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Question: Reflection on Emotional

Intelligence

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Reflection on Emotional Intelligence

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Assignment Task

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AssessmentTas
k1-Reflectonyo
uremotionalintellig
Instructionforthe
student
en ce
Thisisanindividuala
ssessment.Youarerequ
toidentifytheimpactofy iredtodemonstrateth
Ifyouneedhelpunde ourownemotionsonothersintheworkplac eskillsandknowledgeneeded
rstandinganyquestion e.
s,askyourassessorto
explain.
Forthisassessmenttas
k,youwillidentifyyourow
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vioran aknesses,reflecton
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eemotional
ceofcompetence. ortin gdoc ume ntation(outlinedin
Gathercontentfor,plan,w
accordancewithqualityspe riteandsubmitareflectiononyourownemotion
cifications: alintelligencein
1.Useatleastoneappropriatetoolo
rmethodstoidentifyyourownemotion
weaknesses.Optionsinclude,fo
rexample:
alstrengthsand
a.personalSWOTanalysis
eS
ilenc
workplace360°evaluation
onlineemotionalintelligencetest
Note:Keepevidence(forexample,worksheetsandscreensho
ts)tosub mitwithyourreflection
asevidence

Identifyatleastthreeinstanceswhereyouhavefeltstressedorexperien
cedanegative
emotionalstateatwork.Foreachinstance,considertheprecisecontex
t,causesandyour
response.

3.Identifyatleasttwocausesortriggersofyourownpersonalemotionalstatesatwork.Identify
howyoucanuseawarenessofsuchtriggerstocontrolyourresponsesandachievepositive
outcomes,especiallywithrespecttoyourimpactonothersandtheirworkperformance.
4. Identifyatleastoneinstanceofmodellingworkplacebehavioursthatdemonstratemanagement
ofemotionsasanexampleforotherstofollow.
5.Identifythreeactionsyouwilltaketoimproveyourownemotionalintelligenceonthebasisof
self-reflectionorfeedbackfromothers.Reflectonemotionalintelligenceprinciplesand
strategiestojustifyyourproposedactions.
accordancewithspecifications
6. Submityourwrittenreflectionandsupportingdocumentationin
setoutbelow.

:
illneedtos uccessfullydemonstratethefollowing
Tobedeemedcompetentyouw
Youmustprovide:
of
awrittenreflection eenshotstoprovideevidence
doc um entatio n,su cha sworksheets,emailsorscr nce .
supporting rownemotionalinte llige
measuresusedto gatherinformationonyou

Page3of:

P.BSBLDR$01-120

Website:www.id
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AssessmentTask2-Res
pondtoemotionalintellige
study ncecase
Instructionforthestudent
Thisisanindividualassessment.Yo
uarerequiredtodemonstratetheskillsa
toidentifytheimpactofyourownem ndknowledgeneeded
otionsonothersintheworkplace.
Ifyouneedhelpunderstandinganyq
uestions,askyourassessortoexplain
.
Tobedeemedcompetentyouwillnee
dtosuccessfullydemonstratethefollo
Youmustprovide: wing:
writtenresponsestocasestudy-basedquestions.

Forthisassessmenttask,youwillreadandrespondt
oacasestudybyansweringasetofwritten
questions.

ReadthecasestudyinAppendix1.
2.Readthequestionsrelatedtothecasestudy.
3.Createadocumentwithwrittenanswerstothequestions.
Submitaprintofyourdocumentcontaininganswerstothequestionsina
specificationssetoutbelow ccordancewiththe -E

Forthefollowingcase-study-basedquestions,putyourselfinthepositionofthenewgeneral
operationsmanagerandanswerthequestionsaccordingly.

