Question 1.
(a) Describe what you think is the best way to respond to the store managers behavior. Describe how you would model positive leadership behavior.
The store manager's behavior had a negative effect on the managers and lower level staff. One of the fundamental principles to practicing Emotional Intelligence is the ability to not only remain calm but being able to calm down others. I would first analyze and filter my emotions of anger before approaching her about the situation. The next step in responding to the manager would be to meet on common ground. That is, to communicate to her that her concerns are valid. This will make her more responsive. I would then make her aware of the concerns of other managers and staff members and relate to her the implications that this might have on one aspect of the mission statement. That is; the importance of good customer experience. It is well-known fact that demotivated workers do not make good customer service representatives. As a manager myself I would model good behavior by motivating my team members, by starting new rituals to build team morale. I would open communicate by inviting ideas from team members to combat the problems with ideas that would be attainable from my level.
(b) Describe the principles of Emotional Intelligence that the store manager did not demonstrate.
Emotional Intelligence refers to the ability an individual has to manage their emotions as well that of others. It involves three major aspects; being able o recognize your emotion and that of others, harnessing one's emotions and using them to solve problems and controlling your emotions and improving the mood of others (Emotional Intelligence). This definition indicates that the manager did not practice any of the skills of Emotional Intelligence. Firstly, the manager shouted and yelled at the employees. This suggests that she was not able to analyze the emotions she was experiencing; besides, individuals with a high emotional intelligence can filter their emotions and not respond from an emotionally charged space. Secondly, the manager should have used the emotions she experienced; anger, failure, or fear of coming up with new ideas to deal with the situation at hand. Lastly, her inability to remain calm, as well as her inability to keep her employees calm, demonstrates her lack of emotional intelligence. Rather employees left the meeting feeling discouraged.
(c) Describe how the store manager should have acted and communicated
The store manager should have analyzed the situation properly before calling a meeting. She should have come up with reasonable alternatives and strategies to share with employees before the meeting. On the day of the meeting, she should have explained the current situation in a calm manner while expressing her concerns. An Emotional effective leader would be aware of the emotional atmosphere that this situation may create and respond in a cautious manner. As communication is important in any organization, the store manager should open the floor for suggestions from managers and other employees about strategies that may be employed to remedy the problem. Also, it is important to remind staff members of the importance of good sales and revenue to all stakeholders of the company.
(D) Describe the connection between the store managers behavior and store morale. Describe what effect the store manager's behavior could have on store performance?
The morale of employees relates to the overall attitude and emotions of employees towards their jobs. It also includes how secure employees feel in their jobs if they feel needed and appreciated and so on. After the meeting other managers expressed that they would leave the organization, others have become unreasonable in their requests of their staff. This indicates that the employee morale is low. It is a known fact that employees who have a high morale will be more productive. This may also affect the overall customer experience; demotivated employees make bad customer service agents. It may also lead to the displacement of blame and pressure on some employees who others believe are at fault or can improve their work attitude. Inevitably, such situations may lead to animosity within the store.
Question 2
Provide at least two examples of possible misinterpretations of behavior that may arise in the context of a diverse workplace
Diversity exists in the workplace when employers employ persons from different backgrounds, countries varying religious beliefs, customs and so on. This is the problem with the employee. Two misinterpretations of expression of the behavior that may arise include; communication problems, ethnic and cultural differences, generation gaps and so on. In this case, there are two issues that stand out as it relates to the employee. First ethnic and cultural differences, the employee, is from a different country that is conservative and religious. That being said, the employee might find it difficult to understand the cultural practices of her co-workers. Such as; drinking partying and so on. Her religious beliefs and customs run contrary to those of the other employees. It then leads to a misinterpretation of her behavior by co-workers who may not fully understand her customs and beliefs and as such perceive her as anti-social. Secondly, communication barriers may exist as the employees have not sought to communicate with her on a mature and personal level how they feel or better yet incorporate activities that she might feel more comfortable with. Conversely, the employee in question has a part to play in communicating openly to her co-workers her reason for not engaging in activities.
Describe how you would explain to the employee who came to you with the issue how cultural expressions might be misinterpreted
In this case, cultural expressions have been misinterpreted it is important not to place blame on individuals and to use emotional intelligence to rectify situations. With that, I would explain how her culture is different from her co-workers in this case research might be needed on my part. Differences in culture as it relates to; alcohol use and dress and religious beliefs. I would explain to the employee that there has been a misunderstanding of the employee and a lack of tolerance on his part as well as other employees. Meanwhile reminding the employee of polices that speak to discrimination and prejudice in the work place, so they are careful not to overstep boundaries.
The team can raise their awareness of cultural expression through diversity training and practices. Diversity training increases cultural awareness and improves communication skills. Though it is impossible to change an individual's beliefs, it teaches employees to be tolerant of each other. This will break down communication barriers and avoid segregation among employees which may be caused by ethnic social and religious differences. This training should be an ongoing practice that should be supported by management. This will foster better relations in the workplace and as such employee morale and productivity will be elevated.
