Q1. What is emotional intelligence?

Explain Goleman’s model of emotional

intelligence.

Emotional intelligence is an aggregate of individual’s cognition of own and others’

emotions, feelings, interpretation and action as per environmental demand to manipulate
the consequences which in turn result in a superior performance. So having high
emotional intelligence doesn’t mean that the person never panics or loses his/her control.
It does mean that he/she brings own feelings under control and channels them into
productive behaviors.

Goleman’s Model of Emotional Intelligence

The most popular and accepted mixed model of emotional intelligence is the one
proposed by Goleman. He viewed emotional intelligence as a total of personnel and
social competencies. Personnel competencies determine how we manage ourselves,
where as social competence determines how we handle our interpersonal relationships.

Personnel Competence: It comprises of three dimensions of emotional intelligence, such

as self awareness, self regulation and motivation. Self awareness is the ability of an
individual to observe him/herself and to recognize a feeling as it happens. Self regulation
is the ability to control emotions and to redirect those emotions that can have negative
impact. Motivation is the ability to channelize emotion to achieve a goal through self
control and by moderation impulses as per the requirement.

Social Competence: It compromises of two dimensions namely, empathy and social

skills. Empathy is the ability to feel and get concerned for others, take their perspective
and to treat people according to their emotional reactions. Social skills are the ability to
build rapport and to manage relationships with people. People having the skill are very
effective persuasiveness and team management. Social skills are the culmination of all
other components of emotional intelligence.

Daniel Coleman and Hay Group have identified a set of competencies that differentiate
individuals with emotional intelligence. The competencies fall into four cluster:

· Self Awareness: Capacity for understanding one’s emotions, one’s strengths and
one’s weaknesses.

· Self Management: Capacity for effectively managing one’s motives and regulating
one’s behavior.

· Social Awareness: Capacity for understanding what others are saying and feeling
and why they feel and act as they do.
· Relationship Management: Capacity for acting in such a way that one is able to get
desired results from others and reach personal goals.

Q2. Discuss the five stage model of group development proposed by Tuckman.

The important stages through which the group formation passes are described below.

a. Forming:
In this stage the members are entering the group. The main concern is to facilitate the
entry of the group members. The individuals entering are concerned with issues such as
what the group can offer them, their needed contribution, similarity to their personal
needs, goals and group goals, the acceptable normative and behavioral standards
expected for group membership and recognition for doing the work as a group.

b. Storming:
This is a turbulent phase where individuals try to basically form coalitions and cliques to
achieve a desired status within the group. Members go also through the process of
identifying to their expected role requirements in relation to group requirements. In the
process, membership expectations tend to get clarified, and attention shifts toward
hurdles coming in the way of attaining group goals. Individuals begin to understand and
appreciate each other’s interpersonal styles, and efforts are made to find ways to
accomplish group goals, while also satisfying individual needs.

c. Norming:
From the norming stage of group development, the group relay begins to come together
as a coordinated unit. At this point, close relationship develop and the group shows
cohesiveness. Group members will strive to maintain positive balance at this stage.

d. Performing:
The group now becomes capable of dealing with complex tasks and handling internal
disagreements in novel ways. The structure is stable, and members are motivated by
group goals and are generally satisfied. The structure is fully functional and accepted at
this stage. Group energy makes a transition from members focus on getting to know and
understand each other to performing. For permanent work groups, performing is the last
stage in their development.

e. Adjourning:
A well integrated group is able to disband, if required, when its work is accomplished,
through in itself it maybe a painful process for group members, emotionally. The
adjourning stage of group development is especially important for the temporary groups
that are rampant in today’s workplaces. Members of these groups must able to convene
quickly, do their jobs on a tight schedule, and then adjourn often to reconvene later,
whenever required.

Groups do not always proceed clearly from one stage to the next. Sometimes several
stages go on simultaneously, as when groups are storming and performing. Groups may
at times regress to earlier stages. Another problem is that it ignores organizational
context. For instance, a study of a cockpit crew in an airliner found that, within 10
minutes, three strangers assigned to fly together for the first time had become a high
performing group. The rigid organizational context provides the rules, task definitions,
information and resources required for the group to perform effectively.

Q3. What are the possible sources of organizational conflict? Explain.

Conflict involves a disagreement among parties. In a company, conflict can occur

between individuals or among groups. Virtually all organizations operate in an
environment that is characterized by constant change and a need for constant adaptation.
Organizational conflict is a state of discord caused by the actual or perceived opposition
of needs, values and interests between people working together.

