案例組織行為學(xué)ob

1、Chapter 3 Emotions and Moods3-1Essentials of Organizational Behavior, 11/eStephen P. Robbins & Timothy A. JudgeAfter studying this chapter, you should be able to:3-2Differentiate emotions from moods, and list the basic emotions and moods.Identify the sources of emotions and moods.Show the impact emo

2、tional labor has on employees.Contrast the evidence for and against the existence of emotional intelligence.Apply the concepts of emotions and moods to specific OB issues.Contrast the experience, interpretation, and the expression of emotions across cultures.Why Were Emotions Excluded from OB Study?

3、3-3Myth of rationality emotions were the antithesis of rationality and should not be seen in the workplaceBelief that emotions of any kind are disruptive in the workplaceAffect, Emotions, and Moods3-4The Structure of a Mood3-5Classifying Moods: Positive and Negative AffectThe Functions of Emotions3-

4、6Emotions and Rationality Emotions are critical to rational thought: they help in understanding the world around us.Evolutionary Psychology Theory that emotions serve an evolutionary purpose: helps in survival of the gene poolThe theory is not universally acceptedSources of Emotions and Moods3-7Day

5、of Week and Time of Day More positive interactions will likely occur mid-day and later in the weekMore Sources3-8WeatherNo impact according to researchStressIncreased stress worsens moodsSocial ActivitiesPhysical, informal, and epicurean activities increase positive moodSleepLack of sleep increases

6、negative emotions and impairs decision makingEven More Sources3-9Exercise Mildly enhances positive moodAge Older people experience negative emotions less frequentlyGender Women show greater emotional expression, experience emotions more intensely and display more frequent expressions of emotionsCoul

7、d be due to socializationEmotional Labor3-10An employees expression of organizationally desired emotions during interpersonal transactions at workEmotional dissonance is when an employee has to project one emotion while simultaneously feeling anotherFelt vs. Displayed Emotions3-11Felt Emotions: the

8、individuals actual emotionsDisplayed Emotions: the learned emotions that the organization requires workers to show and considers appropriate in a given jobSurface Acting is hiding ones true emotionsDeep Acting is trying to change ones feelings based on display rulesEmotional Intelligence3-12A person

9、s ability to:Be self-aware (to recognize his or her own emotions as experienced),Detect emotions in others, andManage emotional cues and information.Moderately associated with high job performanceEmotional Intelligence on TrialIntuitive appeal it makes senseEI predicts criteria that matter positivel

10、y correlated to high job performanceStudy suggests that EI is neurologically basedEI is too vague a conceptEI cant be measuredEI is so closely related to intelligence and personality that it is not unique when those factors are controlled3-13The case for:The case against:OB Applications of Emotions

11、and Moods3-14Selection Employers should consider EI a factor in hiring for jobs that demand a high degree of social interactionDecision Making Positive emotions can increase problem-solving skills and help us understand and analyze new informationCreativity Positive moods and feedback may increase c

12、reativityMore OB Applications of Emotions and Moods3-15Motivation Promoting positive moods may give a more motivated workforceLeadership Emotions help convey messages more effectivelyNegotiation Emotions may impair negotiator performanceCustomer Service Customers “catch” emotions from employees, cal

13、led emotional contagionEven More OB Applications of Emotions and Moods3-16Job Attitudes Emotions at work get carried home but rarely carry over to the next dayDeviant Workplace Behaviors Those who feel negative emotions are more likely to engage in deviant behavior at workHow Can Managers Influence

14、Moods?3-17Use humor to lighten the momentGive small tokens of appreciationStay in a good mood themselves lead by exampleHire positive peopleGlobal Implications3-18Does the degree to which people experience emotions vary across cultures?Do peoples interpretations of emotions vary across cultures?Do t

15、he norms for the expressions of emotions differ across cultures?“YES” to all of the above!Implications for Managers3-19Understand the role of emotions and moods to better explain and predict behaviorEmotions and moods do affect workplace performanceWhile managing emotions may be possible, absolute c

16、ontrol of worker emotions is notKeep in Mind3-20Positive emotions can increase problem-solving skillsPeople with high EI may be more effective in their jobsManagers need to know the emotional norms for each culture they do business withSummary3-21Differentiated emotions from moods and listed the bas

17、ic emotions and moods.Identified the sources of emotions and moods.Discussed the impact emotional labor has on employees.Contrasted the evidence for and against the existence of emotional intelligence.Applied the concepts of emotions and moods OB issues.Contrasted the experience, interpretation, and the expression of emotions across cultures.3-22All rights reserved. No part