Management Ch 8 Organizational Culture Structure Design

Management Ch 8 Organizational Culture Structure Design Buildi

Management, Ch. 8: Organizational Culture, Structure, & Design: Building Blocks of an Organization Culture Change Some of the middle managers are embracing the organizational change by being more connected to the employees. Making sure to keep an open dialect regarding the professional and personal struggles employees are dealing with as result of the organizational culture change." You make a good point in that when we exhibit positive behaviors then others around us will start to exhibit them as well creating an upward spiral of positive organizational behavior. I strongly believe positivity is contagious. My team was a perfect example -- in the past there was so much negativity among our team, which led to a bad reputation and very poor morale.

However, once the leadership had changed, the atmosphere changed almost immediately. Class: In respect to positive/negative emotions, do you agree with the logic of more than 1 positive emotion to overcome 1 negative emotion? NEEDS TO BE WORDS WITH REFERENCES

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The relationship between positive and negative emotions within organizational settings has been the subject of extensive research, highlighting the complex interplay that influences employee behavior, morale, and overall organizational culture. A pivotal aspect of this discourse pertains to whether multiple positive emotions can effectively counteract a single negative emotion, a concept rooted in the broaden-and-build theory of positive emotions and various models of emotional regulation.

The broaden-and-build theory, proposed by Fredrickson (2001), emphasizes that positive emotions expand an individual's thought-action repertoire, fostering novel ideas, increased flexibility, and enhanced problem-solving capabilities. This expansive effect allows individuals to build enduring personal resources, such as resilience, social connections, and skills, which can buffer against negative emotional states. In organizational contexts, fostering multiple positive emotions—such as joy, gratitude, hope, and pride—can collectively contribute to a more resilient workforce capable of mitigating adverse feelings that may impede performance or cohesion (Fredrickson & Joiner, 2002).

Empirical evidence supports the notion that experiencing multiple positive emotions can have a cumulative impact in diminishing the influence of negative emotions. For instance, Ashby, Isen, and Turng (1999) demonstrated that positive affect could improve problem-solving abilities and reduce susceptibility to negative moods. Furthermore, the presence of diverse positive emotions can foster a sense of well-being and psychological safety, which are essential for thriving in dynamic organizational environments (Cavallo & Gino, 2016).

However, it is crucial to consider the complexity of emotional regulation and the contextual factors influencing emotion interplay. Certain models suggest that while positive emotions have a restorative effect, they might not fully neutralize intense negative feelings, especially in high-stress situations or traumatic events (Gross, 2015). Nonetheless, cultivating multiple positive emotions can serve as a constructive strategy to build emotional resilience, leading to better coping mechanisms and increased organizational cohesion as seen in the case of the leadership-driven cultural transformation described earlier.

From a practical perspective, organizations that prioritize emotional intelligence training and promote environments where employees can experience a variety of positive emotions are likely to enhance overall morale and productivity (Salovey & Mayer, 1990). Such initiatives can create a positive feedback loop, where positive emotions foster behaviors that promote further positivity, reinforcing a healthy organizational culture. This approach aligns with the observations from the cited scenario, where leadership's emphasis on positivity resulted in a swift improvement in team dynamics.

In conclusion, the theoretical and empirical evidence suggests that incorporating multiple positive emotions can indeed play a vital role in overcoming negative emotions within organizational settings. While it may not always completely eliminate negative feelings, fostering a diverse array of positive emotional experiences can significantly contribute to building resilience, improving morale, and cultivating a robust organizational culture capable of weathering challenges.

References

• Ashby, F. G., Isen, A. M., & Turng, J. (1999). Positive affect increases the breadth of attentional selection. Psychological Science, 10(1), 20–24.
• Cavallo, A., & Gino, F. (2016). Emotional contagion and the power of positive emotions: A review and synthesis. Organizational Psychology Review, 6(3), 212–229.
• Fredrickson, B. L. (2001). The role of positive emotions in positive psychology: The broaden-and-build theory of positive emotions. American Psychologist, 56(3), 218–226.
• Fredrickson, B. L., & Joiner, T. (2002). Positive emotions trigger upward spirals toward emotional well-being. Psychological Science, 13(2), 172–175.
• Gross, J. J. (2015). Emotion regulation: Current status and future prospects. Psychological Inquiry, 26(1), 1–26.
• Salovey, P., & Mayer, J. D. (1990). Emotional intelligence. Imagination, Cognition and Personality, 9(3), 185–211.