Q1. What is the difference between emotions and moods? What are the basic motions and moods?

Emotions are intense feelings directed at someone or something. Moods are feelings that tend to be less
intense than emotions and often lack a contextual stimulus. Thus, the similarities are the "feelings"
component, but the differences lie in the intensity and context. The basic emotions on a continuum are
happiness - surprise - fear - sadness - anger - disgust. The basic emotions are classified as those with a
positive effect, such as joy and gratitude, and those with a negative effect, such as anger or guilt.

4-2. Are emotions rational? What functions do they serve?

Emotions can be rational or irrational. Expressing emotions publicly may be damaging to social status.
Emotions are critical to rational decision making and they help us understand the world around us.
Emotions and moods serve a number of functions. Darwin argued they help in survival problem-solving.
In evolutionary psychology, people must experience emotions, as there is a purpose behind them.
However, not all researchers agree with this assessment.

4-3. what are the sources of emotions and moods?

The primary sources of emotions and moods are:

a. Personality: there is a trait component - affect intensity
b. Time of day: happier in the midpoint of the daily awake period
c. Day of week: happier toward the end of the week
d. Weather: illusory correlation - no effect
e. Stress: even low levels of constant stress can worsen moods
f. Social activities: physical, informal, and dining activities increase positive moods
g. Other factors are sleep, age, gender, etc.

4-4. what impact does emotional labor have on employees?

Emotional labor is when an employee expresses organizationally desired emotions during interpersonal
transactions. It was originally developed in relation to service jobs, but now seems to apply to every job.
For example, you are expected to be courteous and not hostile in interactions with coworkers.

4-5. what is affective events theory? What are its applications?

Affective events theory states that an event in the work environment triggers positive or negative
emotional reactions. AET recognizes that emotions are a response to an event in the individual work
environment. The environment creates work events that can be hassles, uplifts, or both. These work
events trigger positive or negative emotional reactions that are moderated by the employee's
personality and mood. AET offers two important messages. First, emotions provide valuable insights into
understanding employee behavior. Second, emotions in organizations and the events that cause them
shouldn't be ignored, even when they appear to be minor. This is because they accumulate. It's not the
intensity of hassles and uplifts that leads to emotional reactions, but more the frequency with which
they occur. Current and past emotions can affect job satisfaction. Emotional fluctuations over time can
create variations in job performance. Both negative and positive emotions can distract workers and
reduce job performance

4-6. what is the evidence for and against the existence of emotional intelligence?

: Emotional intelligence (EI) refers to an assortment of non-cognitive skills, capabilities, and

competencies that influence a person's ability to succeed in coping with environmental demands and
pressures.
a. Self-awareness: being aware of what you are feeling.
b. Self-management: the ability to manage one's own emotions and impulses.
c. Social skills: the ability to handle or detect the emotions of others.
d. Several studies suggest EI may play an important role in job performance.
e. EI is controversial and there are pros and cons.
f. Case for EI: intuitive appeal, predicts criteria that matter; is biologically based.
g. Case against EI: too vague a concept, can't be measured, validity is suspect.

4-7. what are some strategies for emotion regulation and their likely effects?

Emotion regulation is part of the EI literature but has also been studied as an independent concept. The
central ideal behind emotion regulation is to identify and modify the emotions you feel. Strategies to
change your emotions include thinking about more pleasant things, suppressing negative thoughts,
distracting yourself, reappraising the situation, or engaging in relaxation techniques. Changing your
emotions takes effort, and this effort can be exhausting. Emotion suppression appears to be especially
difficult to do effectively and can lead to more negative emotions; reappraising situations is usually more
effective in increasing positive emotions and limiting negative emotions.

4-8. how do you apply concepts about emotions and moods to specific OB issues?
Emotions and moods have proven relevant for virtually every OB topic we study, and they have
implications for managerial practice. Increasingly, organizations are selecting employees they believe
have high levels of emotional intelligence. Research has helped to refine theory related to emotional
intelligence in recent years, which should lead to superior tools for assessing ability-based EI. Emotions
and positive moods appear to facilitate effective decision making and creativity in organizations, making
them superior skills for all employees.

