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Study of Emotional Intelligence and Its Influence in Organizational Behaviour

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Study of Emotional Intelligence and Its Influence in Organizational Behaviour
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  International Journal of Advanced Research in Management (IJARM), ISSN 0976 – 6324 (Print), ISSN 0976 – 6332 (Online), Volume 5, Issue 4, July- August (2014), pp. 60-65 © IAEME   60 󰀠󰀠   STUDY OF EMOTIONAL INTELLIGENCE AND ITS INFLUENCE IN ORGANIZATIONAL BEHAVIOUR Mr. Kunj Karia Final Year Student, Computer Engineering Department, Vivekanand Education Society’s Institute of Technology, Mumbai University, Maharashtra, India. I. ABSTRACT Emotional Intelligence is one of the most fundamental aspects of Organizational Behaviour. This division is rarely addressed and gradually there arises an emotional dissonance which prevails in the organization's environment. This paper is the study of the role of Emotional Intelligence in Organizational Behaviour and a description and discussion of its branches in detail, and finally recommendations of better practice of this tool for development and growth. Keywords: Emotional Intelligence, Organizational Behaviour, Organizational Learning. II. INTRODUCTION There are many challenges and opportunities for managers to use Organizational Behaviour concepts to enhance the overall effectiveness of individuals, groups and organization. There are some critical issues confronting managers for which the knowledge of Organizational Behaviour offers worthy solutions based on behavioural science and other interdisciplinary fields.   INTERNATIONAL JOURNAL OF ADVANCED RESEARCH IN MANAGEMENT (IJARM) ISSN 0976 - 6324 (Print) ISSN 0976 - 6332 (Online) Volume 5, Issue 4, July-August (2014), pp. 60-65 © IAEME: www.iaeme.com/ijarm.asp Journal Impact Factor (2014): 5.4271 (Calculated by GISI) www.jifactor.com    IJARM © I A E M E  International Journal of Advanced Research in Management (IJARM), ISSN 0976 – 6324 (Print), ISSN 0976 – 6332 (Online), Volume 5, Issue 4, July- August (2014), pp. 60-65 © IAEME   61 󰀠󰀠 III. OBJECTIVES OF THE STUDY Basically the attempt of this study is to accomplish following objectives: 1.   Extensive Objective: The fundamental role of Emotional Intelligence in Organizational Behaviour. 2.   Specific Objective: To recommend better practice of Emotional Intelligence. IV. LITERATURE SURVEY Peter Salovey and John D. Mayer have been the leading researchers on emotional intelligence since 1990. In their influential article Emotional Intelligence, they defined emotional intelligence as, the subset of social intelligence that involves the ability to monitor one's own and others' feelings and emotions, to discriminate among them and to use this information to guide one's thinking and actions . The findings of this study emphasized that the employees possessed above average level of emotional intelligence and the processes of organizational behaviour and learning are characterized by innovation, implementation, and sustenance of new ideas, processes structures and the likes are more than satisfactory. Further study results depicted Emotional Intelligence as being positively and significantly related with organizational behaviour. The findings have implications for management of people towards creating and maintaining organizational behaviour. The complexity in business operations is forcing the workforce to face ethical dilemmas, where they are required to define right and wrong conduct in order to complete their assigned activities. Managers must evolve code of ethics to guide employees through ethical dilemmas. Perception is a complex process by which an individual selectively absorbs or assimilates the stimuli in the environment, cognitively organizes the perceived information in a specific fashion and then interprets the information to make an assessment about what people select, organize, and interpret or attach meaning to events happening in the environment. If an individual is depressed, he or she is likely to perceive the same situation differently from the other person who is at the extreme level of excitement or happiness. If a person has been scared of seeing a snake in the garden, she is likely to perceive a rope under the bed as a snake. Thus, the emotional and psychological states of an individual also influence the perceptual process and the different types of interpretation of the situation. Self-accepting persons perceive others as lining and accepting them. Those who are not self-accepting tend to distrust others. Insecure, thoughtless or non self-accepting persons are less likely to perceive themselves and those around them accurately. In all probabilities, they are likely to distort, misinterpret or in other ways defensively perceive the situation. The study of importance of emotional intelligence in organizational behaviour has identified as a significant method for ensuring the success of continual change in organizations and it involves capturing, storing and diffusing knowledge within the organization.  International Journal of Advanced Research in Management (IJARM), ISSN 0976 – 6324 (Print), ISSN 0976 – 6332 (Online), Volume 5, Issue 4, July- August (2014), pp. 60-65 © IAEME   62 󰀠󰀠   V. BUILDING BLOCKS OF EMOTIONAL INTELLIGENCE Fig. 1:  Representation of building blocks of Emotional Intelligence 1.   Self Awareness: Self awareness is knowing one's internal states, preferences and potential. There are further divisions in self awareness. ã   Emotional Self-Awareness ã   Accurate Self-Assessment ã   Self Confidence 2.   Self Management: Self management can be defined as managing one's internal states, impulses and resources. The energy of emotions is triggered when dealing with uncertainty, change and the clash of differences. The energy of emotions needs to be managed and channeled in a constructive direction. Different attributes of self management are: ã   Self-Control ã   Trustworthiness ã   Conscientiousness ã   Adaptability ã   Initiative ã   Achievement Orientation 3.   Social Awareness: Social awareness means the awareness of others' feelings, needs and concerns. The skill set comprising competency are: ã   Empathy ã   Organizational Awareness ã   Service Orientation 4.   Relationship Management: Relationship management can be defined as adeptness at inducing desirable responses in others.  International Journal of Advanced Research in Management (IJARM), ISSN 0976 – 6324 (Print), ISSN 0976 – 6332 (Online), Volume 5, Issue 4, July- August (2014), pp. 60-65 © IAEME   63 󰀠󰀠 VI. BRANCHES OF EMOTIONAL INTELLIGENCE ã   Perceiving Emotions: The first step in dealing with emotions in an organization is to perceive the emotion correctly. This is a crucial step because all the following steps are an outcome of direct perception. ã   Reasoning with Emotion: It is quite important to reason with emotion to promote cognitive activities of mind and advancing to find an appropriate solution to the already existing problem. ã   Understanding Emotions: Emotions often have a hidden meaning. Basically it is of prime importance to understand the emotion correctly. It may happen that your boss is angry with you. Most probably he/she is not satisfied with your performance on a given task. This understanding of emotion paves the way to finding a solution. ã   Managing Emotions: One of the key factors of Emotional Intelligence is the ability to manage emotions. Regulating emotions in a particular way, responding appropriately and equally to all the levels of employees and responding to the emotions of others are all important aspects of emotional management. VII. FACTORS AFFECTING EMOTIONAL INTELLIGENCE Fig 2:  Representation of factors affecting Emotional Intelligence 1.   Workforce diversity: Growth in creativity and innovation is accelerated by bringing in diversity in an organization. Developing the capacity to understand and manage feelings and deal effectively with others, no matter how great the differences, is a critical competence in today’s diverse workplace. The ability to do so depends in great part on emotional intelligence.
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