B102 Organisational Behaviour :::::: OB05

CUPCAKE WAR
6th Presentation
 Learning Outcomes
• Identify work stressors and how to manage them to
address ineffective behaviour.
• Discuss how emotions impact performance and the
consequential stress in controlling emotions at work.
• Propose strategies to manage emotions of self,
understand the emotions of others and establish
positive emotional interpersonal relationships.
 Reason For This Problem
Working with People to Get Things Done

Managing Individuals - Job Performance, Satisfaction & Involvement

Job Fit Job Attitude

Personality Self-concept
Ability Values
For the Workplace: Motivation
Immediate Benefit:
Enables you to :-
Emotions & Stress
• Understand how emotions impact behaviour and hence why people The emotions and
behave differently in similar situations attitude that you display
• Manage emotions of others to create positive behaviours towards work can have
• Develop respect for self and others and through using EI, preserve great impact on your
harmony in school and at the workplace success at it
Problem Analysis
Morgan:
• Has concerns about • What is the chain
impact of workers’ of emotions that
behaviour on him. has resulted in this
• Reacts emotionally situation?
to the situation.

Staff:
• react to Morgan's
behaviour. • How can this chain
• Are unhappy and be broken through
have threatened to the use of EI?
quit.
 Help Morgan see how his emotions
have resulted in staff’s threat to leave

Identify His
Emotions

Identify
His Resulting
Staff
Behaviours
Reactions
Analysis of Morgan’s Emotions
Anger : staff not understanding reasons for
him implementing the changes

Fear : staff are ruining his reputation -

takes him longer to achieve what
His he wants to do
Emotions
Frustration : staff stuck in own ways
 FORCE them to do it

Anxiety : Pauline has high expectations of him

Emotions to Behaviour
Get staff to come in at 2am

Not approving leave

His Resulting Barking orders

Behaviours
Not greeting staff in the morning

Not consultative; no room for discussion

Staff’s Reaction
Anger : “Who does he think he is?”

Frustration : “We used to work very well

like a family, then this Morgan comes in
like a tyrant and changes everything!;
His Staff’s Either he goes, or we leave!”
Reactions
Threaten to quit

Taking medical leave to spite Morgan

 Suggest strategies for Morgan to
improve his EI

Emotional Intelligence:
Ability to manage own and EI Model STRATEGIES
others’ feelings / emotions,
to distinguish between
them and to use this info
to guide our thinking and Identify Apply
actions. Components Components
 EI Components (Simplified)
SELF OTHERS

Self Awareness Social Awareness

RECOGNITION Emotional Self Awareness Empathy
OF EMOTIONS

Self Management Relationship Management

Emotional Self-control Developing others
REGULATION
Transparency Conflict management
OF EMOTIONS
Adaptability
Optimism
 EI Components (Simplified)
Self Awareness
Emotional Self Awareness Reading one’s own emotions and recognising their impact
Self Management
Emotional Self-control Keeping disruptive emotions and impulses under control
Transparency Displaying honesty and integrity to self
Adaptability Flexibility in adapting to changing situations or overcoming obstacles
Optimism Seeing the upside in events
Social Awareness
Empathy Seeing others’ emotions, understanding their perspective and taking
an active interest in their concerns
Relationship Management
Developing Others Bolstering others’ abilities through feedback and guidance
Conflict Management Resolving disagreements
 Strategies to Improve EI
> Emotional Self-awareness:
Reading one’s own emotions and recognising their impact

Strategies for Morgan :-

Self-awareness

Take time off work to reflect on how he feels regarding current

work environment (anger, fear, frustration & anxiety)  Identify
situations which trigger these emotions (i.e. when & why he feels
this way)  List how he tends to behave in these situations and
how the staff tend to react on his behaviour.
[similar to analysis done earlier]
 Strategies to Improve EI
> Emotional Self-control:
Keeping disruptive emotions and impulses under control
Self-management

Strategies for Morgan :-

 Recognise symptoms of emotions (e.g. feeling flushed, sweaty
palms, headache, faster heartbeat) and take himself out of the
situation (e.g. taking a break before dealing with situation).
 Identify at least 3 ways to respond to a situation, think about
consequences of each and then choose best way to respond.
 Can delay making decisions / communicating with staff, to first
think clearly and choose the best response to a situation.
 Strategies to Improve EI
>> Transparency:
Displaying honesty and integrity to self (i.e. staying true to one’s
emotions but addressing them in a constructive way)
Self-management

Strategies for Morgan :-

 Talk to Pauline on what can be realistically achieved with
current group of staff.
 Share with staff his rationale for changes (e.g. increase orders,
reduce complaints) as well as why this is very important to him
(e.g. reputation that took him many years to build is at stake).
 Strategies to Improve EI
>> Transparency:
Displaying honesty and integrity to self (i.e. staying true to one’s
emotions but addressing them in a constructive way)
Self-management

Strategies for Morgan :-

 Share with staff which situations are not acceptable to him
(e.g. what he would consider slow or unmotivated behaviour)
and what staff can do to manage these situations when he
points them out.
 Strategies to Improve EI
>>> Adaptability:
Flexibility in adapting to changing situations or overcoming
obstacles
Self-management

