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managers emotional intelligence workplace代寫

Do managers need emotional intelligence to manage successfully in the workplace?
 
Introduction
Emotional self management, selecting and dealing with one’s own and others’ emotions, and the use of emotions to shape real lives are part of emotional intelligence (Erdo?du, 2008, p.62-76). And emotions in workplace settings and emotional intelligence are hot topics in management today (Neal & Catherine, 2002, p.76-86). The managers’ positive and pessimistic state as well as their anger will have an influence on the mood of employees and others, thus reducing their enthusiasm, participation, and efficiency. Their emotional intelligence helps them to understand and manage mood and emotions in the self and others, and contributes them for effective leadership in organization (Jennifer. 2000, p.1027-1055). Employees’ emotional state has a significant impact on the enterprises’ survival and development. Therefore, the managers should have ability to identify, understand, and control their employees’ emotion. So the emotional intelligence is a very important factor for the manager’s successful management in the workplace. This essay will firstly discuss about the emotional cognition and emotion controlling ability; then the it will introduce the importance of emotional intelligence for manager dealing interpersonal relationship; finally the essay will give a conclusion, although emotion is very complex, but it is a good weapon for successful management if manager is sophisticated at it.
 
Emotional cognition is important for manager’s successful management
If a manager can recognize their subordinate staff’s emotion, he will create a harmonious working environment, and establish personal credibility. Emotional cognition is the most basic ability of emotional intelligence; it is also called perception skills. Only when you learn how to perceive and understand your emotion and others’ can you achieve a high emotional intelligence, that is to control and express emotions. As a manager, he should attach great importance to their subordinates’ feelings, care about their subordinate, so he needs actively listen to their subordinates and is good at communicating with them. At the same time, the managers need to put themselves in the employees’ place, and care about employees. Relevant leadership theory of the "situation" pointed out: people are willing to follow those whom they think (whether right or not) can satisfy their needs. Therefore, successful leaders are people who can recognize and understand people's needs, and then take action, or make plans to meet their needs. If a leader is amiable, sincere, and gets along well with employees, he can not only create a harmonious interpersonal environment suitable for personal development, but also set up the authority among the staff. Thus it is easy for the leader to improve their influence, and people will obey his command.
 
Emotion controlling ability is important for manager’s successful management
Emotion management is the ability to cope with one’s emotional reactions. (Vesile, 2011, p.1425-1430) As a manager, he should be good at controlling their own emotions and others’, because that will be helpful for them to resolve emergent problems, and ease the contradiction. A Manager who is not able to control their emotions will not become a good manager. Only when a Manage is good at controlling his emotions, can he successfully solve the problem and deal with stress. It is common for the managers to encounter the situation that the subordinate staff do wrong thing in the process of management. Faced with such situation, some leaders are apt to break into a furious rage, and scold the staff face to face. However, this action will hurt people's self-esteem, and cause their antipathy. At the same time, when other employees witness that, they will become excessively cautious in the later work, thus influencing the full play of their enthusiasm. Now that things have become a fact and the consequence has been irrevocable, it is useless to be angry. There is a better treatment that is to restrain the impulse, and then the manager can criticize people in individual situation, aiming to things not people. Keeping calm is helpful to think clearly, and make the right analysis about the ins and outs of the matter, so that the manager can come up with a solution and remedy in time.
 
Emotion intelligence is important for manager dealing interpersonal relationship
If a manager is good at dealing with interpersonal relationship between the superior and the subordinate, it will help him to enhance team cohesion. Interpersonal relationship is the psychological relationship between people, and a kind of psychological tendency and their corresponding behavior. We can simply regard the ability to handle the interpersonal relationship as the skills to deal with people and things. A good interpersonal relationship can help improve the situation of the group internal unity, and enhance cohesion when managers deal with the employees and the superiors and colleagues. Furthermore, it helps to create a friendly and harmonious atmosphere, enhance people’s morale, and improve the work efficiency. Conversely, bad interpersonal relationship, for example, mutual suspicion and sharp contradiction, will cause person's low spirit and low efficiency. Worse still, it is hard to carry on personal work.
 
Conclusion
In conclusion, the emotional intelligence is a very important factor for the manager’s successful management in the workplace. Emotion management skills involve verbal and spontaneous expression of emotions, the ability to manage emotions and control negative physical reactions, coping, and anger management (Çeçen, 2006, p.101-113).Usually, it is hard to grasp the emotion, but it is possible to recognize and control it for individual, so managers’ self effort is necessary. Faced with the others’ emotions, the managers can put themselves in others’ place to understand employee's psychological feelings, thus improving their ability to recognize and predicate their staff’s emotions (Shipman et al, 2000, p.47-62). The managers should observe the emotions change of others around, and they shouldn’t let themselves get angry easily, enduring things when it is necessary, the manager should always remember "a little neglect may breed great mischief”. Finally, managers must be good at summing up the experience of the emotional training method. Effective methods can be used, “correct, it have no then add to encourage”, managers shouldn't make the same mistake again.   
 
References
Çeçen, A. R. (2006). Validity and reliability studies of the Emotions Management Skills Scale. Turkish Psychological Counseling and Guidance Journal, 2, 101-113.
Erdo?du, Y. M. (2008). Research on emotional quotient in terms of certain variables. Electronic Journal of Social Sciences, 7(23), 62-76.
Jennifer M. George. (2000). Emotions and leadership: The role of emotional intelligence. Human Relations. 53(8), 1027-1055.
Neal M. Ashkanasy and Catherine S. (2002). Daus Emotion in the workplace: The new challenge for managers. Academy of Management Executive, Vol.16, No. 1, 76-86
Shipman, K., Zeman, J., Penza, S., & Champion, K. (2000). Emotion management skills in sexually maltreated and nonmaltreated girls: A developmental psychopathology perspective. Development and Psychopathology, 12(1), 47-62.
Vesile Oktan. (2011). The predictive relationship between emotion management skills and internet addiction. Social behavior and personality, 39(10), 1425-1430.
 

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