Question1

YourStoreManagerhashadastressfulmonth.Itistheendofthefinancialyearandsalesrevenuein
theTimberandPlumbing&Electricaldepartmentsisdownontargets,almostcertainlydueto
increasedcompetitionfromsmallercompetitorsfortradecontractors'business.
Justthisweek,theStoreManagerheldameetinginwhichsheyelledatallthedepartmentmanagers
andtoldyouandthemtoworkoutawaytoimproverevenue.Obviously,theoutburstdidnotmake
muchsenseasthedepartmentmanagers,insuchalargebusiness,donothavethecapabilityto
raisemuchrevenuedirectly.Marketinganddistributioninnovationsthatcouldhaveaneffectare
mainlyaheadofficeresponsibility.TheWollongongstore'sinabilitytocounterthethreatfrom
smaller,morenimbletradesuppliershasbeenthemainreasonfortherevenuedeficit.
Naturally,theatmospherearoundthestoreandinthemanagementteamissubduedandafew
managershavediscussedleavingtheorganisation;othermanagershaverespondedbypushing
unreasonablesalesdemandsontotheirsalesstaff.
Youarenowfeelingpressuretodosomething:toactcontrarytobudgetplanningandcutcostsorto
reas.
increasepressureonotherstooffsetpoorperformanceinothera
dunnecessary
Inyouropinion,thisleadershipbehaviourwasdisrespectfultoallthemanagers,create -oneffect
concernaboutjobsecurityandunderminedtrust.Therehasbeenaclearlynegativeflow tthe
downthroughthestore,whichisnowaffectingpeopleatalowerlevel.Youarejustifiablyangrya
uationworsewithpoorleadershipandpoor
manager'sbehaviourandblameherformakingabadsit
emotionalawareness.

Inyourwrittenresponsetotheabovescenario:
heStoreManager'sbehaviour.Describe
a.Describewhatyouthinkisthebestwaytorespondtot
howyouwouldmodelpositiveleadershipbehaviour.

e.
Mahagerdidnotdemonstrat
otio nalintelligencethatthesire
b.Describetheprinciplesofem haveactedandcom
mu d.
nicate
reManagershould ibe
c.Describehowthe
Sto randstoremorale.Descr
onn ecti onb etw eentheStoreManager'sbehaviou rmance.
d.Describethec couldhaveonstorep
erfo
Manager'sbehaviour
whateffecttheStore
Question2
ral,thesalesteamisa
ingaco-worker.Ingene
oyouwithanissueinvolv thewrongway.
Anemployeehascomet warelativelynewmemberoftheteamisrubbingpeoplevolvesherselfin
prettycohesiveteam,butno cialo ccas ionsoutsidework.Sheneverin
kso roth erso beginningto
Sheneverparticipatesindrin
onsaboutfamily,popularmoeoth viesorculture.Theteamis uiteupset
normal,day-to-dayconversati oaloofanddoe sn'tli keth ertea mme mbersandisq
formtheopinionthatsheisto elaconnectionwithotherteam
407 eallyimportanttobeabletofe
aboutit.Onthesalesteam,it'sr uknow you'r eabletorel yonthem-torelieveyouwhen
members.Whenyoufeelthisco nnect ion,yo
formationasyoune editandhelpyouservecustomers.
youneedsomepersonaltime,feedyouin ithgood
erinquestionisavaluablestaffmemberw
Youhappentoknowthatthesalesstaffmemb aforeig n-born ,conservative,religiouswoman,
owledg e;howe ver,as
customerskillsandproductkn
mbers.Manyteam-bondingopportunitiesinvolve
sheishavingtroublerelatingtotheotherteamme oursparties,alcoholorconfusingcultural
activitiesthatshecannotparticipatein,suchasout-of-h acceptedasamemberoftheteam,but
references.Sheisinabindbecauseshewouldliketobe
dandperceivedbyothersas
whenallavenuestoteam-bondingareclosedoff,shefeelsstigmatise
anunfriendlyperson.

Inyourwrittenresponsetotheabovescenario:
a.Provideatleasttwoexamplesofpossiblemisinterpretationsofexpressionsorbehaviourthat
mayariseinthecontextofadiverseworkforce.
b.Describehowyouwouldexplaintotheemployeewhocametoyouwiththeissuehowcultural
expressionsmaybemisinterpreted-andhavebeeninthiscase.

c.Discusshowtheteamcanraisetheirawarenessofculturalexpressionandpromoteeffective
communicationtoavoidmisunderstandingsinordertoresolvethedifferences.

