DESCRIPTION

2. Mentoring plan

Assist Anton to respond to the emotional states of his co-workers and to assess emotional cues

Emotions in the workplace play a large role in how an entire organization communicates within itself and to the outside world. “Events at work have real emotional impact on participants. The consequences of emotional states in the workplace, both behavioural and attitudinal, have substantial significance for individuals, groups, and society”. “Positive emotions in the workplace help employees obtain favourable outcomes including achievement, job enrichment and higher quality social context” “Negative emotions, such as fear, anger, stress, hostility, sadness, and guilt, however increase the predictability of workplace deviance,” and how the outside world views the organization. The case study considers Anton a new employee who has been working with BiZops for the past three months. Though he is much competent about his work, but he  faces much difficulty in interacting with his  colleagues at BiZops. His accent is very strong and he is easily embarrassed when others cannot understand him, even though his English is excellent. He is often teased in a good-natured way, but does not realise that this is the way his group members interact with each other, so he gets frustrated and raises his voice in response. He does not get angry, but he has difficulty understanding the jokes. There are a number of ways that needs to be adopted by Anton  to help him to  respond  to the different emotional states of his co-workers.

1. Read emotional cues and signals.

Keep the emotions and feelings of the  staff in mind. Emotional cues are everywhere in the  business, so  Anton needs to pay close attention to them as they are valuable data to their organization. Cues can be overt or less obvious, such as body language, facial expressions, types of words used, and tone. These signals will help Anton in understanding what  employee is feeling

2. Understand the triggers.

There's always something underlying the emotional response. Dig into what is triggering an employee's emotional behavior. What issue or situation is causing them to respond in this way? Refrain from pre-judging why the employee is responding in the way that they are. Instead, listen to the employee and their concerns. Allow the employee to feel heard and respected. This will help you help them.

3. Transform the problem.

Once you understand the problem, transform it into an opportunity for positive change. Emotional situations present opportunities for turning around a problem as employees often become emotional when they don't know how to solve problems on their own.

During these moments, managers can counsel employees, assist them in searching for solutions, help resolve conflicts, and refer them to help that they need - like employee assistance programs, coaching, and conflict skills/communication training.

4. Give them space.

Sometimes providing space for employees to deal with what's going on is effective in helping employees move beyond the situation in a constructive way, especially when extreme emotions or distress are in play. Maybe that space is a break in the work day, a day off, or loosening workload for a short period. Time heals most issues.

5. Keep their dignity.

Emotional employees, especially in cases of crying in the workplace, should have their dignity kept intact. Never make an employee feel bad about crying and discipline or punish them for it. Most employees are very embarrassed when they become emotional and managers should allow them to keep their self-respect.

It should be noted that there are situations when employees' emotions escalate to unmanageable levels, adversely affect other employees, and need a different approach - sometimes involving formal counseling, conflict resolution or mediation, and disciplinary action (in the case of excessive anger or harmful/abusive behavior).

In addition to managing emotional employees, here are some strategies to help prevent negative emotions in the workplace in the first place.

6. Reframe your messages.

Poorly chosen words and tones are often the source of negative emotions in an organization. Think through your message and tone (of emails, in-person communication, and phone conversations) before you communicate it and consider possible emotional responses that may emerge from it. Reframe messages in a positive way.

7. Anticipate and handle responses to change.

Organizational change causes emotional responses. Build in ways to prevent negative emotional effects, and determine ways to address and minimize emotional issues when they occur.

In addition, the best way to manage change is to talk about it with the affected employees. Communicate honestly and directly about the change, and give employees the opportunity to vent and discuss their concerns with the transition.

8. Stay connected and be caring.

Keep emotionally connected to your employees...ask questions to gauge how they are feeling in meetings and become attuned and sensitive to what makes them frustrated, sad, or angry. Encourage employees to act compassionately and in a caring way with one another throughout the workplace.

Assist Anton to identify the cultural expressions of emotions unique to Anton’s Eastern European culture and the cultures of people he works with and to use this knowledge to respond and communicate more effectively and appropriately

