Emotional Intelligence

Emotional Intelligence
This concept suggests that there are some
people who are naturally better at
understanding and managing the emotional
content of workplace relationships and that
emotional intelligence is also a skill that can be
developed through training.
It also involves both a clear understanding of
the emotional needs of the situation and the
self-awareness and self-control necessary for
using the right emotional display to cope with
the situation.
Group Behavior, Work Teams, and
Communications
 Group

A group is defined as two or more

individuals, interacting and interdependent,
who have come together to achieve
particular objectives
Groups can be either Formal or Informal
 Formal Groups

Formal Groups: A designated work group defined by the

organization's structure. A formal group is set up by the
organization to carry out work in support of the organization's
goals. In formal groups, the behaviours that one should engage in
are stipulated by - and directed toward - organizational goals.
 Informal Groups: An organization's informal groups are the
groups that evolve to meet social or affiliation needs by bringing
people together based on shared interests or friendship. Thus,
informal groups are alliances that are neither formally structured
nor organizationally determined. These groups are natural
formations in the work environment that appear in response to the
need for social contact.
 Group Development

Group development in organizational and social

settings typically follows a series of stages. One of the
most widely recognized models for understanding
group development is Bruce Tuckman's "stages of
group development," proposed in 1965
Tuckman's model outlines five stages: Forming,
Storming, Norming, Performing, and Adjourning.
Understanding these stages can help in effectively
managing and facilitating group processes.
 Tuckman's Model

Forming
Storming
 Norming
 Performing, and
 Adjourning.
 Stages of Group Development

1. Forming: The group comes together and gets to initially know one
other and form as a group.
2. Storming: A chaotic vying for leadership and trialing of group
processes
3. Norming: Eventually agreement is reached on how the group
operates (norming)
4. Performing: The group practices its craft and becomes effective in
meeting its objectives.
Tuckman added a 5th stage 10 years later:
5. Adjourning: The process of "un forming" the group, that is, letting
go of the group structure and moving on.
 Group Size and Dynamics
Group size can significantly influence group
dynamics, affecting everything from interaction
patterns to decision-making processes and overall
effectiveness.
Small Groups (Typically 2-7 Members)
Medium-Sized Groups (Approximately 8-12
Members)
Large Groups (More than 12 Members)
 Small Groups (Typically 2-7 Members)
Close Interaction
Participation
Decision-Making
 Leadership
Cohesion
 Communication
Task Management
 Medium-Sized Groups (Approximately 8-12 Members)