Question3

Anemployeethatyoumanagereallygetsonyournerves
It'snotthattheirperformanceisallthatbad.Forexample,the
employeealwaysdoeswhatisrequired
ofthemintermsofprofessionalism,administrationtasksanddres
targetsandtheircustomerserviceratingsontheirpe singappropriately.Theymeetsales
rformancescorecardsaregood.
Ontheotherhand,theemployeedoesnotreallyre
sessionsthatyouhaveinitiatedandthathaveprov
spondtotheteamtrainingandteam-building
ensoeffectiveinsustainingteammoraleand
drivingotherstosuccess.Otherteammembe
rsseemtothriveon,anddrawenergyfrom,th
sessions,whilethisemployee,ifanything,app eseteam
peers.Theysaythattheywouldratherwo earsemotionallydrainedfrominteractingwithth
rkindividuallyandthatalltheteamstu eir
You'vereallytriedhardtobuildacultureoftea ffissuffocating
mworkandthisfeelslikeaslapintheface
.

Inyourwrittenresponseto
theabovescenario:

a.Describehowyouwo
uldsetasideyourownemo
employee(probably)feel tionstofocusonandidentif
s.Refertorelevantprinciplesofe yhowth e
motionalintelligence.
b.Describehowknowledge
of,forexample,learningstyles,p
ersonalitytypesor
etoandunderstandtheemployeebettecommunication
styles,mightbeabletohelpyourelat
response randadaptyour
C.Describehowyoucoulduseyourawa
renessofyourownfeelingsandthoseoftheem
toadaptyourresponsesothatthefollowingneedsa ployee
resatisfied:
yourneeds(emotionalneeds,needfortearcoheg
iveness,needtomeetperformance
standards)
employee'sneeds(emotionalneeds,needtodevelopandperformwithinateam
environment),

Refertorelevantprinciplesofemotionalintelligencewhereapplicable.

Question4

ItistheendofthefinancialyearandsalesrevenueattheWollongongstoreintheTimberand
Plumbing&Electricaldepartmentsisdownontargets.Thisissueisalmostcertainlyduetoincreased
competitionfromsmallercompetitorsfortradecontractors'business;neverthelesssomeaction
shouldbetakenbymanagementtomitigatetheeffectofthisissueonthestoreoverall.
Asaresultofmanagerialdiscussions,ithasbeendecidedthatsomeemployeeperformancetargets
willbeincreasedwherecapacityexistsandsomeprograms,suchastraining,willbedelayed.These
measureswillhavetheeffectofpotentiallyincreasingrevenueandreducingcostetocompensatefor
overallpoorer-than-expectedperformanceintheWollongongstore
Eachmanagerwillhaveresponsibilityforimplementingthisgroupdecisionintheirparticularareaof
responsibility.Itwillbeimportanttoconsidertheemotionalimpactonstaffandanyconsequential
impactonhealth,gafetyandwellbeingaswellastheimpactonperformanceandtheachievementof
organisationalgoals.

Inyourwrittenresponsetotheabovescenario:
ss
a.Describetherelationshipbetweenemotionallyeffectivepeopleandtheattainmentofbusine
objectives.
eadtobetter
b.Describehowconsideringtheemotionalimpactofdecision-makingcouldl
ves).
decision-making(withrespecttobusinessobjecti
kingthattakesintoaccountemotionalimpact
c.Describewhatapossibleprocessofdecision-ma
ionsint hiscas einclud e,forexample,settingparticularperformance
couldlooklike.Decis
nbed elaye d,
targets,orselectingwhatprogramsca
rdertosatiety
islationthatwillneedtobeadheredtoino
d.Identifypolicies,procedures,orleg
managingemotionsintheworkplace.
internalandexternalrequirementsrelatedto
isions
nttohowmanagersimplementbusinessdec
e.DescribehowWHSlegislationisreleva

