1. Gholipour A. 2011. Organizational Behavior. University of Tehran.

2. Organizational Behavior: Emotions

3. Gholipour A. 2011. Organizational Behavior. University of Tehran. Why Emotions Were Ignored The “myth of rationality” –Organizations are not emotion-free. Emotions of any kind are disruptive to organizations –Original OB focus was solely on the effects of strong negative emotions that interfered with individual and organizational efficiency.

4. What is Emotion? Emotion is a transient, neurophysiological response to a stimulus that excites a coordinated system of components; informs us about relationship to stimulus, and prepare us to response to it. Gholipour A. 2011. Organizational Behavior. University of Tehran.

5. Antecedent Stimulus Emotion Expressive Behavior Face Voice Gestures Etc. Expressive Behavior Face Voice Gestures Etc. Subjective Experience Feelings Sensations Etc. Subjective Experience Feelings Sensations Etc. Physiological Reactions Heart beating Breathing Sweating Etc. Physiological Reactions Heart beating Breathing Sweating Etc. Cognitions Thoughts Attributions Etc. Cognitions Thoughts Attributions Etc. Motor Behavior Running Hitting Freezing Etc. Motor Behavior Running Hitting Freezing Etc. Figure 8.1 A General Model of Emotional Stimulation and Reaction Gholipour A. 2011. Organizational Behavior. University of Tehran.

6. General Comments on Emotions Emotions are functional –Help us solve complex social coordination problems Expressing emotion is universal aspect of human functioning –Emotions have evolved to be complex and differentiated –Language allows humans to make fine distinctions among emotions –Humans have both tself-conscious emotions and moral emotions Gholipour A. 2011. Organizational Behavior. University of Tehran.

7. Basic Emotions: Universal? Humans share a common base of emotion with their nonhuman primate relatives. Basic emotions –Expressed universally in human faces –Brought on by same types of underlying psychological elicitors –Associated with unique physiological signatures in central and autonomic nervous systems –Based in evolutionary theory –Anger, disgust, fear, enjoyment, sadness, and surprise Gholipour A. 2011. Organizational Behavior. University of Tehran.

8. TheOriginal Universality Studies The Original Universality Studies Darwin (1872) –Emotions are biologically based and evolutionarily adaptive –All humans express emotions in faces in the same way –Facial expressions of emotion have communicative and adaptive value –Paul Ekman, Wallace Friesen, and Carroll Izard conducted universality studies which provided first methodologically sound evidence for Darwin Gholipour A. 2011. Organizational Behavior. University of Tehran.

9. Six Universal Emotions Happiness Surprise Fear Sadness Anger Disgust Gholipour A. 2011. Organizational Behavior. University of Tehran.

10. Facial Expressions Convey Emotions Gholipour A. 2011. Organizational Behavior. University of Tehran.

11. What Are Emotions? Moods Feelings that tend to be less intense than emotions and that lack a contextual stimulus. Emotions Intense feelings that are directed at someone or something. Affect A broad range of emotions that people experience. Gholipour A. 2011. Organizational Behavior. University of Tehran.

12. Brain-Based Theory of Emotions Originate in brain’s limbic system Frontal lobes –influence people’s conscious emotional feelings and ability to act in planned ways based on feelings (e.g., effects of prefrontal lobotomy) left frontal lobe may be most involved in processing positive emotions right frontal lobe involved with negative emotions. Parietal Frontal Occipital Temporal Gholipour A. 2011. Organizational Behavior. University of Tehran.

13. Emotions dimensions frequency variety intensity duration Gholipour A. 2011. Organizational Behavior. University of Tehran.

14. Sources of Emotions and Moods Personality Day and Time of the Week Stress Sleep Exercise Age Gender Gholipour A. 2011. Organizational Behavior. University of Tehran.

15. Gender and Emotions Women –Can show greater emotional expression. –Experience emotions more intensely. –Display emotions more frequently. –Are more comfortable in expressing emotions. –Are better at reading others’ emotions. Men –Believe that displaying emotions is inconsistent with the male image. –Are innately less able to read and to identify with others’ emotions. –Have less need to seek social approval by showing positive emotions. Gholipour A. 2011. Organizational Behavior. University of Tehran.

16. External Constraints on Emotions Organizational Influences Cultural Influences Individual Emotions Gholipour A. 2011. Organizational Behavior. University of Tehran.

17. Felt versus Displayed Emotions Emotional Labor A situation in which an employee expresses organizationally desired emotions during interpersonal transactions. Felt Emotions: An individual’s actual emotions. Displayed Emotions Emotions that are organizationally required and considered appropriate in a given job. Emotional Dissonance Deep acting Surface acting Gholipour A. 2011. Organizational Behavior. University of Tehran.

18. Emotions dimensions Variety –Dozens of emotions –Positive & negative –Six universal emotions (continuum) Happinesssurprisefearsadnessanger disgust A variety of emotions are displayed at work place Gholipour A. 2011. Organizational Behavior. University of Tehran.

