Emotions and Organization
As we said in the blog about "emotions and how to recognize them'',
emotions are what color our perception of the world, other people and ourselves. They are involved in every part of our lives, including the business world.
In the business world, it was considered that there was no place for emotions. A lot of organizations thought they would get a more productive job if their workers turned off emotions-"to leave them at the door before they enter the organization in which they work".
Realizing that it is simply not possible for a person to realize that expectation (because people don’t have a switch to turn emotions on and off), a lot of organizations then realized the importance of emotions and because of that they started dealing with emotions in the organization.
The organization's attitude towards emotions should go towards convergement the emotions of its employees in relation to job requirements. A very good example is for the jobs of a marketing manager. Where the organization, on the one hand, expects from him to be creative and to be informed about market opportunities. On the other hand, some emotions are expected from him, such as enthusiasm, satisfaction with the product, in a word, the exchange of emotional reactions. While a person who is emotionally cold would not be able to work on that position.
A good of example convergement emotions can be seen at the job of a stewardess. They have a daily challenge of convergement emotions. They must reconcile unpleasant emotions (such as anger) with the position of the job.
How emotions affect the organizational climate?
Emotions can greatly influence on organizational culture. People are the ones who make organization and because of this they create a climate that can affect the productivity of the entire organization.
Emotions can produce various conflicts, quarrels, gossip in the organization. There is a process for developing a better climate. The process for developing a good climate is first a diagnosis of the existing climate in the organization. Diagnosis involves getting acquainted with the current state of climate. Diagnosis is followed by planning where you need to set clear goals to help your employees to resolve conflicts, recognize how they feel ...
The next step is to implement activities aimed at reducing conflicts and increasing better productivity.
After a few months (three months), the development process should be applied again for a better climate and productivity of the organization.
We look forward to your opinion and comments. Your "The Business Psychology team".
