Reference no: EM131520713

Question: As this chapter has shown, emotions are an inevitable part of people's behavior at work. At the same time, people may not feel comfortable expressing all emotions at work. The reason might be that business culture and etiquette remain poorly suited to handling overt emotional displays.

The question is: Can organizations become more intelligent about emotional management? Is it ever appropriate to yell, laugh, or cry at work? Some people are skeptical about the virtues of emotional displays in the workplace. Emotions are automatic, physiological responses to the environment, and as such, they can be difficult to control appropriately. One 22-yearold customer service representative named Laura, who was the subject of a case study, noted that fear and anger were routinely used as methods to control employees at her workplace, and the employees deeply resented this manipulation and wanted to act out. In another case, the chairman of a major television network made a practice of screaming at employees whenever anything went wrong, leading to hurt feelings and a lack of loyalty to the organization. Like Laura, workers at this organization were hesitant to show their true reactions to these emotional outbursts for fear of being branded as "weak" or "ineffectual." Research indicated that while employees who could regulate their emotions would refrain from acting on their anger, employees who were low in self-regulation and didn't think the boss would do anything were likely to retaliate. It might seem like these individuals worked in highly emotional workplaces, but in fact only a narrow range of emotions was deemed acceptable at work. Anger appears to be more acceptable than sadness in many organizations, despite the serious maladaptive consequences.

Many people find their negative reaction to hearing an angry outburst lasts, making it difficult for them to concentrate at work. Organizations that recognize and work with emotions effectively may be more creative, satisfying, and productive. For example, Laura noted that if she were able to express her hurt feelings without fear, she would have been much more satisfied with her work. In other words, the problem with Laura's organization was not that emotions were displayed, but that emotional displays were handled poorly. Others note that the use of emotional knowledge-like the ability to read and understand the reactions of others-is crucial for workers, ranging from salespeople and customer service agents all the way to managers and executives. One survey even found that 88 percent of workers felt that being sensitive to the emotions of others is an asset. Management consultant Erika Anderson notes, "Crying at work is transformative and can open the door to change." The question then is: Can organizations take specific steps to become better at allowing emotional displays without opening a Pandora's box of outbursts?

Questions:

1. 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?

2. Have you ever worked where the free expression of emotion was part of the management style? Describe the advantages and disadvantages of this approach from your experience.

3. Research shows that the 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?