CUP.R$BEDRS01-42.0

Appendix1:Casestudy-AustralianHardware
ardwareandhomewarens
salargeandexpandinghision
simulatedbusiness)idacr
AustralianHardware(aely14 0storeslocate ossAustralia.Initsv statement,Australia
ia
retailerwithapproximat eadthehardwareandhome- improvementmarketinAustral
Hardwarestate sthatitintendstolthisvis ion,theorganis ationin tendsto:
withinfiveyears'.Inordertorealise
erience
buildmarketsharebyfocusingonthecustomerexp
efficientinternalproc esses
controldirectandindirectcoststhrough
nmental lyresponsible
ardwareasasociallyandenviro
esta blishthereputationofAustralianH
ementdown,inthe
company.
reimplementedfromseniormanag
The sest rategicorganisation-widedirectionsa ndemployeesateveryleveloftheorganisation.
orm anag ersa
formofperformanceexpectationsf speople.Forthisreason,the
hesuccessofthebusinessrestsonit
AustralianHardwarerealisesthatt dingtotheneedsofemployees.
ersbuildeffectiveteamsbyrespon
organisationinsiststhatmanag elopmentandself-actualisation.
ecurity,fairness,flexibility,skillsdev r
Suchneedsincludesafetyands eest ofoc usm oree ffect ivelyonworktasksandcustome
ploy
Satisfyingsuchneedswillallowem cour ages man ager stota keaflexibleapproachtomeeting
areen
needs.Inaddition,AustralianHardw
ollaborationwithemployees.
performancetargetsandtosetgoalsinclosec ,managersareexpected
dvanceAustralianHardware'svalues
Toimplementstrategicdirectionsanda gpos itiveb ehav ioursandattributes-thosetheyexp
ect
ll,mo dellin
toleademployeesby,firstofa rn.T olea dan dins pirep eople,managersmust
body intu
theiremployeestoemulateandem havioursinothers.
sandpromotepositiveteam-buildingbe
demonstratekeenemotionalawarenes eadyfor
geroftheWollongong,NSW,storeandyouarer tstaff,
YouarethenewGeneralOperationsMana gingg eneralsal esan dche ckou
efor mana
achallenge.Youaredirectlyresponsiblesofficer.YoureporttotheStoreManager,whois
sourc
administrationstaffandahumanre ical,Gardensand
esponsibility(Timber,Plumbing&Electr
responsibleforallareasofstorer
operations).
Homewaresdepartmentsandgeneral
tedbusinessinformation
enttask,AustralianHardwaresimula
Formorebackgroundtothisassessm ns,financialinformation,andpoliciesandprocedures,canbe
alpla
includingbusinessandoperation
s.ibsa.org.au/>.
locatedonlineat:<http://simulation

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Solution:

Task 1

Reflection on emotional intelligence:

1. In this section, I have reflected upon my

emotional intelligence with the help of the
model, SWOT. Emotional intelligence is the
ability of an individual to identify his or her
own, as well as other people’s emotions. It is
the ability to understand the differences
between different feelings and highlight
them suitably. It is the capability to use
emotions related data to control thought
processes and behaviors and to deal with
emotions effectively in order to achieve
specific goals. SWOT is a model that stands
for Strengths, Weaknesses, Opportunities
and Threats. It is usually used for analyzing
businesses but is also effective for personal
reflection. My self-reflection oriented SWOT
analysis is as follows:

Strengths: One of my biggest strengths is

that I am quite sensitive. I can identify
others’ feelings and emotional states very
easily. This makes me more empathetic
towards people around me. Another
strength is that I can place myself in other
people’s shoes and see things from their
point of view. This strength is highly
beneficial in conflict scenarios.

Weaknesses: A major weakness is the fact

that I cannot express my emotions
effectively. I do not always say or show
what I think or feel. This often leaves
many misunderstandings unsorted.

Opportunities: As I am sensitive, I can

work on my communication skills and
express my emotions more clearly in
future. This can improve my overall
emotional intelligence significantly and
make me a better team player in work
scenarios.

