...Do managers need emotional intelligence to manage successfully in the workplace? Why or why not? According to Mayer and Salovey (1997), the concept ‘emotional intelligence’ can be defined as ‘the ability to perceive emotions, to access and generate emotions so as to assist thought, to understand emotions and emotional knowledge, and to reflectively regulate emotions so as to promote emotional and intellectual growth’ (cited in George 2000, p1033). Since the 1990s, the relationship between emotional intelligence and managerial skills has been discussed intensely. The purpose for this essay is to argue that managers do need emotional intelligence to manage successfully for following reasons. First, at the individual stage, emotional intelligence is needed for providing managers with sufficient abilities to regulate their emotions, set appropriate goals and objectives and make accurate decisions. Secondly, at the intermediate stage, emotional intelligence is necessary to managers during the process of communication and positive relationship construction with employees. Last, at the collective stage, emotional intelligence is constructive with management that it helps leaders to be sensitive with the organizational climate to form better teamwork. First, managers need emotional intelligence to manage successfully at the individual stage that emotional intelligence provides them with sufficient abilities to regulate their emotions, set appropriate goals and objectives and make...
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...Over the past few years, a lot of research has been conducted on intrapersonal and interpersonal perception and their contribution to individual success. Perception plays an important role in both intrapersonal and interpersonal communications. By definition, perception means the judgement and understanding gained from interaction either between two or more parties or within the person himself (Anant 2010, p. 34). This essay argues that good intrapersonal and interpersonal perception is vital in individual success both at university and at work. This topic includes motivational goal setting, accurate self-monitoring, successful coordination of actions and good interpersonal skills. Intrapersonal perception is one of the decisive components in achieving both academic and career success. It involves understanding of a person himself, including his goals, characteristics and his own feelings. In order to have strong intrapersonal perception, two elements must exist: goal setting and self-monitoring. Goal setting is a process involves establishing a set of realistic and measurable targets achievable within a specific time. Smith (2013, p. 20) pointed out that goal setting provides an individual with a long-term vision and motivates him to work towards the respective goals. As they focus on their goals, they will demonstrate optimistic characteristics and feel motivated to strive for their goals. According to Bressler’s study (2010, p. 39), individuals with high motivation levels...
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...“Do managers need emotional intelligence to manage successfully in the workplace? Why or why not?” Emotional intelligence (EI) is a key factor that contributes to the success of a manager’s abilities to coordinate and administer social relationships within the workplace. EI is one’s ability to recognize their behaviors, moods and thoughts, and to manage them under different circumstances-which in turn shapes one’s interactions and relationships with others. This zeitgeist concept addresses the importance of self-awareness, understanding, and the perceived imbalance between intellect and emotion in the life of the collective Western mind (Zeidner& Matthews& Roberts 2004, p.372). Popularized by Daniel Goleman through his bestselling book, ‘Emotional Intelligence in 1995’, which claimed that EI was a predictor of success at home, work, and in school (Ashkanasy& Daus 2002, p.77), it is highly regarded in the business world and among the workforce as an essential quality in which a successful manager entails. The five components of emotional intelligence at work include self-awareness – being aware of how our behavior is affecting others in a social environment, self-regulation – the ability to regulate moods to conform to adverse situations, motivation – an inner desire to achieve a higher level of performance, empathy – the general willingness to feel compassion, and social skills – which is the ability to interact with various individuals without causing an emotional...
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...MGMT1001: Everest Report Andrew Lau A critical and reflective self-evaluation of my experiences during the Everest team simulation in the contexts of ‘attitudes, personalities & perceptions’, ‘power & conflict’ and ‘groups & teams’. Executive Summary The Everest simulation is a team simulation designed to emulate real life group processes and the diverse range of intergroup interactions this entails. Developed by Harvard Business School, participants are grouped into teams of 5 (with an optional sixth member, the observer) that make a virtual climb up Mount Everest. Performance is assessed through both individual and team goals that are provided throughout the simulation. Members were allocated into groups randomly within tutorial groups and assigned roles within the simulation. I was assigned the role of environmentalist, but assumed the informal role as one of the team’s leaders. Our group as a whole managed to achieve a satisfactory 67% of team goals, and I managed to achieve 57% of my individual goals. The objective of this report is to critically analyse and reflect upon the intergroup interactions that lead to the successes and failings of our team. These successes and failings will be viewed through the lens of the theories and concepts developed in the course in order to gain insight into group processes and human behaviour. The report starts with analysing and breaking down human cognitive processes and social interactions through the tripartite...
