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Page 1
Title: Warsaw University of Life Sciences.
Page 2: Introduction
Topics Covered:
Emotions
Emotions and Behavior (Attitudes)
The "I" in Organization
Managing Emotions at Work
Emotional Intelligence (EI)
Teams at Work – What is a Team?
Page 3: Emotions
Definition of Emotions:
Experiences that reflect changes in physiological (e.g., blood pressure), psychological (e.g., clarity of thought), and behavioral states (e.g., facial expressions).
Comprised of physiological, behavioral, and psychological episodes related to an object, person, or event, leading to a state of readiness.
Page 4: Types of Emotions
Circumplex Model of Emotions:
High Arousal:
Positive: Astonished, Stimulated, Enthusiastic, Elated, Excited
Negative: Distressed, Fearful, Jittery, Unhappy, Sad, Gloomy
Low Arousal:
Positive: Bored, Relaxed, Content, Calm
Negative: Tired, Drowsy, Quiet, Tranquil
Page 5: Emotions and Behavior
Definition of Attitudes:
Clusters of beliefs, feelings, and behavioral intentions regarding an attitude object.
Differences between Attitudes and Emotions:
Attitudes are conscious and logical, while emotions are immediate experiences.
Emotions are generally brief; attitudes remain more stable over time.
Page 6: Model of Emotions, Attitudes, and Behavior
Process Flow:
Perceived Environment → Cognitive Process → Emotional Process
Leads to Beliefs → Emotional Attitude → Feelings Episodes → Behavioral Intentions → Behavior.
Page 7: How Emotions Influence Attitudes and Behavior
Role of Emotions:
Essential in forming and changing employee attitudes,
Emotional centers of the brain quickly assign emotional markers to sensory inputs based on support or threat to innate drives.
Page 8: Individual Behavior – The "I" in Organizational Behavior
Concepts:
Self-Concept: Individual beliefs and evaluations of themselves.
Self-Verification and Self-Evaluation.
Self-Efficacy: Confidence in one’s ability to accomplish tasks successfully.
Social Identity Theory: Describes self-concept through personal characteristics and social group memberships.
Page 9: Cognitive Dissonance
Definition:
Inconsistency between beliefs, feelings, and behavior leading to motivation to change one or more of these elements to restore harmony.
Page 10: Behavior Change
Noted that behavior is often more difficult to alter than beliefs and feelings.
Page 11: Emotions and Personality
Influence of Personality on Emotions:
Some individuals naturally experience more positive emotions (typically extroverts).
Others may experience more negative emotions (associated with certain personality traits).
Emotional traits impact attendance, turnover, and work attitudes.
Page 12: Managing Emotions at Work
Emotional Labor:
Higher in jobs necessitating a wide range and intensity of emotional expressions, especially in client interactions.
Page 13: Emotional Display Norms across Cultures
Cultural context affects expectations regarding emotional expression in public settings.
Page 14: Emotional Dissonance
Definition:
Conflict between required emotional displays and true emotions.
Greater gaps lead to higher stress, job burnout, and psychological separation from self.
Page 15: Emotional Intelligence (EI)
Definition:
A set of abilities to perceive, express, assimilate, understand, and regulate emotions in oneself and others.
Page 16: Dimensions of Emotional Intelligence
Personal Competence:
Self-awareness
Self-management
Social Competence:
Social awareness
Relationship management.
Page 17: Hierarchy of Emotional Intelligence Dimensions
Structure:
Self-awareness as the foundational level.
Self-management and social awareness above self-awareness.
Page 18: Improving Emotional Intelligence
Association with personality traits and parental emotional intelligence.
Companies may test EI levels in applicants.
Page 19: Job Satisfaction
Definition:
Evaluation of one’s job and work context as a collection of attitudes towards various job aspects.
Page 20: Organizational Commitment
Affective Commitment:
Emotional attachment and identification with the organization.
Contrast with calculative commitment where staying is based on financial reasons or personal stakes.
Page 21: Organizational Commitment and Trust
Definition of Trust:
Positive expectations in risky situations; requires reciprocal relationships.
Page 22: Teams at Work – What is a Team?
Definition:
A unit of two or more people coordinating their work to achieve a specific objective.
Page 23: Work Team Effectiveness Model
Key Components:
Organizational Context (Formal structure, Culture, Strategy)
Team Characteristics (Type, Composition, Process)
Development Stages (Norms, Conflict Resolution)
Page 24: Types of Teams
Formal Teams:
Created by an organization within its structure:
Vertical Team
Horizontal Team
Committees
Special Purpose Teams.
Page 25: Employee Involvement Teams
Purpose:
Enhance participation of lower-level employees in decision-making.
Types:
Problem-Solving Team (5-12 members discussing improvement)
Self-Managing Team (multi-skilled workers managing their own tasks).
Page 26: Work Team Characteristics
Ideal Size:
7 members, with variations between 5 to 12 optimal for performance.
Importance of Member Roles:
Task specialists help the team achieve its goals.
Page 27: Team Members' Roles
Role Types:
High Task Specialist Role: Focused on task accomplishment.
Dual Role: Balances task and people needs.
Nonparticipator Role: Contributes little to team needs.
Socioemotional Role: Focuses on people's needs over tasks.
Page 28: Managing Team Conflict
Definition of Conflict:
Antagonistic interaction hindering another party’s goals.
Importance of identifying causes and conflict resolution mechanisms.
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Contact Information for Warsaw University of Life Sciences:
Address: 166 Nowoursynowska St., 02-787 Warsaw
Website: www.sggw.edu.pl