Threats: My limited ability to express

emotions can make people misunderstand
me. People can have wrong opinions of
me and I might not be able to clarify my
perspective properly.

There have been numerous instances in

which I have felt negative emotion or
stressed at work. One time, during a group
project, the group leader kept putting
unnecessary pressure on me. I felt that he
was discriminating against me and was
being highly unfair. I was given the most
difficult tasks and the leader made sure that
other team members did not help me out. I
felt alone and suffocated. The cause behind
this kind of behavior of the team leader was
probably some difference of opinion we had
long back. I did not get along well with this
person. Another instance where I have felt
negative emotion is when I felt demotivated
because of not getting promoted. I had put
in my best efforts at work, yet, I was not
considered for promotion and was not even
given an increment. I felt highly dissatisfied
and lost interest in work. A third instance
where I have felt stress is when I was going
through some personal issues. I had
recently had a break up with my former
partner and was depressed because of this. I
could not separate my work and personal
lives and failed to concentrate in work. I
ended up making a lot of silly mistakes and
neglected my work responsibilities.

From my work experiences so far, I have

understood that two of my main emotional
triggers are unfair treatment from
colleagues or superiors, and, issues in my
personal life. The fact that I have suffered
previously due to these two triggers and
that I have identified them without being in
denial, has enabled me to be on guard and
ensure that these triggers don’t affect me
negatively. It is important for me to control
my emotions and refrain from reacting
negatively in response to such triggers. In
case of discrimination or unfair treatment
from superiors or colleagues, I should not
get demotivated. Rather, I should keep a
cool head and gather solid documented
evidence of the unfair acts against me. I can
then use these evidence to complaint to
higher management or relevant
departments against the responsible people.
In case of issues in my personal life, I should
be strict with myself and distract myself
from my problems by focusing on work
instead.

An ideal example of modelling workplace

behavior that shows highly effective
controlling of emotions is being calm and
professional while going through a personal
crisis. Some time back, at my workplace, a
senior colleague lost his father. A very
important meeting was due and it was that
colleague’s responsibility to give a
presentation. While everyone including me
had expected the person to be absent from
work, he showed up. It was just days after
his bereavement but he controlled his
emotions strictly and gave the presentation
in the most perfect manner. Everyone at the
workplace was highly impressed and moved
by this act. This action set a very positive
example in the workplace.

Based on my self-reflection, I have

understood that in order to improve my
emotional intelligence, I need to improve my
ability to express my emotions, my ability to
control my emotions and separate my
personal life from work life. According to
Goleman (1998), emotional intelligence
involves the ability to understand oneself
and one’s own emotions, direct and control
the ability to self-motivate, increase
empathy and social skills. With respect to
this theory, I can use meditation to keep
myself calm and understand my emotions in
a better way. Mediation can also help me
avoid getting affected by negative emotions.
In order to improve my ability to express my
emotions, I need to communicate more with
people around me. I should take the
initiative to be more social and try to bond
with my colleagues over work as well
scenarios as social occasions. In order to
prevent myself from reacting negatively to
unfair or abusive behavior, I need to start
taking stands and communicate about how I
feel about such incidents clearly. As per
Goleman (1998), self-esteem is an integral
aspect of emotional intelligence. I need to
take steps and stand up against unfair
treatment or abusive actions in order to re-
affirm my self-esteem.

Task 2

Responses to emotional intelligence case

study:

Response to Question 1:

1. The best way to respond to the store

manager’s behavior is to communicate with
her directly. It is important to have a one on
one meeting with her and explain to her the
details of the negative emotion flow that is
stemming from her and affecting the entire
human resources hierarchy. Instead of being
critical about her behavior, it is important to
be highly compassionate and empathetic
(Atwater, 2014). It must be made clear that
the pressures on the store manager are
acknowledged. This will in turn make the
store manager understand the impacts of
her behavior. Also, she will know that her
subordinates understand her position and
are there for her. In a scenario like this, the
ideal positive leadership behavior would
have been to use a highly inspiring speech
to motivate managers to do their best. This
would have energized managers and infused
them with excitement. Instead of being
negative and putting unreasonable pressure
on managers, the store manager should
have set realistic targets and used positive
emotions to increase efficiency of employees
(Jordan, 2012).