Conflict can occur due to the following:

1. Conflict can occur when individuals or groups perceive they have mutually
exclusive goals or values. For e.g. Needs are things that are essential to our well-
being. Conflicts arise when we ignore others' needs, our own needs or the group's
needs.
2. Behaviour designed to defeat, reduce or suppress an opponent may cause conflict.
For e.g. how people define and use power is an important influence on the number
and types of conflicts that occur. This also influences how conflict is managed.
Conflicts can arise when people try to make others change their actions or to gain
an unfair advantage.
3. Groups that face each other with mutually opposing actions and counter actions
cause conflict. For e.g. Values are beliefs or principles we consider to be very
important. Serious conflicts arise when people hold incompatible values or when
values are not clear. Conflicts also arise when one party refuses to accept the fact
that the other party holds something as a value rather than a preference.
4. If each group attempts to create a relatively favored position vis-à-vis the other,
conflict may ensue. Employees are more knowledgeable and comfortable being
solo contributors than being thorough members of a team, despite the need for
interdependency in most work. This is exaggerated when, through their reward
systems, organizations encourage employees to compete with one another.
 Teamwork is a concept that must be learned and applied throughout the
organization.

Sources of conflict.

Interpersonal

Interpersonal conflict is the most apparent form of conflict for workplace participants. It
is easy enough to observe the results of office politics, gossip, and rumours. Also
language and personality styles often clash, creating a great deal of conflict in the
workplace. In many workplaces there are strong ethno-cultural and racial sources of
conflict as well as gender conflict. This may lead to charges of harassment and
discrimination or at least the feeling that such things exist. People often bring their
stresses from home into the office leading to further conflict. An additional source of
workplace conflict can be found in varying ideas about personal success. The strong drive
for work related achievement in some participants can clash with participants who do not
emphasize work-related success in their lives.

Organizational

There are a number of organizational sources of conflict. Those relating to hierarchy and
the inability to resolve conflicting interests are quite predominant in most workplaces.
Labor/management and supervisor/employee tensions are heightened by power
differences. Differences in supervisory styles between departments can be a cause of
conflict. Also there can be work style clashes, seniority/juniority and pay equity conflict.
Conflict can arise over resource allocation, the distribution of duties, workload and
benefits, different levels of tolerance for risk taking, and varying views on accountability.
In addition, conflict can arise where there are perceived or actual differences in treatment
between departments or groups of employees.

Trends/Change

The modern workplace has significant levels of stress and conflict related to change-
management and downsizing. Technological change can cause conflict, as can changing
work methodologies. Many workplaces suffer from constant reorganization, leading to
further stress and conflict. In line with reorganization, many public and non-profit
organizations suffer from downloading of responsibilities from other organizations.

External Factors

External factors can also lead to conflict in the workplace. Economic pressures are caused
by recession, changing markets, domestic and foreign competition, and the effects of Free
Trade between countries. Conflict arises with clients and suppliers effecting customer
service and delivery of goods. Also public and non-profit workplaces in particular can
face political pressures and demands from special interest groups. A change in
government can have a tremendous impact, especially on public and non-profit
organizations. Funding levels for workplaces dependent upon government funding can
change dramatically. Public ideologies can have an impact on the way employees are
treated and viewed in such organizations.

Q.4 The environmental stressors have a great impact on work performance and
adjustment of the individual in an organization. Discuss the different categories of
environmental stressors.

A stress is defined as a physical, mental or emotional response to events which cause

mental or bodily tension. A stressor is defined as an event or context that elevates
adrenaline and triggers the stress response which results in the body being thrown out of
balance as it is forced to respond. Stress factors are subjective and what one person may
find stressful, others may not necessarily experience as negatively. The different
categories of stressors are: Internal stressors, External stressors, Hidden stressors &
Obvious stressors

Categories of Environmental Stressors

Enviromental and internal conditions that lie beyond an individual’s control are called
environmental stressors.

Task Demands
These are factors relating to a person’s job which includes design of the individual’s job,
working conditions, etc. Change and lack of control are two of the most stressful
demands people face at work.
Change leads to uncertainty, lack of predictability in a person’s daily tasks and activities.
Difficult economic times, technology and technological innovation are some changes
which can cause stress.
Lack of control may be caused by the inability to control timing of tasks, selection of
methods to complete work, take decisions, etc. This is prominent in difficult and
psychologically demanding work tasks.

Role Demands
It relates to pressures placed on a person as a function of the particular role he or she
plays in the organization. Role conflict results from inconsistent expectations
communicated to a person. These may be:
1) Inter-role conflict: Caused by conflicting expectations related to two separate roles
of the same person.
2) Intra-role conflict: Caused by conflicting expectations to a single role.
3) Person-role conflict: Caused usually by ethics violations.
Inter Personal Demands
These are pressures created by other employees. Example lack of social support from
colleagues, poor interpersonal relationships, etc. Inter-Personal Demands include:
1) The Abrasive person: An able and talented employee who creates emotional wave
to others at work.
2) Sexual Harassment: This can create stressful environment for the person being
harassed as well as others.
3) Leadership styles: Different employees react differently to authoritarian or
participative leadership.