19. Emotional dimension Intensity –Some people hardly express emotions –Some people are always ecstatic –Job requirement also determines the intensity –Emotions displayed by services jobs vs lawyers, sports, etc Gholipour A. 2011. Organizational Behavior. University of Tehran.

20. Emotional dimension Frequency & duration –How often and for how long a emotion is exhibited/exist –Some jobs demand show of an emotion more frequently and also for a longer period of time political leaders/workers HR personnel Gholipour A. 2011. Organizational Behavior. University of Tehran.

21. Emotion-free Humans can not be emotion-free Can hide the emotions where situation requires Alexithymia (lack of emotions) –A disease where person can not express emotions at all –Uncomfortable for others as well as self –Appropriate for jobs where working in isolation is required Gholipour A. 2011. Organizational Behavior. University of Tehran.

22. Gender & Emotions Men vs. women –Women are more emotional –They react with emotions very easily –They also understand/read emotions of others Three factors count: –Women are socially brought up like that. Men are required to hide their emotions –Women have inborn ability to read & understand others’ emotions. –Need for social approval is higher for women Gholipour A. 2011. Organizational Behavior. University of Tehran.

23. Emotional constraints Though no ‘list’ of emotions is there for organizations Understand the cultural value for emotions Different cultures read one emotion differently Expression of negative emotions is discouraged Some organizations laid out display of certain emotions Gholipour A. 2011. Organizational Behavior. University of Tehran.

24. OB applications An understanding of emotions can help us predicting a number of processes in an organizations: Ability and selection Person who can read own and others emotions has found to be a good performer This is called EI (emotional intelligence) EI enables us to cope with stress and pressures EI is a factor in selection of employees Gholipour A. 2011. Organizational Behavior. University of Tehran.

25. EI EI is composed of five dimensions –Self-awareness (what you’re feeling) –Self-management (manage the feelings) –Self-motivation (go on with -ve emotions) –Empathy (feel how others are feeling) –Social skills (handle emotions of others) Gholipour A. 2011. Organizational Behavior. University of Tehran.

26. OB applications Decision making –Emotionally charged people make poor decisions, lose patience to analyze the pros & cons –People experiencing positive emotions are good decision makers. Problem solving skills are sharpened Gholipour A. 2011. Organizational Behavior. University of Tehran.

27. OB applications Motivation –People with high motivation are emotionally committed to their work/project. –Involvement with the job generates positive emotions –Discouragement leads to low motivation level, hence negative emotions can be displayed Gholipour A. 2011. Organizational Behavior. University of Tehran.

28. OB applications Leadership –Leader rely a lot on expression of feelings by themselves –They also read and understand others’ emotions to be a better leader. –Leaders make people follow them by making them emotionally charged –Emotionally charged people accept change readily Gholipour A. 2011. Organizational Behavior. University of Tehran.

29. OB applications Interpersonal conflict –When conflict is there emotions are surfacing –When resolving conflict, a manager is supposed to keep an eye on emotional content of it. Deviant workplace behaviors –Actions which violate norms and threaten members or organizations, such actions are called employee deviance –These action scan be violent or non-violent; envy, jealousy, back stabbing, etc. Gholipour A. 2011. Organizational Behavior. University of Tehran.

30. OB Applications of Understanding Emotions Ability and Selection –Emotions affect employee effectiveness. Decision Making –Emotions are an important part of the decision-making process in organizations. Motivation –Emotional commitment to work and high motivation are strongly linked. Leadership –Emotions are important to acceptance of messages from organizational leaders. Gholipour A. 2011. Organizational Behavior. University of Tehran.

31. OB Applications… (cont’d) Interpersonal Conflict –Conflict in the workplace and individual emotions are strongly intertwined Customer Services –Emotions affect service quality delivered to customers which, in turn, affects customer relationships. Deviant Workplace Behaviors –Negative emotions lead to employee deviance (actions that violate norms and threaten the organization). Productivity failures Property theft and destruction Political actions Personal aggression Gholipour A. 2011. Organizational Behavior. University of Tehran.

32. Multiple Intelligence Intelligence Quotient (IQ) Emotional Intelligence (EI) or Emotional Quotient (EQ) Spiritual Intelligence Cultural Intelligence Gholipour A. 2011. Organizational Behavior. University of Tehran.

33. Ability and Selection Emotional Intelligence An assortment of non-cognitive skills, capabilities, and competencies that influence a person’s ability to succeed in coping with environmental demands and pressures. Self-awareness Self-management Self-motivation Empathy Social skills Research Findings High EI scores, not high IQ scores, characterize high performers Gholipour A. 2011. Organizational Behavior. University of Tehran.

34. Affective Events Theory (AET) 1.Emotions are negative or positive responses to a work environment event. 2.Emotions can influence a broad range of work performance and job satisfaction variables. 3.Emotional fluctuations create variations in job satisfaction. 4.Emotions have only short-term effects on job performance. 5.Both negative and positive emotions can distract workers and reduce job performance. Gholipour A. 2011. Organizational Behavior. University of Tehran.