According to some theories, emotions are universal phenomena, albeit affected by culture. Emotions are "internal phenomena that can, but do not always, make themselves observable through expression and behaviour". While some emotions are universal and are experienced in similar ways as a reaction to similar events across all cultures, other emotions show considerable cultural differences in their antecedent events, the way they are experienced, the reactions they provoke and the way they are perceived by the surrounding society. According to other theories, termed social constructionist, emotions are more deeply culturally influenced. The components of emotions are universal, but the patterns are social constructions. Some also theorize that culture is affected by emotions of the people. The relationship between culture and emotional expressions has long fascinated scholars and laypersons alike. In this chapter, a clear review  of the evidence concerning this relationship and describe recent studies from my laboratory that answer major gaps in this literature. This new evidence indicates that facial expressions are universally produced in real-life, naturalistic settings when emotions are elicited, and that they are are universally recognized. Other new evidence, also reviewed in this chapter, indicates that congenitally blind individuals universally produce facial expressions of emotion. Taken together, I believe that facial expressions of emotion are part of the response package of an evolved, biologically-based, core emotion system. At the same time, there are many cultural differences in emotional expressions. They are produced via at least two mechanisms. The first is via cultural differences in norms of expression management and regulation as a function of social circumstances. These are known as display rules, which influence emotional expressions once emotions are elicited. This chapter reviews recent evidence from my laboratory involving a 30-country study of these rules and their implications for cultural differences in expression regulation. The second way in which cultural differences in expressions occur involves cultural differences in the kinds of events that trigger emotions (and thus expressions) in the first place. I believe that one of the fundamental goals of enculturation is the calibration and adaptation of the universal, biologically-based, core emotion system to culturally available events, so that individuals learn to have appropriate emotional reactions to events in their cultures. Because different events occur in different cultures or have different meanings in different cultures, individuals learn to have different emotional reactions across cultures, thus producing different expressions.

Identify the cultural expressions of emotions unique to Anton’s Eastern European culture and utilise these to help the team respond to his emotional cues

The culture in which we live provides structure, guidelines, expectations, and rules to help us understand, interpret, and express various emotions. A "cultural display rule" is a culturally specific standard that governs the types and frequencies of emotional displays considered acceptable by a given culture. Cultural scripts dictate how positive and negative emotions should be experienced and displayed; they may also guide how people choose to regulate their emotions, ultimately influencing an individual's emotional experience. Cultural contexts also act as cues when people are trying to interpret facial expressions. This means that different cultures may interpret the same social context in very different ways. Despite different emotional display rules, our ability to recognize and produce basic facial expressions of emotion appears to be universal. In fact, research has discovered seven basic types of emotions expressed in human faces: sadness, happiness, disgust, surprise, anger, contempt, and fear. Complex emotions such as jealousy, love, and pride are different from basic emotions and are more likely to be dependent on cultural influences than are more basic emotions.

Select and offer flexible work practices to Anton to assist him in overcoming any language or cultural barriers he may be encountering in the workplace

There are a number of ways that may assist Anton to overcome the different cultural  barriers that an individual faces in his work place  at BiZops  and  these are

Determine whether a specific behavior or attribute is a requirement of the job. There are some cultural differences with your employees that you just have to accept and not try to change if you want your employees to perform well. However, there also are some cultural issues that are relevant to your business and to which employees of a different culture will have to adapt to if they are going to succeed in the work culture.

Identify whether or not you can reasonably accommodate the cultural difference. Some cultural differences - such as an employee's willingness to confront her boss - can be accommodated by slightly altering the expectation or changing the circumstances of the situation. For example, some cultures are not responsive to stern feedback, but they are receptive to less direct insinuations regarding their performance. If you ask your employees, they will tell you how best to communicate with them without violating their cultural norms.

Determine how best to accommodate the cultural difference. Some cultures are group-centric rather than individually focused. In such cases praising an individual for their effort, rather than recognizing the entire group, can create contention among the group and embarrassment for the individual, thereby decreasing the employee's performance instead of enhancing it. Likewise, giving someone negative feedback in public, even if it is not severe, can have a detrimental effect on employees of certain cultures. Being sensitive to and aware of the unique cultural differences of your employees will help you determine where you need to alter your management style or practices.

Provide opportunities for Anton to express his thoughts and feelings on a regular basis

The case study clearly points
out that Anton is facing a number of problems in communicating with the different staff at BiZops. He is facing problems in expressing his views and thoughts as well as understanding and interpreting those of his colleagues. So he needs to be provided with the following opportunities to overcome the barriers that he will face

Language barriers seem pretty self-inherent, but there are often hidden language barriers that we aren't always aware of. Anton works in an industry in which he faces barriers in exchanging his thoughts and views as well as understanding those of the others. Anton works in a manufacturing industry so he needs to be careful in applying and understanding the jargon or technical language; care should be taken to avoid these words when speaking with someone from outside the industry. A clear, direct narrative is preferable to an incomprehensible slew of specialty terms. Anton needs to understand as well as interpret the different languages and the scopes of communication that are existing at BiZops

 Learning and understanding the nature and culture of the client -Taking the time to research or inquire about another’s culture can go a long way to make them feel comfortable. Learn about the things your clients and customers like and value: their food, their customs and protocol, business practices and what they do for fun. Since there is a host of information available online, you can easily discover the basic tenets of their culture. Because of your extra effort, the people with whom you work will feel appreciated and will be more apt to recommend you and do business with you in the future.

Promote appreciation of cultural differences-Set aside a special day where you ask a few employees or co-workers to share aspects of his or her culture or a client’s culture with everyone. Make it fun. Ask the employees to give a “Lunch-and Learn” presentation featuring the foods, ceremonies and other aspects of that culture. This will not only promote socialization, it will give each person the opportunity to learn about and appreciate one another’s culture. Also, you can invite your employees to write a feature article in your newsletter or internal communications about a particular culture.