Diverse Perspectives
Subgroups
 Participation
Decision-Making
Leadership
Communication
 Large Groups (More than 12 Members)
Complex Dynamics
Subgroups
 Communication
Leadership
Participation
Decision-Making
Anonymity
 Difference Between Groups And Teams
Groups:
A group is a collection of individuals who interact with each other
but may work independently. The members may have different
goals or tasks.
The purpose of a group is often to share information or discuss
issues, without necessarily having a shared performance goal.
Teams:
A team is a type of group, but with a stronger emphasis on
collaboration and a common objective.
Teams are formed to achieve specific, shared goals or tasks, and
their success is measured collectively.
Roles and Structure
Groups:
Group members may have different roles with little or no
interdependence.
Leadership can be more dispersed, and the structure may be
less defined than in teams.
Teams:
Team members often have complementary skills and defined
roles that contribute to the team's objectives.
There is usually a clear structure, with defined leadership and
specific roles and responsibilities for each member.
Interaction and Interdependence
Groups:
Interaction in groups may be more about sharing information and
less about working together on a task.
Members may work independently without a need for close
collaboration or coordination.
Teams:
Teams require a higher degree of interdependence. Members
work closely together and coordinate their efforts.
Collaboration, trust, and open communication are key to a team's
functionality.
Accountability
Groups:
In groups, members are often individually accountable for
their work.
The performance of a group is generally the aggregate of
its members' individual contributions.
Teams:
Teams emphasize both individual and collective
accountability.
The performance is measured by the outcomes of the team
as a whole, not just the sum of individual contributions.
Goals and Outcomes
Groups:
Group goals may be more diffuse and not necessarily aligned
towards a single outcome.
The focus is often on sharing ideas, discussing issues, or
making decisions.
Teams:
Team goals are clearly defined and aligned towards a common
objective or project.
Success is measured by the team's ability to achieve their
collective goals efficiently and effectively.
Cohesion and Identity
Groups:
Group cohesion may vary, and members might identify
more with their individual roles than with the group.
Social bonds are not as critical to the group's purpose.
Teams:
Strong team identity and cohesion are crucial. Members
often identify strongly with the team and its goals.
Team building and maintaining positive relationships are
essential aspects of a team's success.
 Types of teams
Teams can be classified into various types based on their purpose, structure,
and function within an organization or a project. Understanding these
different types of teams can help in optimizing their formation
Functional Teams
Cross-Functional Teams
Project Teams
Self-Managed Teams
Virtual Teams
Task Force (or Ad Hoc Teams)
Quality Circles
Management Teams
Committees
Research and Development Teams
Sports Teams
 Barriers to effective teams
Poor Communication
Lack of Clear Goals and Direction
Role Ambiguity
Lack of Leadership
Inadequate Team Skills
Poor Team Dynamics
Lack of Trust
Ineffective Decision-Making
Lack of Resources
Diversity and Cultural Differences
Inadequate Reward Structures
External Interferences
Technological Challenges
Communications
• The exchange of information or passing of information,
ideas or thought from one person to the other or from
one end to the other is communication.
• According to McFarland communication is, “a process of
meaningful interaction among human beings. More
specifically, it is the process by which meanings are
perceived and understandings are reached among
human beings.”
• Newman and summer defined communication as “an
exchange of facts, ideas, opinions or emotions by two or
more persons.”
• In an organization communication facilitates the flow of information
and understanding between different people and departments
through different media using all the channels and networks. This
flow of information is vital for managerial effectiveness and decision
making in general and for human resource manager in particular as
he has to be in contact with the managers of various departments,
employees and workers and trade union leaders.
• Communication thus helps understand people better removing
misunderstanding and creating clarity of thoughts and expression. It
also educates people. The communication may be written or oral,
formal, informal, and upward, downward, horizontal, diagonal,
interpersonal, intrapersonal, interdepartmental, intra-
organisational.
Modes of Communication
 Dimensions
1. Internal and External Communication
2. Formal and Informal Communication
3. Vertical, Horizontal and Diagonal Communication
 Internal Communication
Internal communication is information exchange within the
organization.
Messages can be exchanged via personal contact, telephone, e-mail,
intranet (the website accessible only by employees).
 Internal communication as a way of information exchange within the
organization can be vertical, horizontal and diagonal.
 Internal communication helps employees in performing their work,
developing a clear sense of organizational mission and identifying and
promptly dealing with potential problems.
Internal communication information flow goes upwards, downwards,
horizontally and diagonally within the organizational structure.
 External Communication
The information exchange goes both within
the organization and outside of it.
Organizations communicate with the outside
world daily. As a matter of fact, external
communication can be both formal and
informal.
Formal Communication

Formal communication includes

reports, presentations, and media
releases, which is usually planned
and takes some time to prepare
Informal Communication

Informal communication, does not need

to be planned and usually starts by
simply by using social networking.
Vertical Communication

Vertical communication is
the upward and downward communicati
on that happens between different
levels of the organization itself
Horizontal Communication

Horizontal communication refers to

communication between people at
the same organizational level.
Diagonal Communication