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...Australian School of Business School of Management ASSIGNMENT COVER SHEET Student Number: z3439182 Name: Hoang Hanh Tran Course: Managing Organisation & People Lecturer: Dr. B Tutor: Sara Zaeemdar Tutorial/Seminar/Lab: Word Count: 1080 Day: Monday Time: 9 am Classroom: Mathews 232 Assignment Item/Title/Question: How have management theories and ideas changed over time? What are the most important differences between then (i.e. the 20th century) and now (i.e. the 21th century)? Date Due: 26/08/13 Date Submitted: 25/08/13 ------------------------------------------------- I declare that this assessment item is my own work, except where acknowledged, and has not been submitted for academic credit elsewhere, and acknowledge that the assessor of this item may, for the purpose of assessing this item: ------------------------------------------------- a. Reproduce this assessment item and provide a copy to another member of the University; and/or, ------------------------------------------------- b. Communicate a copy of this assessment item to a plagiarism checking service (which may then retain a copy of the assessment item on its database for the purpose of future plagiarism checking). ------------------------------------------------- c. I certify that I have read and understood the University Rules in respect of Student Academic Misconduct. ------------------------------------------------- Signed: date: ------------------------------------------------- ...
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...This report provides an in-depth analysis of the two Everest Simulations conducted by Group 10 of MGMT1001 Thursday Tutorial. This task required students to form teams consisting of five to six members whose goals were to summit Mount Everest. While it provided us with a rich experience in team dynamics and collaboration, it also enabled us to explore key managerial concepts taught in the course, consisting of: • Communication • Groups and Teams • Leadership In this report, we examine the effectiveness of Face to Face Communication (FTFC) versus Computer Mediated Communication (CMC), and the problems encountered through the utilisation of the virtual medium including efficiency of the feedback system, loss of personal focus and other emergent issues. It includes personal reflections on attitudes and perceptions, as well as group performance and strategies adopted in the second Simulation in order to create a more positive team experience. Theories which relate to interpersonal communication have also been integrated in the report to illustrate its relation to certain situations encountered during the Simulation. Additionally, we provide a multifaceted analysis on the notion of team cohesiveness and how it attributes to better performance outcomes. An overview on the different intragroup conflicts encountered in the Simulation has been included, examining the positive and negative impact that conflict had on team experience and performance, and how mutual agreements were reached...
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...MGMT1001 s1 2013 – ‘Spot Collection’ Bring to tutorials week beginning 11 March 2013 Topic 1: Organisations Answer the following question based on the reading by Greenwald (max. 200 words): What are the differences between a formal organisation and an informal ‘collectivity’? Formal organisations and informal ‘collectivities’ contrast according to many of their characteristics. These differing features reflect on the way in which the members/participants behave within the organisation or ‘collectivity’. The formation of a formal organisation is deliberate and designed systematically to achieve specific goals. Such organisations function in a standardised fashion, with specifically qualified individuals working and interacting in a methodical pattern. The members’ behaviour is generally unchanging through the course of extended periods of time. Leadership positions in formal organisations are generally received via certain qualifications and are identifiable as impersonal—those who hold such positions are followed due to their job title. On the other hand, informal ‘collectivities’ are unplanned and spontaneously banded together, without an articulated aim. The purpose of an informal ‘collectivity’ can often be inconsistent and mixed, conforming to the member’s needs. The absence of clear rules and procedures and the familiarity amongst the members, the behaviour of the individuals is more malleable than those of a formal organisation. This personal atmosphere is also displayed...
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...MGMT1001 s2 2013 – ‘Spot Collection’ Bring to tutorials week beginning 5 August Topic 1: What is Management? 1. Textbook question: answer Question 2 in the ‘Discussion Questions’ for the Case study Managing McDonald’s Australia on page 36. a. As the CEO of McDonald’s Australia, what is Catriona Noble’s role? According to this case study, Catriona Noble’s role could be responsible for marketing, public affairs, operations, supply chain, the Pacific Islands and business planning, taking on a leadership role for the ongoing development and integration of McDonald’s business plan in Australia. b. Using the four functions as a guide, what activities does she need to undertake in managing the Australia operations of McDonald’s? MS Noble needs to undertake all of the managing functions described by her job. The first function is planning, this case study reports that she need to plan in managing. For example, she planned new items on the McDonald’s menu, including healthy options. She also planned to extend the trading hours. The second function is organizing, she also need to organize in managing the Australia operations of McDonald’s. For instance, she built strong relationships with customers, team members and suppliers. She also created a culture with her staffs. The third function is leading, she also need to lead team in managing the Australia operations of McDonald’s. For instance, she built strong leading skills with more than 85 000 employees. She is the ongoing development...