Assist Anton to understand the effects of his behaviour and emotions on others in the workplace

Anton’s incapability to adopt himself to the different situations and emotions he is facing at BiZops has been creating adverse problems for himself as well as for his employees. It is extremely important for Anton to understand the impacts of  his misbehavior on  the employees. The following impacts have been created due to Anton’s misunderstanding and misbehavior

Decreased Performance

Bad attitudes spread, which is why you must address the issue quickly. A single person's bad attitude can have a huge effect on the operation of your business. For example, if one employee begins complaining, his discontent might spread to other workers. Bad attitudes also can trickle downward. A cranky manager can ruin the workplace atmosphere for everyone he supervises. Pervasively negative attitudes can have a detrimental effect on performance, causing employees to become apathetic and despondent. Mistakes might occur more often, and output will likely slow

Unhappy Customers

If the customers encounter bad attitudes from the employees, they won't come back. Customers don't want to deal with snippy or rude representatives, and employee apathy leads to blown project deadlines and incomplete fulfillment of orders. Monitoring the performance of employees who deal directly with customers might head off some trouble, but a more effective approach is to deal with the underlying causes of the discontent to raise the morale of the entire workplace.

 

 

 

Encourage Anton to self-manage his emotions.

Emotions do not just effect organizations but contribute to their structure. In fact a great deal of leadership is actually about emotion management. Organizations are emotional places, organizations and businesses use emotions to motivate employees to perform. Various events in organizations create emotions and affect an employee's sense of satisfaction or well-being. Our sense of organizational identity is connected to how we feel. Emotions are also essential to inspirational leadership. However, emotions can harm employees, affect how they react to pressures and be the cause of low productivity and poor results. Emotions are a part of our everyday existence as they move through the body, affecting our state-of-mind, performance, health and energy. Some recent research even suggests that all decisions are emotionally based, and that logic is used to provide a rational explanation for whatever decision is taken. Self-management involves using what you know about your emotions to manage them in such a way as to generate positive interactions with others and motivate yourself in all situations. The very act of acknowledging the fact that you are feeling a negative emotion goes a long way to preventing you from losing control of your own behaviour. EQ self-management is critical for Anton, since he is currently facing problems of adjusting with his employees. In any organisation, no one wants to work for someone who is not in control of themselves and whose reactions depend on their prevailing mood. Being able to achieve results by shouting at and bullying team members is a relic of the past. It has no place in modern organizations; people are aware of their rights, and employment tribunals do not support organizations that permit bullying behaviour.

The above plan thus developed for Anton is expected to turn out extremely helpful for him to cope with the different situations that he is currently facing at BiZop.

3. A report on preliminary/general ideas relating to emotionally intelligent management practices

Adopt culturally intelligent communication behaviours appropriate to responding to a diverse workforce.

Culturally important  communication behaviors  is defined as a psychological construct which influences individual differences in the expression of feelings, needs, and thoughts as a substitute for more direct and open communication. Specifically, it refers to people's tendency to express feelings, needs, and thoughts by means of indirect messages and behavioral impacts It can be argued that much of our communication is, in fact, non-verbal. Any behavior (or its absence when one is expected) may be judged as communicative if it has the intent to convey a message. There are a number of different culturally intelligent communication behaviors that can be adopted in response to the diverse work forces at BiZops and these can be included as

Develop conflict resolution skills within the team.

Conflict in the workplace typically involves differences of opinion, style, or approach that are not easily resolved. These can lead to hurt feelings and altercations among employees.  

Conflict may occur between co-workers, or between supervisors and subordinates, or between service providers and their clients or customers. Conflict can also occur between groups, such as management and labor, or between whole departments. There are a number of conflict resolution skills  that needs to be adopted at BiZop to overcome the different conflicts that have raised ad these are

The resolution of conflicts in the workplace typically involves some or all of the following processes:

1. Recognition by the parties involved that a problem exists.

2. Agreement to address the issue and find some resolution.

3. An effort to understand the perspective and concerns of the opposing individual or group.

4. Identifying changes in attitude, behavior, and approaches to work by both sides that will lessen negative feelings.

5. Recognizing triggers to episodes of conflict.

6. Interventions by third parties such as Human Resources representatives or higher level managers to mediate.

7. Willingness by one or both parties to compromise.

8. Agreement on a plan to address differences.

9. Monitoring the impact of any agreements for change.

10. Disciplining or terminating employees who resist efforts to defuse conflicts.

Offer flexible work practices and family-friendly initiatives.

Flexible work programs are work arrangements wherein employees are given greater scheduling freedom in how they fulfil the obligations of their positions. The most commonplace of these programs is flextime, which gives workers far greater leeway in terms of the time when they begin and end work, provided they put in the total number of hours required by the employer. Other common flexible working arrangements involve telecommuting, job-sharing, and compressed work weeks. The flexible work practices that can be adopted at BiZops for overcoming the different issues that may arise . the different flexible work practices that may  arise are

Flexible work arrangements can take any number of forms, from basic flextime programs to innovative child-and elder-care programs.