Diagonal communication, however,

takes place between different functional
divisions of the organization.
It has become more important as matrix
and project-based organizations have
now become more and more common
Types of Communication Media or Methods
of communication
Media of communication mean methods or
ways that are used in transmitting message
from sender to receiver. Media of
communication mainly relates to the use of
language in communication. Based on the
language used, communication media can
broadly be categorized into two types:
 1. Verbal Communication
•When information is exchanged
through words, it is called verbal
communication.
•Verbal communication may be of two
types: Written and oral
communication
 Oral communication
• Oral communication occurs in situations like conversations, telephone
talk, interviews, presentations and meetings.
Forms of oral communication
• 1. Face-to-face conversation
• 2. Telephone
• 3. Presentation
• 4. Public speech
• 5. Interview
• 6. Meeting
 Written Communication
Written communication involves any type of message that makes use of the
written word. Written communication is the most important and the most
effective of any mode of business communication.
Forms of Written Communication
1. Emails
2. Proposals
3. Reports
4. Brochures
 Barriers
1. Linguistic barriers
2. Emotional barriers
3. Psychological barriers
4. Cultural barriers
5. Physical barriers
6. Organizational barriers
7. Attitude barriers
8. Physiological barriers
9. Perception barriers
10. Technological barriers and socio-religious barriers
 Power and Politics

Power refers to the ability to influence

others and control resources.
It is not always negative; it can be used
positively for achieving organizational goals.
Sources of Power
• Legitimate Power: Derived from one's position or formal authority in
the organization.
• Reward Power: Arises from the ability to provide rewards or
incentives.
• Coercive Power: Involves the use of punishment or threat to
influence others.
• Referent Power: Based on personal qualities, likability, and charisma.
• Expert Power: Gained from possessing specialized knowledge or
skills.
Organizational Politics

• Involves informal, often strategic, activities

to gain and use power to achieve personal
or organizational objectives.
• Politics can be both positive (facilitating
change) and negative (manipulative or self-
serving).
 Power and Politics

Power and politics are integral aspects of organizational

dynamics, influencing decision-making, resource allocation,
and overall functioning. Understanding how power and
politics operate within an organization is crucial for leaders,
employees, and stakeholders alike.
Understanding the dynamics of power and politics is
essential for leaders to create a healthy organizational
environment that encourages collaboration and achievement
of shared goals. Open communication, ethical leadership, and
a positive culture are key elements in managing power and
politics effectively.
 Conflict and Negotiation
Conflict in organizations refers to a process in which individuals or
groups perceive that others have opposing interests, goals, or
actions.
It can be constructive (functional) or destructive (dysfunctional).
Types of Conflict:
1. Task Conflict: Disagreements about the content and goals of the
work.
2. Relationship Conflict: Personal incompatibilities creating tension
and animosity.
3. Process Conflict: Disagreements about how work should be done.
 Conflict Resolution Strategies
Avoiding: Deliberately ignoring or withdrawing from the
conflict.
Accommodating: Giving in to the other’s demands or requests.
Competing: Pursuing one's own interest at the expense of
others.
Compromising: Finding a middle ground where each party gives
up something.
Collaborating: Working together to find a mutually beneficial
solution.
 Negotiation

 Negotiation is a process where two or more parties with differing

needs and goals seek to find a mutually acceptable solution.
Stages of Negotiation:
1. Preparation: Gathering information, defining objectives, and
developing strategy.
2. Discussion: Sharing each party’s viewpoint and identifying areas
of agreement and disagreement.
3. Proposal: Making and receiving offers or proposals.
4. Bargaining: Making concessions and reaching a compromise.
5. Closure: Agreeing on a decision and concluding negotiations.
 Integrating Conflict and Negotiation
Leveraging Conflict in Negotiation: Constructive
conflict can lead to more thorough exploration of issues
and better solutions.
Emotional Intelligence: Critical in managing emotions
during conflict and negotiation.
Organizational Culture: Plays a significant role in how
conflict and negotiation are approached and resolved.
Training and Development: Providing employees with
skills in conflict resolution and negotiation can enhance
organizational effectiveness.