its functioning. It can either be committed by choice or happen voluntarily. In most cases, people involve in organizational misbehaviour because of three reasons; either with intention to hurt or damage a particular person or organization, to benefit the company or to benefit a person (Bennis & Nanus, 2007). According to the case, a number of numbers still depend on threats to enforce their employees to perform for instance, you either do it or I will fire you. Also as we can see from the case, Park is not alone, since there are other managers when confronted with performance pressure and deadlines, they easily resort to punishment in an attempt to improve performance, and according to one motivational consultant Aubrey Daniels, this can possibly flop when the manager fails to tell his/her staff that poor performance has negative consequences.

Other forms of organizational misbehaviour identified in the case, screaming or shouting at employees, issuing of threats, and giving unreasonable demands.

Oxford dictionary states that power is the influence and control exercised over employees or others. With leadership and management positions, comes power. It is a common knowledge that organizations require good and effective leaders in order to succeed. Their employees feel empowered, motivated and eager to contribute. Leaders who are abusing and not positively using their power will behaviour in a manner that will be extreme and coercive, and might be bully. The latter scenario is the one that seems to have dominated the case, and is generating problems within the organizations.

Within an organizational context, there are two concepts of power, — personal power and position power. A sales manager has a position power accorded to him by the company.

Sources of Power

Organisational Behaviour

Organisational Behaviour 1Organisational Behaviour 2

Organisational Behaviour 3

Organisational Behaviour 4

This originates from the authority that the role of the job has to ensure things happen or do things, in our case, sales target must be met. On the other hand personal power relates to the level of influence the manager has or is accorded by the followers.

References

Bennis, W. G., & Nanus, B. (2007). Leaders: The strategies for taking charge. New

York, NY: HarperCollins.