Flextime—This is a system wherein employees choose their starting and quitting times from a range of available hours. These periods are usually at either end of a "core" time during which most company business takes place. Formerly regarded as a rare, cutting-edge workplace arrangement, flextime is now commonly practiced in a wide variety of industries.

Compressed Work Week—under this arrangement, the standard work week is compressed into fewer than five days. The most common incarnation of the compressed workweek is one of four 10-hour days. Other options include three 12-hour days or arrangements in which employees work 9- or 10-hour days over two weeks and are compensated with an extra day or two of time off during that time.

Flex place—This term encompasses various arrangements in which an employee works from home or some other non-office location. Telecommuting is the most commonly practiced example of this type of flexible employment.

Job Sharing—Under these arrangements, two people voluntarily share the duties and responsibilities of one full-time position, with both salary and benefits of that position prorated between the two individuals.

Work Sharing—these programs are increasingly used by companies that wish to avoid layoffs. It allows businesses to temporarily reduce hours and salary for a portion of their workforce while maintaining the number of employees.

Expanded Leave—This option gives employees greater flexibility in terms of requesting extended periods of time away from work without losing their rights as employees. Expanded leave, which can be granted on either a paid or unpaid basis, is used for a variety of reasons, including sabbaticals, education, community service, family problems, and medical care (the latter two reasons are now largely covered by the terms of the Family and Medical Leave Act).

Consider the emotions of team members when making organizational decisions.

The emotions of the team members needs to be considered while making the different organizational decisions at BiZops. The ability to be perceptively in tune with yourself and your emotions, as well as having sound situational awareness can be a powerful tool for leading a team. The act of knowing, understanding, and responding to emotions, overcoming stress in the moment, and being aware of how your words and actions affect others, is described as emotional intelligence. Emotional intelligence consists of these four attributes: self-awareness, self-management, social awareness, and relationship management.

As a Navy SEAL veteran, entrepreneur, and leader of one of the fastest growing digital marketing agencies in the country, I have experienced many emotions and become very aware of how those emotions can have a positive or negative effect on my ability to inspire and lead a team. Many individuals try to shut off their feelings, but as much as we distort, deny, and bury our emotions and memories, we can’t ever eliminate them.

You can learn to be emotionally independent and gain the attributes that allow you to have emotional intelligence by connecting to core emotions, accepting them, and being aware of how they affect your decisions and actions. My past experiences in combat required me to develop emotional intelligence quickly. A skill that takes constant improvement but that has been beneficial in current leadership roles.

Emotional intelligence is widely known to be a key component of effective leadership. Understanding how the brain operates and how the emotional response system works should also be a factor in where we place team members within our organizations. Being able to relate behaviors and challenges of emotional intelligence on workplace performance is an immense advantage in building an exceptional team. One of the most common factors that leads to retention issues is communication deficiencies that create disengagement and doubt. A leader lacking in emotional intelligence is not able to effectively gauge the needs, wants and expectations of those they lead. Leaders who react from their emotions without filtering them can create mistrust amongst their staff and can seriously jeopardize their working relationships. Reacting with erratic emotions can be detrimental to overall culture, attitudes and positive feelings toward the company and the mission. Good leaders must be self aware and understand how their verbal and non-verbal communication can affect the team.

 

 

 

 

 

Encourage self-reflection among team members.

One may find it difficult to influence your teams at work. Individual team members may respond to your attempts at influencing with resistance, passivity, and in extreme cases, even defiance. This can leave leaders feeling frustrated and may also often compromise solid, business results. If you have been attempting to influence your teams by asserting your knowledge, your expertise, your positional authority or status in the organization this may have value, however, it may also be an insufficient approach. Adding self reflection as a leadership skill and reflective practice will be the key ingredient toward better influencing. Self reflection requires an inward focus toward factors that are within your control before leaning on the external factors of influence like authority and status.

Provide a safe and inclusive work environment according to WHS legislation.

As with most professions, Safety professionals often come into the field in positions where their responsibility is to focus on the day-to-day tasks of a jobsite or facility.  The “big picture” is left to somebody else, whether it’s the Corporate Safety Director or some other member of a company’s management.  Eventually, however, many Safety professionals will rise to the next level.  There are a number of steps that needs to be adopted by BiZop for establishing a suitable work environment and these are

1. Management Commitment

A safety program without management commitment is like a town ordinance that doesn’t have support of the local authorities – it lacks teeth and will most likely never be enforced.  As a Safety professional tasked with developing an organization’s program, you need to immediately gauge the support you have at every level of management.  If the top brass doesn’t have your back, you’d better believe that line supervisors won’t either. 