2. As per Goleman (1998), emotional

intelligence involves the ability to
understand oneself and one’s own emotions,
direct and control the ability to self-
motivate, increase empathy and social skills.
The store manager failed to demonstrate
these aspects. As per Mayer and Salovey
(2014), there are four areas forming
emotional intelligence: perception of
emotions, power of thinking through
emotions, understanding emotions and
managing emotions. With respect to this
theory, the store manager failed to perceive
the emotions of managers and lacks the
ability to think rationally beyond her own
emotions. She also failed to understand and
manage emotions.

3. It was important for the store manager to

demonstrate the ability to adapt to the
situation in hand and the general mood at
the workplace. She should not have
expressed her helplessness and frustration
caused by the stress she was facing due to
increasing competition. Instead of being
negative and putting unreasonable pressure
on managers, the store manager should
have set realistic targets and used positive
emotions to increase efficiency of
employees. In order to motivate employees,
she should have introduced rewards and
incentives with respect to specific and
realistic targets (Yates, 2012).

4. The negative behavior of the manager can

have highly negative impacts on the overall
store performance. The managers will get
demotivated and lose engagement with the
company. They will put unnecessary
pressure on subordinates and unrealistic
targets will be set (Jordan, 2012). This will
increase stress at all levels of the
organization and employee engagement and
loyalty will get compromised. It must be
noted that the company’s organizational
policy and culture highlights that senior
managers and officials must set positive
examples which will enable positive work
practices and behaviors to flow throughout
the organization in a top-down manner. The
store manager’s negative behavior will
transcend through the ranks and lower the
morale of all employees. Employees will
know that achieving such illogical targets is
impossible and they will be scared of facing
negative actions from the seniors, like public
humiliation, abuses, shouting, etc. This kind
of negative show of leadership must be
avoided strictly (Atwater, 2014).

Response to Question 2:

1. There can be different types of

misinterpretations of actions or behavior in
a diverse workforce. This is mainly due to
differences in culture, religion, language,
traditions, ethnicity, etc. A common instance
with respect to the provided scenario is the
fact that the sales person in question does
not go out with her colleagues for drinking
and partying after work (Furnham, 2011). It
must be noted that the sales person refrains
from going out for drinks or partying as her
culture of origin perceives these activities as
unethical and wrong. It is highly probable
that her family is against her going out after
work and drinking alcohol or partying is
considered to be a negative behavior in her
culture. However, the colleagues think that
the sales person is being intentionally aloof
and does not like them. Another
misrepresentation is the fact that the sales
person does not share personal information.
She is probably shy or introverted and does
not feel comfortable about sharing details of
her personal family life with colleagues. This
behavior is misinterpreted as negative by
her colleagues who think that she is
unfriendly.

2. In order solve the issue, it is important to

increase multicultural awareness. The
employee who has come up with the
complaint must be explained the details of
the culture and practices of the sales person
who is deemed as unfriendly and unsocial
(Hickmann, 2012). It must be pointed out
that it is not just her fault that she is not
friendly; the other sales people too are
responsible for the gap. The entire sales
team must understand the fact that the
sales person is not comfortable with them as
she has not found any common ground. The
bonding practices of the team are against
her culture and the team have been quite
insensitive towards her. They have not opted
for any bonding platform or session that she
could have participated in.

3. In order to avoid such misunderstandings,

the management must organize gatherings
and team bonding sessions in the workplace,
within work hours. These sessions should
involve games and activities that build trust
among employees (DeVore, 2011). Also, the
Human Resource Manager must organize
sessions that increase awareness about the
different cultures, religions, etc. which have
representation in the work force. Also, the
management must organize small parties to
celebrate significant events or auspicious
festival days of different cultures and
religions. This will make employees from all
backgrounds feel respected and valued.
Another strategy is to have get together
events where all employees bring their
family members and socialize. This will help
the human resources know each other and
their respective families in a better way.
Overall bonding will be improved. Culturally
neutral or culturally sensitive bonding
sessions must be organized by the teams so
that all members can participate and none
feel left out or secluded. The sales person
highlighted in the given scenario must be
encouraged to come out of her shell and
socialize more with her colleagues.