Recent research suggests mood is linked to motivation, especially through feedback. Leaders rely on
emotions to increase their effectiveness. The display of emotions is important to social behavior like
negotiation and customer service. The experience of emotions is closely linked to job attitudes and
behaviors that follow from attitudes, such as deviant workplace behavior.

Certainly there are practical and ethical limits to controlling employees' and colleagues' emotions and
moods. Emotions and moods are a natural part of an individual's makeup. Where managers err is in
ignoring co-workers' and employees' emotions and assessing others' behavior as if it were completely
rational. Managers who understand the role of emotions and moods will significantly improve their
ability to explain and predict their co-workers' and employees' behavior.

CASE STUDY#1

1. What factors do you think make some organizations ineffective at managing emotions?

According to Organization’s Behavior Book authors, Stephen Robbins and Timothy A. Judge that:

A) Many organizations believed emotions of any kind were considered to be disruptive. As well as
Researchers looked at strong negative emotions—especially anger— that interfered with an employee’s
ability to work effectively. They rarely viewed emotions as constructive or contributing to enhanced
performance.

B) Emotions, particularly exhibited at the wrong time, can hinder performance

C) One team of authors argues that displaying emotions such as sadness to the point of crying is so toxic
to a career that we should leave the room rather than allow others to witness it. 29 These perspectives
suggest the demonstration or even experience of emotions can make us seem weak, brittle, or
irrational.

2. Do you think the strategic use and display of emotions serve to protect employees, ordos covering
your true emotions at work lead to more problems than it solves?

I believe our ability to express emotions is connected with our ability to rationalize and reason a
situation, Of course; it is only normal to express negative emotions sometimes just like we express
positive emotions. We should have the ability to experience emotions to be rational. Because our
emotions provide important information about how we comprehend the world and situations around
us. Based on our Book: Our Emotions makes us ethical; emotions include sympathy for the suffering of
others, guilt about our own immoral behavior, anger about injustice done to others, contempt for those
who behave unethically, and disgust at violations of moral norms. Numerous studies suggest that these
reactions are largely based on feelings rather than cold cognition.

3. Have you ever worked where emotions were used as part of a management style? Describe the
advantages and disadvantages of this approach in your experience.

Yes, I’ve worked in a work environment that it was acceptable to share thoughts, emotions, and feelings.
I’ve been able to learn that sharing our feelings to some extent with our peers is healthy and blocking
emotions isn’t, censoring feelings and emotions in a workplace may lead to professional setbacks.

A) Sharing always encourages a sense of belonging, it help us feel connected and happy employees
perform better.

b) It opens an area for socialization and being able to know more about your peers which leads to a
more effective teamwork in future

c) It encourages engagement and make employees feel truly involved and engaged. Naturally, being fully
evolved in a working environment increases the feeling of energy, focus, they’ll feel highly involved in a
task and enjoy what they’re doing. According to Ashforth and Humprey (1995), emotions are an
inseparable part of organizational life, so the emotional status of employees demands consideration

4. Research shows that acts of co-workers (37 percent) and management (22 percent)cause more
negative emotions for employees than do acts of customers (7percent). 130 What can
Laura’s company do to change its emotional climate?

a) Laura’s company could exercise socializing and communicating.

Emotion management is one of the dimensions of emotional intelligence, and it is considered that
employees have to manage their emotions effectively in order to display appropriate emotions in the
workplace. One of the factors that can influence expression of emotions is sociability which pertains to
cooperation and forming connections with others (Brambilla et al., 2011).

b) Organizational Trust is a fundamental factor for an organization to survive in today’s competitive

environment and it reflects the perceptions of an employee related to the support provided by the
organization (Mishra & Morrissey, 1990). It is considered that Organizational Trust gives employees the
opportunity to manage their emotions effectively so that they experience less stress at work.