2. Employee Buy-In and Involvement

Sure, some people like to come to work, be told what to do, do their job, and go home.  But, the vast majority of people are more likely to adhere to rules they feel they’ve played a part in.  This doesn’t mean you need to ask every member of the labor force to write a part of the safety plan, but it does mean you should let them know how important they are in the plan’s development.  Let’s face it; nobody knows a machine more thoroughly than the guy who has been operating it for 25 years.  He knows its quirks, he knows its temperament.  He knows the right way to use it, but you’ll also find he knows the wrong way to use it. 

 

 

 

 

4. Explain why it is important to identify your own emotional strengths and weaknesses in the workplace.

Knowing your own strengths and weaknesses gives you a better understanding of yourself and how you function. Understanding the  strengths keeps one  ahead in a lot of things. For instance, if one is   looking at career options, you would be able to narrow down specific job scopes based on the things you know you are good at. It also helps you to grow more. Knowing what you can excel at enables you to aim higher and achieve much more. Knowing your weaknesses gives you a clearer understanding of things that may be holding you back and you can then work around finding ways to not let your weaknesses pull you behind. Correct estimation of the different emotional strengths and weaknesses will always help Anton to improve his working experience at BiZop .

 

5. Describe two signs of stress in the workplace.

Stress is a response to pressure or threat. Under stress we may feel tense, nervous, or on edge. The stress response is physical, too. Stress triggers a surge of a hormone called adrenaline that temporarily affects the nervous system. There are a number of stresses that may arise at BiZop due to a number of reasons. A few of them may include:

Work related stress

Work-related stress is a growing problem around the world that affects not only the health and well-being of employees, but also the productivity of organisations. Work-related stress arises where work demands of various types and combinations exceed the person’s capacity and capability to cope. Work-related stress is the second most common compensated illness/injury in Australia, after musculoskeletal disorders. Work-related stress can be caused by various events. For example, a person might feel under pressure if the demands of their job (such as hours or responsibilities) are greater than they can comfortably manage. Other sources of work-related stress include conflict with co-workers or bosses, constant change, and threats to job security, such as potential redundancy. In Australian, more than $133.9 million was paid in benefits to workers who had made claims related to workplace stress during the 2004/2005 tax year. According to the National Health and Safety Commission, work-related stress accounts for the longest stretches of absenteeism.

Occupational stress

Occupational stress is stress related to one's job. Occupational stress often stems from unexpected responsibilities and pressures that do not align with a person's knowledge, skills, or expectations, inhibiting one's ability to cope. Occupational stress can increase when workers do not feel supported by supervisors or colleagues, or feel as if they have little control over work processes. Job stress results from various interactions of the worker and the environment of the work they perform their duties. Location, gender, environment, and many other factors contribute to the build-up of stress. Job stress results from the interaction of the worker and the conditions of work. Views differ on the importance of worker characteristics versus working conditions as the primary cause of job stress. There are number of reasons that may lead to the emergence of Occupational stress and these may include

Working conditions

Although the importance of individual differences cannot be ignored, scientific evidence suggests that certain working conditions are stressful to most people. Such evidence argues for a greater emphasis on working conditions as the key source of job stress, and for job redesign as a primary prevention strategy. Large surveys of working conditions, including conditions recognized as risk factors for job stress, were conducted in member states of the European Union in 1990, 1995, and 2000. Results showed a time trend suggesting an increase in work intensity.

Long hours

A substantial percentage of Americans work very long hours. By one estimate, more than 26% of men and more than 11% of women worked 50 hours per week or more in 2000. These figures represent a considerable increase over the previous three decades, especially for women. According to the Department of Labor, there have been a rise in increasing amount of hours in the work place by employed women, an increase in extended work weeks (>40 hours) by men, and a considerable increase in combined working hours among working couples, particularly couples with young children

6. Explain why it is important to develop awareness of your own emotional triggers in the workplace.

When you react badly to an event, it is common to blame the event for your reaction e.g. your boss asks you to work overtime and you get angry. Your natural reaction may be to blame your boss for your anger. However, you may notice that other people, when asked to work overtime, do not always react angrily. In fact, some just accept and get on with it while others, if it is not convenient, inform their boss that they will not be able to work overtime. Given the fact that others are able to react differently to the event, it stands to reason that it is not the event that causes your anger. Rather it is your beliefs or feelings about the event. This is where your emotional triggers come in to play. For just about every possible event, you have your own beliefs, feelings or views. In the example above, you may feel that you cannot say ‘No’ to your boss. Alternatively, you may feel that your boss should not be asking you to work overtime as you work long enough hours. Developing awareness helps an individual to understand the different areas of strength and weakness of Anton. It will help him to get a clear understanding as to the exact areas where he will need to control himself. Understanding his emotional triggers will always be helpful for Anton to understand the exact reason for which he needs to control his emotions while working at BiZops.