Strategies for Morgan :-

 Reflect on differences between Eliza Cupcake and other
companies  why using same strategies might not work.
 Identify what are his ‘must-haves’ for the staff (e.g. coming in
at 2am) and what he can be flexible with (e.g. going on leave).
 Helps to avoid anger / frustration in pushing through changes
that might not work or from conflict with staff.
 Strategies to Improve EI
>>>> Optimism:
Seeing the upside in events
Self-management

Strategies for Morgan :-

 Reflect on changes he has made successfully (e.g. staff coming
in to work at 2am, increased production by 20%, no customer
complaints or late orders).
 See resistance from staff as opportunity to get to know them
better in the process of working out the differences.
 Helps to minimise his anxiety / anger / frustration.
 Strategies to Improve EI
> Empathy:
Seeing others’ emotions, understanding their perspective and
taking active interest in their concerns.
Social Awareness

Strategies for Morgan :-

 Practise active listening and attending techniques.
 Imagine the situation from other person’s perspective before
approaching them - How much information/resources do they
have compared to you; what might be pressures on them that
might not be pressures on you, etc.
 Strategies to Improve EI
>> Developing Others:
Bolstering others’ abilities through feedback and guidance

Strategies for Morgan :-

Management
Relationship

 Use proper techniques to provide feedback to staff instead of

barking orders and losing temper at staff.
 Coach staff on what he expects from them.
 Reduces conflicts over work expectation or staff not being
able to meet his expectations.
 Strategies to Improve EI
>> Conflict Management:
Resolving disagreements

Strategies for Morgan :-

Management
Relationship

 Seek to first understand the perspective of the staff (e.g. why

they need to go on leave)  Empathy.
 Look for what you can be flexible about and give in to staff in
return for their commitment  Adaptability.
 Be clear about what are important to you and your
expectations of the staff  Transparency
EXTENDED LEARNING A
 Job Satisfaction & Responses
to Dissatisfaction

Responses to Dissatisfaction:
Job Satisfaction:
Person's evaluation of
his or her job and work
context
Emotional Dissonance
• Emotional labour can be challenging for most people
because it is difficult to conceal true emotions and to
display the emotions required by the job 
Emotional Dissonance : The conflict between required
and true emotions.

True Emotion Required Emotion

(what you really feel) (what you show to others)
Emotional Labour
• In an organisation, staff might be expected to display
certain emotions during interpersonal transactions.
• Difficult to display expected emotions accurately and
hide true emotions 
Emotional Labour: Effort and control needed to
express organisationally desired emotions
during interpersonal transactions.
EXTENDED LEARNING B
 Stress
What is Stress?
• Adaptive response to situation • Causes of stress -
seen as challenging/threatening
to the person’s well-being.
• Complex emotion that prepares
us for fight or flight.
What are Stressors?
environmental condition that
places a physical or emotional
demand on the person.
• Some common workplace
stressors include:
Harassment and incivility
Work overload
Low task control
 Stress

Consequences of Distress:
Eustress: Cardiovascular disease,
Physiological
hypertension, headaches
stress evoked by
positive emotions or
Poor work performance /
events.
Behavioral decisions, accidents,
Distress: absenteeism, aggression
stress evoked by
Dissatisfaction,
negative emotions or Psychological moodiness, depression,
events. emotional fatigue

Moderate levels of stress improves performance!

 Reducing Stress
• Minimising/removing stressors.
• Withdrawing from the stressor (e.g. taking a vacation).
• Changing stress perceptions (e.g. instead of seeing a tough
situation as a problem, see it as a learning opportunity or a
chance to show one’s skills in managing such situations).
• Controlling stress consequences (e.g. minimising impact of
stress and increasing ability to manage stress through healthy
lifestyle / keeping fit both physically and mentally).
• Providing social support (e.g. creating system and networks
that allow staff to share and solve their problems at work).
 References
Websites
• Beaumont, L. R. (2005 – 2009). Learn to recognise these emotions in yourself and
others. Retrieved on Sept 25, 2013 from Emotional Competency website:
http://www.emotionalcompetency.com/recognizing.htm.
Journals
• C.M. Brotheridge and A.A. Grandey, “Emotional Labor and Burnout: Comparing
Two Perspectives of ‘People Work’”, Journal of Vocational Behavior 60
(2002),p22.
Textbooks
• McShane, S. L., & Von Glinow, M. A. (2009). Organizational behavior: [essentials]
(2nd ed.). New York: McGraw-Hill.
 Concept map
Developing Emotional
Managing workplace Intelligence
emotions
Recognition of emotions
• Self-awareness Regulation of emotions
• Social awareness • Self-management
Required emotions • Relationship management
Emotional labour:
effort needed to display Overcoming
Gap: Emotional
required emotions dissatisfaction:
dissonance Job Dissatisfaction Exit
True emotions Voice
Stress Loyalty
Neglect
 After Class Activities
Daily Activity (by 2359 hrs today)
• Complete the quiz as well as peer and self-evaluations.
• Complete your Reflection Journal .

End-of-Week Activity
• Review the 6th Presentation slides.
• Read the materials given in the Resources.

Preparation for Next Week

• Do the pre-class work for Week 6 (compulsory).