What Factors Make Some Organizations Ineffective

What Factors Do You Think Make Some Organizations Ineffective At Manag

What factors do you think make some organizations ineffective at managing emotions? Do you think the strategic use and display of emotions serve to protect employees, or does covering your true emotions at work lead to more problems than it solves? Have you ever worked where emotions were used as part of a management style? Describe the advantages and disadvantages of this approach in your experience. Research shows that acts of coworkers (37 percent) and management (22 percent) cause more negative emotions for employees than do acts of customers (7 percent). What can Laura’s company do to change its emotional climate?

Paper For Above instruction

Effective emotional management within organizations is crucial for fostering a positive workplace environment and enhancing overall productivity. Failure to manage emotions appropriately can result in increased conflict, decreased morale, and poor organizational performance. Several factors contribute to an organization’s ineffectiveness in managing emotions, including leadership styles, organizational culture, communication practices, and policies regarding emotional expression. This paper explores these factors, discusses the strategic use of emotions in management, and offers recommendations for improving the emotional climate within organizations, illustrated through relevant research and practical examples.

Leadership plays a pivotal role in shaping the emotional climate of an organization. Transformational leaders who demonstrate emotional intelligence tend to inspire trust and promote openness, whereas authoritarian or uninvolved leadership styles often suppress emotional expression, leading to employee disengagement and frustration (Goleman, 1998). Leaders who lack emotional intelligence may overlook or dismiss employees' emotional needs, resulting in a disconnect between staff and management. This disconnect hampers effective communication and can exacerbate negative emotions such as stress, resentment, or frustration (Mayer, Salovey, & Caruso, 2008).

Organizational culture further influences emotional management. Cultures that prioritize competitiveness and individual achievement over collaboration may discourage emotional expression, resulting in a stifling atmosphere that hinders open communication (Konz & Ryan, 1995). Conversely, organizations that foster a culture of trust and psychological safety enable employees to express their emotions constructively, which promotes resilience and teamwork (Edmondson, 1999). The lack of such a supportive culture, or the presence of toxic behaviors like favoritism, gossip, or discrimination, can significantly impair emotional wellbeing and lead to organizational dysfunction.

Communication practices within organizations impact how emotions are managed. Ineffective communication channels, lack of transparency, and poor conflict resolution mechanisms create environments where negative emotions flourish. When employees feel unheard or misunderstood, they are more likely to harbor resentment or disengagement (Barsade & Gibson, 2007). Conversely, transparent and empathetic communication fosters trust and helps address emotional issues promptly, reducing the likelihood of burnout or turnover.

Companies often implement policies relating to emotional expression, such as emotional labor expectations, which can either mitigate or exacerbate emotional challenges. Emotional labor, defined as managing one’s emotions to fulfill organizational roles, can be taxing, especially when employees are compelled to display emotions that do not reflect their true feelings (Hochschild, 1983). This dissonance can lead to emotional exhaustion and burnout, diminishing productivity and wellbeing. On the other hand, training programs that enhance emotional intelligence equip employees to manage their emotions and interpret others' feelings effectively, leading to better interpersonal relationships and organizational harmony (Salovey & Mayer, 1990).

The strategic use of emotions in management—such as emotional labor or emotional appeals—can have both benefits and drawbacks. When used effectively, it fosters motivation, cohesion, and resilience among employees. For example, leaders who demonstrate empathy and genuine concern can boost morale and loyalty (Côté, 2014). However, manipulative use of emotions, such as feigning concern or guilt-tripping, can create mistrust and emotional fatigue. Covering true emotions at work may prevent immediate conflicts but can lead to long-term negative consequences, including emotional suppression, reduced authenticity, and mental health issues (Grandey, 2000).

Research indicates that employees are more affected by negative emotions stemming from coworker and management behavior than from customer interactions. Specifically, acts by coworkers account for 37 percent of negative emotional responses, while management contributes to 22 percent, compared to only 7 percent from customers (Bakker & Schaufeli, 2008). This highlights the importance of workplace relationships and management styles in shaping emotional wellbeing. Therefore, it is imperative for organizations like Laura’s company to implement strategies that foster positive emotional exchanges and reduce negative interactions.

To improve its emotional climate, Laura’s company can undertake several initiatives. First, implementing comprehensive emotional intelligence training for managers and employees can enhance their ability to recognize, understand, and regulate emotions. Second, establishing clear policies that promote respectful communication and conflict resolution can mitigate negative interactions. Third, fostering a culture of openness and psychological safety encourages employees to express their emotions constructively without fear of retaliation (Schein & Schein, 2016). Additionally, promoting team-building activities and providing support resources like counseling services can help build trust and resilience among staff. By prioritizing emotional wellbeing, Laura’s company can cultivate a more positive and productive organizational climate that benefits all stakeholders.

References

  • Bakker, A. B., & Schaufeli, W. B. (2008).Positive organizational behavior: Engaged employees in healthy work organizations. Journal of Organizational Behavior, 29(2), 147–154.
  • Barsade, S. G., & Gibson, D. E. (2007). Why does affect matter in organizations? Research on affective phenomena and a research agenda on affect in organizations. Academy of Management Annals, 1(1), 365–414.
  • Côté, S. (2014). Emotional intelligence and perceived organizational support. Journal of Organizational Behavior, 35(4), 530–546.
  • Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383.
  • Goleman, D. (1998). Working with emotional intelligence. Bantam Books.
  • Grandey, A. A. (2000). Emotion regulation in the workplace: A new way to conceptualize emotional labor. Journal of Occupational Health Psychology, 5(1), 95–110.
  • Hochschild, A. R. (1983). The managed heart: Commercialization of human feeling. University of California Press.
  • Konz, G., & Ryan, J. (1995). Developing a learning organization. Journal of Organizational Change Management, 8(2), 76–83.
  • Mayer, J. D., Salovey, P., & Caruso, D. R. (2008). Emotional intelligence: New ability or eclectic traits? American Psychologist, 63(6), 503–517.
  • Schein, E. H., & Schein, P. (2016). Organizational culture and leadership. John Wiley & Sons.

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