7. List two constructive behaviors that a manager should model in the workplace.

There are a number of constructive behaviours that managers need to adopt at a certain workplace and these may include

1. Selecting the right people-It all starts with getting the best possible team in place – together, the whole can become greater than the sum of its parts. You need to select the right people for the right jobs, build a complementary team, and align your people with your organizational goals and culture. As BiZop, the  project manager with Westpac, puts it, ‘Recruit right. Make sure that each person not only has the right skills but, more importantly, fits the culture. ’Knowing how various roles will help to achieve your organization’s goals can help define the requirements against which you will interview and assess candidates, according to Iain Crossing, an organizational consultant with Inspirational Workplaces. ‘The development of key people may be the single greatest determinant of an organization’s ability to deal with uncertainty and succeed. Central to its development is a leader’s ability to engage people and align the needs of individuals with those of the organization to deliver a united and cohesive front,’ states Grant Sexton, managing director of Leadership Management Australasia.

 2. Showing empathy-Empathy is the ability to listen to people, relate to their emotional experience and let them know that you are doing so. Managers with high emotional intelligence can build rapport with and between people, leading to greater trust and transparency in the team. As a manager, openness and empathy should be a key part of your personal brand. According to Iain Crossing, this is the most important core competency for managers and leaders. ‘Developing the ability to understand people and connect with them in a genuine, meaningful way is a key determining factor in how effective you can be at influencing them, setting them objectives that motivate them, and rewarding them in a way they each actually find motivating,’ says Crossing.

8. Explain two emotional intelligence principles.

Emotional intelligence or EI is the ability to understand and manage your own emotions, and those of the people around you. People with a high degree of emotional intelligence know what they're feeling, what their emotions mean, and how these emotions can affect other people.

For leaders, having emotional intelligence is essential for success. After all, who is more likely to succeed – a leader who shouts at his team when he's under stress, or a leader who stay in control, and calmly assesses the situation? There are a number of principles that may assist the correct understanding of the different emotional intelligence of an individual and these are

Self-Awareness
Self-awareness is the ability to recognize your own emotions, especially in the moment when they arise, which is often the easiest time to get swept away by them. Being emotionally self-aware allows you to diffuse strong emotions long enough to realize why they are happening and prepare you for addressing them with thoughtfulness and balance.

Self-Control
Once you recognize your emotions, self-control means being able to manage them with relative calm. Whether it’s through deep breathing, communicating openly with someone, or going for a walk, if you can maintain emotional control you’re much more likely to meet challenges in a clear and relaxed way.

9. Describe two sources of a negative emotional state in the workplace.

Negative emotions can be described as any feeling which causes you to be miserable and sad. These emotions make you dislike yourself and others, and take away your confidence. Emotions that can become negative are hate, anger, jealousy and sadness.

Anger-Workplace anger can result from frustration, interpersonal conflicts with bosses or coworkers, and unfair treatment.  Anger at work can lead to irrational behavior, such as explosive outbursts, or threatening to, or actually quitting one’s job.  One key for managing workplace anger is to remove yourself from the situation and letting your anger subside.  Then, when calmer, you can take more steps that are rational in dealing with the situation that made you angry in the first place.

Envy-It is very common to envy the accomplishments and rewards given to fellow coworkers.  Equity theory says that we are all motivated by a sense of fairness/equity, and that this can spur us to work harder so that we also can earn those rewards, as pay raises and promotions.  Unfortunately, workplace rewards aren’t always distributed fairly, and this can lead to negative emotional reactions, including envy.  The key in dealing with envy is to analyze the situation and make sure that when you are comparing yourself to others that you are using the right “comparison others.”  For example, you cannot compare yourself directly to someone with more experience, education, or service time. 

10. Explain two ways to communicate with a diverse workforce that has varying cultural expressions of emotion

There are a number of ways that can be easily adopted by BiZop for the purpose of communicating with the different people of the organization. Two of the most important steps that can be adopted are

1. Training international employees early and often-Many of the pitfalls of misunderstanding and cultural confusion can be prevented with early and ongoing training."It's very important that incoming employees be taught in orientation sessions and in ongoing training what the company's expectations are, that they be acculturated to the way that company does things," Valentine says. Henry Miller, an executive search consultant with the Philadelphia office of Heidrick & Struggles International, points out that many misconceptions about conduct in the workplace can be avoided by ensuring that rules are defined and observed even during the interview process."It is also important to state with no ambiguity the policies and procedures adhered to in the U.S.," he says. "Addressing this area prior to coming on board will avoid pain on both sides later. Accepting some cultural nuances is important, but be careful not to adversely affect your existing culture by 'customizing' what is acceptable or appropriate behavior by individuals."

2. Train the non-foreign-born, too- The Boston Consulting Group (BCG) has training programs to ensure that its employees not only understand the mission of the company, but also the significance of diversity, both within the workplace and among clients.

