Question 6: What are emotional intelligence? How do they relates to OB?

(chapter 4)
Emotional intelligence (EI): The ability to detect and to manage emotional cues and information.
(1) perceive emotions in the self and others
(2) understand the meaning of these emotions
(3) regulate ones emotions accordingly in a cascading model
Emotional intelligence offers understanding of others, means to interact with others that help
boost productivity, improve relationships, and increase your general quality of life.
Environment:
Those organizations which have emotional intelligence as a part of their training program can
manage their external environment more effectively than those that are materialistic. It helps
people grow in self-control and responsibility and creates an environment in which all employees
may contribute to the limits of their improved abilities.
Organic form of organization:
This practice of emotional intelligence in organizational behavior tends to create more emotional
stability and be more generalist in their orientation.
Structure:
Top-level management should always ensure that the employee should see that the employers are
striving to have a better future for customers as well as for them. Besides, employees also need
apply the emotional intelligence together as well as to the managers to boost the productivity and
improve relationships.
People:
A smart working environment provided by an emotionally intelligent manager in an organization
leads to enthusiastic team who are excited to do work and get involved because they wanted to.
Question 7: How can Managers Influence Moods? (chapter 4)
Managers can use humor and give their employees small tokens of appreciation for work
well done. Also, when leaders themselves are in good moods, group members are more positive,
and as a result they cooperate more. Finally, selecting positive team members can have a
contagion effect because positive moods transmit from team member to team member. One study
of professional cricket teams found players happy moods affected the moods of their team
members and positively influenced their performance. It makes sense, then, for managers to
select team members predisposed to experience positive moods.
Question 8: Describe the main points of the Hollands personality-job fit theory?
(chapter 5)
Personalityjob fit theory: A theory that identifies six personality types and proposes that
the fit between personality type and occupational environment determines satisfaction and
turnover. It is necessary to make the effort to match job requirements with personality

characteristics. Job satisfaction and turnover depend on congruency between personality and
task.

The key points of this model are that

(1) There do appear to be intrinsic differences in personality among individuals
(2) There are different types of jobs
(3) People in jobs congruent with their personality should be more satisfied and less
likely to voluntarily resign than people in incongruent jobs.
Overall, there are the close relationships among occupational personality types
Question 9: What are emotions? What is mood? Differentiate emotion and mood?
Give examples. (chapter 5)
Emotions: Intense feelings that are directed at someone or something.
Moods: Feelings that tend to be less intense than emotions and that lack a contextual stimulus.
Give examples:

For example, unlike moods, emotions like anger and disgust tend to be more clearly revealed by
facial expressions. Emotions may be more action-orientedthey may lead us to some immediate
actionwhile moods may be more cognitive, meaning they may cause us to think or brood for a
while
If someone gives you a horrible image, youll feel fear. That intense feeling probably comes and
goes fairly quickly, maybe even in a matter of seconds. When youre in a negative mood (like
before the exam), though, you can feel fear for several hours.
Question 10: Describe the main points of the Big Five personality theory?(chapter 5)
(CANOE)
1. Extraversion: The extraversion dimension captures our comfort level with relationships.
Extraverts tend to be gregarious, assertive, and sociable. Introverts tend to be reserved,
timid, and quiet.
2. Agreeableness: The agreeableness dimension refers to an individuals propensity to defer
to others. Highly agreeable people are cooperative, warm, and trusting. People who score
low on agreeableness are cold, disagreeable, and antagonistic.
3. Conscientiousness: The conscientiousness dimension is a measure of reliability. A highly
conscientious person is responsible, organized, dependable, and persistent. Those who
score low on this dimension are easily distracted, disorganized, and unreliable.
4. Emotional stability (Neuroticism): The emotional stability dimensionoften labeled by
its converse, neuroticismtaps a persons ability to withstand stress. People with positive
emotional stability tend to be calm, self-confident, and secure. Those with high negative
scores tend to be nervous, anxious, depressed, and insecure.
5. Openness to experience: The openness to experience dimension addresses range of
interests and fascination with novelty. Extremely open people are creative, curious, and
artistically sensitive. Those at the other end of the category are conventional and find
comfort in the familiar.