Reference no: EM132749721

Protocol of the work world kept a damper on emotions. A well-run organisation didn't allow employees to express frustration, fear, anger, love, hate, joy, grief, or similar feelings thought to be the antithesis of rationality. Though researchers and managers knew emotions were an inseparable part of everyday life, they tried to create organisations that were emotion-free. Of course, that wasn't possible. Many believed emotions of any kind were disruptive. Researchers looked at strong negative emotions-especially anger- that interfered with an employee's ability to work effectively. They rarely viewed emotions as constructive or contributing to enhanced performance.

Certainly, some emotions, particularly exhibited at the wrong time, can hinder performance. But employees do bring their emotions to work every day, and no study of OB would be comprehensive without considering their role in workplace behaviour.

(Adapted from Robbins and Judge (2013:98))

Briefly explain how emotions and moods are different from each other and discuss emotional labour and its relationship with emotional dissonance?

Questions 2

How to make a Diagram the expectancy theory model and discuss its practical implications for motivating employees?

Question 3

Distinguish influence from organisational politics, describe the organisational conditions that support organisational politics and identify ways to minimise organisational politics?

Question 4

Conflict is a process that begins when one party perceives another party has or is about to negatively affect something the first party cares about. Explain five (5) structural approaches managers can take to resolve conflict in an organisation?