"We train people to get into the shoes and the mindset of the person opposite them," says James Lowry, vice president and director of diversity at BCG. "The biggest mistake people make is to look at issues only through their eyes. There are major and minor cultural differences, and we cannot be effective in our area of business if we don't understand them and embrace them."Managers also need to be taught that there is an acculturation process and should understand how that may affect employees. "Managers must be aware that immigrants go through stages of culture shock," Valentine says. "A manager who is not aware that a person is going through these stages is not as well prepared as he or she needs to be."As someone who has gone through the acculturation process himself, having moved from Australia to the U.S. several years ago, Cane agrees.

"Employers need to understand that culture shock is real, and while there is little one can do, just evidence of understanding will help," he says. "It is not easy being placed in a foreign culture and being removed from the support network that you're used to. Anything that an employer can do, such as being very flexible with time off and being willing to provide 'local' information and contacts, will help build a good relationship with the employee as well as minimizing the stress that the employee is subjected to."

11. Describe two ways of demonstrating flexibility and adaptability in dealing with others during a time of organizational change.

It is often said that flexibility and adaptability are the hallmarks of a good employee. Most people prefer a static and predictable environment and become uneasy and resistant at the very thought of change. Flexibility and adaptability are inherent personality traits as some people are naturally amenable and get a high from change. But this is not to say that you cannot learn and develop this crucial skill. Flexibility comes with keeping an open mind and working smartly. By considering the different changes and problems as opportunities, one needs to enthusiastically rise to the challenge. The individual needs to take certain steps voluntarily to take on a variety of roles/functions and even make suggestions for increasing the effectiveness of change. There are a number of ways that can be applied effectively for demonstrating flexibility and adaptability to the different employees at BiZops and these includes

1. Think creatively

Your team should be encouraged to explore different avenues for fostering creativity and accomplishing work goals with a new mindset. Those who tend to stick to the same tried-and-true methods are likely to have decreased flexibility and will resist change. Be prepared to give your team a little extra effort.

2. Embrace ambiguity

It is key for companies to encourage an environment where change is embraced, even when ambiguity is involved. Traditionally, companies tend to cut down on innovation when uncertainty is present; instead, it needs to be welcomed. A conscious effort should be made to maintain a positive mindset and to come up with new ways of seeing and doing things.

 

 

12. Explain the importance of taking the emotions of others into account when making decisions.

 Expressing and understanding the emotions of own self as that of others are extremely important for an individual as well as organisation. Emotions allow other people to understand us. When we interact with other people, it is important to give cues to help them understand how we are feeling. These cues might involve emotional expression through body language, such as various facial expressions connected with the particular emotions we are experiencing. Proper understanding of the others emotions gives us a clear overview about the other person. It helps us in understanding the exact feeling as well as the exact understanding of the person with whom we are interacting. In many cases it has been noticed that a proper understanding of the emotions helps in building a strong communication among the different individuals. People feel more comfortable to interact with each other once they have a clear understanding of the emotions and the typical words in which the opponent will react. Thus understanding of the opponents reactions will always help the individual in developing a more sensible method of communication that is extremely important for an organisation.

13. Describe the relationship between emotionally effective people and the attainment of business objectives

It has been always a debatable issue that whether emotional intelligence capacity is inherent or acquired, does a person being born with EI? Alternatively, in the lifetime he will acquire it accordingly. Now when we understand and realize the importance of EI on performance and job success, the question for increasing and developing EI will be raised. After reviewing, the past researches and studies done by Golman and Martinez and Cooper this paper found that emotional intelligence could be developed and enhanced. EI compared more studies and articles regardingdeveloping to EI concept. (They found out the role and significant impact of childhood learning and experiences on emotional intelligence. Even though the main structure of person's EI was formed during childhood, it could still be changed and developed. In order to develop some aspects of emotional intelligence in one person, at first base we need to measure person's EI, after that we are able to strengthen his weaknesses. The development for emotional intelligence would be acquired via these five key-skills:

1) The ability to quickly reduce stress,

2) The ability to recognize and manage your emotions,

 3) The ability to connect with others, using non-verbal communication,

 4) The ability to use humor and play to deal with challenges, and

 5) The ability to resolve conflicts positively and with confidence. By developing and practicing these five key elements you could be expecting your emotional intelligence to be higher. Just because of knowing these steps you cannot guarantee that you will apply these steps in daily life, so by practice these steps could help you to overcome to your stress and weaknesses:

14. Explain the use of emotionally intelligent management practices in the context of work health and safety and how they can be used to achieve workplace outcomes.

There are different emotionally intelligent management practices needs to be employed at workplace for attaining the different required outcomes.

Trust, Identity and Efficacy

In an article entitled “Building the Emotional Intelligence of groups,” Vanessa Urch Druskat and Steven B. Wolff (Harvard Business Review, March 2001) identify three conditions essential to a group’s effectiveness:

  • Trust among members
  • A sense of group identity
  • A sense of group efficacy

To be most effective, the team needs to create emotionally intelligent norms — the attitudes and behaviors that eventually become habits — that support behaviors for building trust, group identity and group efficacy. Group identity is described as a feeling among members that they belong to a unique and worthwhile group. A sense of group efficacy is the belief that the team can perform well and that group members are more effective working together than apart.