Question 3
Describe how you would set aside your emotions to focus on and identify how the employee feels. Refer to relevant principles of emotional intelligence
The principles of emotional intelligence need to be applied to address the issue with the employee. First, understanding my emotions as to how I feel about the situation; upset, unappreciated and so. High emotional intelligence allows individuals to process their emotions and not react on their emotions without a filter; to understand the cause of the issue and to know if I am rational in my thinking. The next step would be complimenting the employee for the good job they have done for the company. High emotional intelligent persons are also aware that persons who are unhappy in their personal lives might be withdrawn. This would prompt me to find out if the employee is having personal issues and if so in what way I might be of assistance. It is also important to find out what reservations the employee has about the training sessions and find out what suggestions they might have that will improve their participation.
Describe how knowledge of learning styles personality types, or communication styles might be able to help you relate to and understand the employee better and adapt your response.
Nancy Chick described learning styles as the way by which learners "interpret, organize come to conclusions and store information" (Learning Styles). Learning styles are categorized as visual, auditory, Kinesthetic and linguistic. Each learns in a different way. In this situation, the training sessions may not cater to the learning style of the employee and as such, they may feel discouraged. Personality also plays a part in this as well. Though the employees were excellent at their job, it may be the case that they are an introvert. Therefore, group sessions that require interactions may draw on uncharacteristic traits in the employee. Communication is especially important as an employee might have communication problems. So it is important as mentioned before to see how best the training can be adjusted to cater to the employees. Of importance, is making the employee aware of the importance of the training sessions and what they have achieved for the team.
Describe how you could use your awareness of your feelings and those of the employee to adapt your response so that the following needs are satisfied.
An awareness of my feelings and needs can help me to better analyze the situation. High emotional intelligence involves being able to use emotional experiences to analyze situations and see how best to address it. Deciding how best to achieve my needs as it relates to team cohesiveness and to meet performance targets. Knowing what I hope to achieve and creating strategies that would help me to achieve it while being cognizant of the needs of the employee. Knowledge of how the employee feels will help me to tailor my sessions to integrate the employee. Still, it is important to make the employee aware of the importance of these sessions.
Question 4
Describe the relationship between emotionally effective people and the attainment of business objectives.
Emotional effective people have characteristics such as good listening skills, self-awareness, and the ability to anticipate and respond effectively to negative situations and so on. With this mind, people who possess these skills are better able attain business objectives. They are not controlled by their emotions and understand the importance of meeting targets and objectives. Also emotionally, effective persons will anticipate setbacks that may arise as they try to obtain their objectives; this will put them in a better position to make informed and conscious decisions. Listening abilities will be used when employees offer new ideas that may help in meeting the overall objective.
Describe how considering the emotional impact of decision- making could lead to better decision-making
It is important to understand the role our emotions play in our professional life. Being an emotionally effective leader involves being aware of our emotions and being able to filter them that is, not making rash decisions that may lead to derailment from the objective. These decisions may include; yelling at employees when things are not going as planned as this can lead to poor employee morale which in effect will dampen productivity. It also means not using our emotions to make important decisions.
Describe what a possible of decision- making that takes into account emotional impact could look like. Decisions, in this case, include for example setting possible performance targets and selecting what programs can be delayed.
A process of decision making that could have an emotional impact is that of setting performance targets and delaying of programs. In this instance, there may be programs that may have been initiated by particular employees that may have to be put on hold. This may have a negative impact on the employee as they may feel unappreciated. Here it is important to communicate effectively to the employee or manager the need for the delay. Also, there may be programs such as the team building sessions that may be delayed that may have a negative impact on the emotions of the employees who see it as a way to interact with other team members. Performance targets have to be set realistically and not from an emotionally charged perspective. By so doing employees do not feel as though targets are unattainable.
Identify policies procedures legislation and safety concerns that will need to be adhered to satisfy internal and external requirements related to managing emotions in the workplace.
It is important for all organizations to meet targets and improve their business. However, in so doing managers must be aware of policies and legislation that relate to safety health and emotional well-being. The United States Department of Labor sets out acts that govern issues such as the occupational safety and health act of 1970 that stipulates that work conditions for both men and women should be safe and healthful (OSHA Law). Regardless of how eager managers are to reach their targets they should be mindful of overwork and unsafe practices. This, of course, may have an emotional impact on employees. The policies and legislation set by the company as well need to be followed to maintain good relations with employees and increase productivity.
Works Cited
Chick, Nancy. "Learning Styles." Vanderbilt University.edu. 2016. Web June 26
Occupational Safety & Health Administration. "OSHA Law & Regulation." United
States Department of Labor.2016. Web June 26
Psychology Today. "What is Emotional Intelligence?" Psychology today.com. 2016. Web June 26