Physical Demands
Non work demands cause stress for people. Example includes role conflict of a person
who is an employee as well as a parent. These demands become more or less stressful
depending on their compatibility with the person’s work and family life and their
capacity to provide alternative satisfactions for the person

Other Environmental factors

1) Noise: High levels of background noise can severely impair one’s ability to
concentrate.
2) Poor lighting can cause eye strain and increase fatigue. Improving the quality of
light will also improve the quality of working environment.
3) Poor Air Quality at work can trigger headaches and tiredness, as well as impair
one’s ability to concentrate.
4) Clutter and Disorganization is another source of environmental stress. The
distraction of working in an area that is disorganized and chaotic can make it
difficult to achieve wok goals.
5) Furniture and Ergonomics.

Q.5 Given below are certain instances observed by a summer trainee – Ritu, while
doing an observational study at Phoenix consultants. An organization dealing with
recycling of plastic products waste etc. She makes the following observations about
two key people in the organization.
1. Mr. Shah – He is a very friendly person and encourages his team members by
giving those recommendations and appreciation. This helps HR to decide about
giving a bonus or promotion to employees.
2. Mr. Parhi- He is an aggressive person. He frequently loses his temper. Ritu
observes that he frequently punishes the non-performers and also gives them
warnings regarding suspension etc.
Now explain what base of power Mr. Shah and Mr. Parhi belong to. Explain the
type of power they use often.

The power possessed by both the individuals is called Formal Power. It is based on the
position of an individual in an organization. Formal power is derived from either one’s
ability to coerce or reward others or is derived from the formal authority vested in the
individual due to his /her strategic position in the organizational hierarchy.
Formal power may be categorized into 4 types: Formal Power, Coercive Power, Reward
Power and Legitimate Power.

1. Mr. Shah as a manager can use extrinsic and intrinsic rewards to control people
and is called Reward power. Utilizing rewards to achieve influence varies
according to the skills of the manager

2. Mr. Parhi uses coercive power and its power base depends on fear. It is based on
the application, or the threat of application, of physical sanctions such as the
infliction of pain, the generation of frustration through restriction of movement, or
the controlling by force of basic physiological or safety needs

Both of them use legitimate power most of the time. It stems from the extent to which a
manager can use subordinates internalized values of beliefs that the boss has a right to
command to control their behavior. Legitimate power represents a special kind of power
a manager has because subordinates believe it is legitimate for a person occupying the
managerial position to have the right to command. The lack of this is legitimacy will
result in authority not being accepted by subordinates.
This type of power has the following elements:

• It represents the power a person receives as a result of his/her position in the

formal hierarchy.
• Positions of authority include coercive and reward powers.
• It encompasses the authority of a position by members of an organization.

Q.6 “Window to Truth’ is a famous and old magazine. The top management decides
to start the e- edition of the magazine.
They also decide the redefine the policies and culture of “Window to Truth”
To start implementing this change, they frequently call meetings of employees. They
have also formed groups at different levels to clarify doubts and explain the
perspective of change.
Analyze the situation in the context of organizational change and elaborate why the
top management is following the discussed practices and what approach is most
evident in the context.

Organization change is defined as adoption of a new idea or a beviour by an organization,

Both forces for change are at work in the change of “Windows to Truth”.
Internal Forces: There exists a change in existing organizational practices such as policies
and culture of “Window to Truth”
External Forces: Changes in social, political, economic, technological and legal
environment force organizations to change themselves. Starting of e-edition is such a
change.

An organization-wide change designates a fundamental and radical reorientation in the

way the organization operates.

There are four levels of organizational change:

Level 1- Shaping and anticipating the future
Level 2 – Re-defining what business(es) to be in their "Core Competencies
Level 3 - Reengineering (Structurally Changing) the Processes
Level 4 - Incrementally Changing the Processes

An organization change can face many resistances.

1) Individual Resistance- Because of technological change people may feel

threatened. It may also lead to new dimensions of work relationship

2) Organizational Resistance- Change may bring potential threat to the

organizational power to some people.

3) Other Factors-
a) Skill Obsolescence: The redesign (e-edition) may make some employees believe
that their skills might be degraded.
b) Reduced opportunities for incentives: Employees may feel that in the new policy
makeover they will have lower opportunity for economic gain.
c) Psychological factors such as ego, status quo, fear of unknown also lead to
resistance.

The following are some necessary steps to be taken when there is an organization change:

1) Wide communication of the potential need for change. Communicate what is

being done, what was done and how it worked out.
 2) Get as much feedback as practical from employees, including what they think are
the problems and what should be done to resolve them. If possible, work with a
team of employees to manage the change.
3) Focus on the coordination of the departments/programs in the organization, not on
each part by itself.
4) Delegate decisions to employees as much as possible. This includes granting them
the authority and responsibility to get the job done.

The top management is overcoming resistance to change by employee participation and

involvement. People get more committed to change if they are involved in the change.
This helps them clarify their doubts and understand the perspective and requirement of
change.