Group emotional intelligence is not a question of catching emotions as they bubble up and then suppressing them. It involves courageously bringing feelings out into the open and dialoguing about how they affect the team’s work. If emotions are avoided, there is a false or superficial tone that “everything’s just fine.” Groups cannot work together without having personalities that butt up against each other. Admitting to this is the first step in clarifying and finding common ground upon which to move forward.

Feeling good and the bottom line

When people feel good, they work better, are more creative, and are more productive. Good feelings are like lubrication for the brain — mental efficiency goes up, memory is sharpened, people can understand directions and make better decisions. Studies have shown this to be especially true when it comes to teams. This is because emotions are contagious. When one or two people are in a good mood, it spreads easily to other members.

A team’s effectiveness can depend on how well it works together in harmony. A leader skilled in creating good feelings can keep cooperation high. Good team leaders know how to balance the focus on productivity with attention to member’s relationships and their ability to connect. There is even research that shows that humor at work can stimulate creativity, open lines of communications and enhance a sense of trust. Playful joking increases the likelihood of concessions during a negotiation. Emotionally intelligent team leaders know how to use humor and playfulness with their teams.

15. Explain the importance of developing the self-management of emotions in others.

Self-management involves using what you know about your emotions to manage them in such a way as to generate positive interactions with others and motivate yourself in all situations. The very act of acknowledging the fact that you are feeling a negative emotion goes a long way to preventing you from losing control of your own behaviour. EQ self-management is critical for a manager because no one wants to work for someone who is not in control of themselves and whose reactions depend on their prevailing mood. Being able to achieve results by shouting at and bullying team members is a relic of the past. It has no place in modern organizations; people are aware of their rights, and employment tribunals do not support organizations that permit bullying behaviour. Self-management does not mean that you can never become angry. There may be circumstances in which anger is a perfectly reasonable emotional response, but the key is to have control over it so that it can be channelled into resolving the problem at hand. This Assessing Self-Management Checklist provides you with a quick and easy way to assess the self-management aspect of emotional intelligence. Some people have a strong tendency to overstate in their own minds the negative aspects of a particular situation - for example, fear of a meeting with an important client. If you recognize this trait you should apply the reflective cycle to such situations to ensure that you see them more realistically.

16. Explain the importance of encouraging a positive emotional climate in the workplace.

Encouraging a positive emotional climate in workplace is extremely essential for an individual. There are a number of advantages that are provided by encouraging a suitable positive emotional climate and these are

The Happiness Advantage

Shawn Achor, author of The Happiness Advantage, makes a compelling case that the greatest competitive advantage in today’s economy is a happy and engaged workforce. Some of the business outcomes he cites are increase in sales by 37%, productivity by 31%, and accuracy on tasks by 19%. Researchers such as Sonja Lyubomirsky, Laura King and Ed Diener, who brought together over 200 studies conducted on 275,000 people worldwide, have found that a positive mood predicts success in many domains of life. In another review, organizational scholars Sigil Barsade and Donald Gibson found that positive emotions are critical to business outcomes, impacting job performance, decision- making, creativity, turnover, prosocial behavior, teamwork and leadership.

 Reduces Stress and Boosts Well-being

It has been found that positive emotions moderate the impact of stressful events on coping ability, and in turn, psychological and physical well-being. Additionally, positive emotions have been found to moderate reactivity to stress and mediate recovery from stress

 Aids Coping and Develops of Resilience

One study showed that increased resilience improved the effectiveness of emotion regulation in medical students, an important skill for professionals who have patients depending on them to keep a cool head .Another study also found that increased resilience had a significant impact on emotional regulation, which allows individuals to bounce back from stressful events and find meaning in negative experiences .One program focusing on increasing resilience and other positive emotions in schoolchildren resulted in enhanced student engagement and social skills, including empathy, cooperation, assertiveness, and self-control

17. Describe one way that the use of emotional intelligence builds workplace relationships.

A number of ways have been identified that proves towards the efficiency of emotional intelligence in building workplace relationships. Many leadership and professional experts believe emotional intelligence is a valuable asset in the workplace. In certain environments, employees with high levels of emotional intelligence may be better able to cooperate with others, manage work-related stress, solve conflicts within workplace relationships, and learn from previous interpersonal mistakes. This may not mean high emotional intelligence is beneficial or necessary for all jobs. Studies show that while jobs that require large amounts of interpersonal interaction—for example, sales or real estate jobs—may benefit from workers who possess high emotional intelligence, the opposite is true for occupations that are generally more individualistic, such as a research scientist or an accountant. In settings where people tend to work alone, people who possess high emotional intelligence may actually perform at a lower level than the average worker because they may be overly concerned about the emotions of other people.