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...8MGMT1001 MGMT1001 08 Fall 08 Fall Nicholas Woolbank Nicholas Woolbank Introduction Following the designated ‘Management 1001’ course requirements, and the assignment of members to groups, each group undertook the Everest Simulation – a teamwork and leadership challenge requiring groups to ascent a virtual Mount Everest. Drawing upon a range of fundamental organisational and managerial concepts and coupled with frequent challenges, the simulation effectively replicated a dynamic and teamwork based organisational environment. The simulation seeks to test interpersonal relationships and group dynamics by creating dissonance on both an individual and group level, as groups and group members strive to achieve both individual and group goals. This report will critically analyse the very processes used to undertake the Everest Simulation, along with results, focusing on the three concepts of ‘Communication’, ‘Groups and Teams’ and ‘Leadership’. These are of critical importance to forming an analysis of not only the simulation itself, but also a broader organisational and managerial situation and the correlation between managerial theory and practice and the Everest Simulation. The transition in dynamics within the group between the different simulations, and the solving of numerous challenges corresponds to the improvement in our results of the simulation. Moreover, this transition and triumph also elucidates the practicality...
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...MGMT1001 Communication in Business Assessment 1 Surname: Ciawiputri Given Name: Karina Dharma Student ID: 17119650 Email: k.ciawiputri@student.curtin.edu.au Unit Name: Communication in Business Unit Code: MGMT 1001 Assignment Title: Assessment 1: Critical Essay Tutor’s Name: Sean O’hara Tutorial Day and Time: Wednesday, 9AM Name of Company: Samsung Electronic Title: Samsung Electronic Social Performance Semester/ Campus Details: Trimester 2A 2015- Singapore Word Count: 1505 words Introduction Nowadays, doing business is not just a matter of earning profit as much as possible, but the entrepreneur should be able to do business in the right way, which is getting the expected profit along with fulfilling the society needs (Okpo 2013). Most organizations have realized and believe that it is important for the company to engage with the society since giving back to the society will create value for the business itself (Miluwi 2015). Having that in mind, according to Broomhill (2007), the organization should think that profit is beyond the objectives without doing business in ethical and socially responsible ways. The multinational corporation, Samsung Electronics is a division of Samsung Group that was established in 1969. Samsung Electronics aimed to enter the television and consumer electronic industry. At first, Samsung Electronics only produced black and white television and then they developed...
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...Title Page Everest stimulation experience Analysis Student name: Zacui Lao Student number: Z3413905 Course: MGMT1001 Tutorial time: Tueday 5-6 pm Tutor’s name: Shanil .S Date: 19, May, 2013 Executive summary This paper is written to analysis the individual and team’s experience and results according to three course concepts 1) Communication; 2) Groups and Teams and 3) Leadership. It examines the theories on these three topics both form the course and outside the course combining personal experience. It has found that communication, although with many different forms. Writing skills, oral presentation and interpersonal communication are usually more valued. Organisation nowadays generally divides employees into groups and teams in order to achieve higher productivity and effectiveness. Lastly, leadership, despite the different theories relating to it, they all emphasise the importance of leadership in an organisation and it is always desirable. Table of contents Catalogue Title Page 1 Executive summary 1 Table of contents 2 Introduction 3 Body 3 Communication 3 Groups and Teams 5 Leadership 6 Conclusion 8 Appendices 9 Goals on Track 9 Team contract 9 Reference List 12 Introduction Throughout out the course of MGMT 1001, our assigned team with 7 members has conducted two simulations, during which each participant played different roles as climbers attempting to reach the summit. Both of the simulations were conducted face- to-face...
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...| | | |Equivalent Modules Master List |Equivalent courses offered at Aalto University, School Of Economics. | | | | | |Courses offered are subject to changes. | | |Updated information on the courses will be sent to successful candidates by Aalto | | |University, School Of Economics. | | | | | |*The same course can be transferred only as 1 course. | |First Level Modules | | |ACC1006 Accounting Information Systems |International...
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