Response to Question 3:

1. As per Goleman’s model of emotional

intelligence, self-regulation is a key
capability that is essential for having high
emotional intelligence (Goleman, 1998). With
respect to this principle, I must regulate my
feelings. In the given scenario, an employee,
though professional and efficient enough, is
not complying with team building and
bonding practices. This is insulting to me
and I have negative feelings towards this
employees. However, I must control my
feelings and try to see things from the point
of view of this employee. The person has
clearly mentioned that he feels suffocated in
team building practices. He likes working
alone and is not a team player. My ideal
action would be to motivate and inspire this
person with one to one communication. It is
evident that this person is not very sociable
and is likely an introvert. Instead of forcing
him to work in teams and participate in team
bonding sessions, I will focus on making this
person comfortable with the idea of working
with others. I will communicate more openly
with him and encourage him to open up to
me. Instead of team building practices, I will
organize social gatherings with fun games
and entertaining activities that will allow
this individual to bond with other people in
an entertaining way.

2. Personality style represents the inclination

and preferences of a person in different
scenarios. It is a set of traits and behavioral
patterns that determine how a person reacts
to different incidents or situations (Coleman,
2008). It includes feelings, impulses, stress
inducing triggers, etc. Identification and
assessment of personality styles can help me
acknowledge and respect diversity at the
workplace in a better way. It will also help
me understand how to deal with different
individuals and identify what to expect from
them in different scenarios. Similarly,
learning style represents the ways in which
individuals learn something. Awareness of
learning styles and segregation of
employees into different learning styles with
respect to models like Kolb’s model or
Honey and Mumford's model can help me
train human resources more effectively and
improve team work as well as overall
productivity.

3. i. As per Goleman’s theory of emotional

intelligence, it is important to recognize own
feelings and accept as they occur. This
capability is critical to the understanding of
one’s own behavior and own drives (Golema,
1998). Many people feel negatively towards
their feelings, they reject and fight or avoid
them - instead of the fact that it is important
to actively control emotions. I need to
control my emotions in order to meet my
professional needs and not let my emotions
cloud my thinking or compromise my
dedication and efficiency. I also need to
express and accept my feelings in order to
avoid misunderstandings.

As per Salovey and Mayer's ability model,

people need to have the ability to
understand and manage emotions of other
people (Salovey and Mayer, 2014). I need to
be able to understand and perceive the
emotions of employees in order to see
things from their perspectives. This can help
me cater to their emotional teams and
involve them in teams so as to improve their
efficiency.

Response to Question 4:

1. Emotionally effective people can ensure that

their personal lives do not affect their
professional lives. They can understand and
perceive others’ emotions and strategize
accordingly in order to minimize negative
impacts (Sackett, 2012). They also know how
to use their own emotions and others’
emotions to attain organizational objectives.
If emotions are managed effectively, people
can motivate themselves as well as others.
This can increase productivity and help in
attaining organizational objectives.

2. Considering emotional impacts of decision

making can provide a detailed picture of
future negative as well as positive scenarios
(Borman, 2012). It can help management
forecast resistance from employees, low
employee loyalty and motivation, etc. If
emotional impacts are taken into account,
such negative scenarios can be avoided. It is
important to assess and predict possible
emotional reactions of human resources to
different actions or strategies of
management. In order to attain
organizational objectives effectively, the
management must take decisions in such a
way that employees have positive emotional
reactions and their motivation and loyalty
increase.

3. In the provided case, if training programs

are delayed, the overall productivity and
efficiency of human resources can get
compromised. The newer employees might
face problems in adjusting to the work
environment. The lack of training and
multicultural awareness can cause friction in
the diverse workforce due to negative
emotions resulting in Now
Order misinterpretation, lack
of cultural sensitivity, etc. (Campbell, 2013).