Master of Business Administration- Mba Semester 1 Mb0038 –Management Process and Organizational Behaviour - 4 Credits (Book Id: B1127) Assignment Set- 1 (60 Marks)

Topics: Management, Emotional intelligence, Authority Pages: 11 (3629 words) Published: September 28, 2012
Master of Business Administration- MBA Semester 1
MB0038 –Management Process and Organizational Behaviour - 4 Credits (Book ID:B1127)
Assignment Set- 1 (60 Marks)

Q1. Define emotional intelligence. Explain Goleman’s model of emotional intelligence. Ans: Emotional intelligence (EI) refers to the ability to perceive, control and evaluate emotions. Some researchers suggest that emotional intelligence can be learned and strengthened, while others claim it is an inborn characteristic. Since1990, Peter Salovey and John D. Mayer have been the leading researchers on emotional intelligence. In their influential article "Emotional Intelligence," they defined emotional intelligence as, "the subset of social intelligence that involves the ability to monitor one's own and others' feelings and emotions, to discriminate among them and to use this information to guide one's thinking and actions" (1990).Goleman identified the five 'domains' of EQ as:1.Knowing your emotions.2.Managing your own emotions.3.Motivating yourself.4.Recognising and understanding other people's emotions.5.Managing relationships, i.e., managing the emotions of others. Emotional Intelligence embraces and draws from numerous other branches of behavioural, emotional and communications theories, such as NLP (Neuro-Linguistic Programming), Transactional Analysis, and empathy. By developing our Emotional Intelligence in these areas and the five EQ domains we can become more productive and successful at what we do, and help others to be more productive and successful too. The process and outcomes of Emotional Intelligence development also contain many elements known to reduce stress for individuals and organizations, by decreasing conflict, improving relationships and understanding, and increasing stability, continuity and harmony.

Q2. What are the hindrances that we face in perception?
Individuals have a tendency to use a number of shortcuts when they judge others. An understanding of these shortcuts can be helpful toward recognizing when they can result in significant distortions.

1. Selective Perception
Any characteristic that makes a person, object, or event stand out will increase the probability that it will be perceived. It is impossible for an individual to internalize and assimilate everything that is seen .Only certain stimuli can be taken in selectively. Selectivity works as a shortcut in judging other people by allowing us to “speed-read” others, but, not without the risk of drawing an inaccurate picture. The tendency to see what we want to see can make us draw unwarranted conclusions from an ambiguous situation.

2. Halo Effect
The halo effect (Murphy & Anhalt, 1992) occurs when we draw a general impression on the basis of a single characteristic. For example, while appraising the lecturer, students may give prominence to a single trait, such as, enthusiasm and allow their entire evaluation to be tainted by how they judge the instructor on that one trait which stood out prominently in their estimation of that person. Research suggests that it is likely to be most extreme when the traits to be perceived are ambiguous in behavioral terms, when the traits have moral overtones, and when the perceiver is judging traits with which he or she has had limited experience.

3. Contrast Effects
Individuals do not evaluate a person in isolation. Their reaction to one person is influenced by other persons they have encountered recently. For example, an interview situation in which one sees a pool of job applicants can distort perception. Distortions in any given candidate’s evaluation can occur as a result of his or her place in the interview schedule.

4. Projection
This tendency to attribute one’s own characteristics to other people – which is called projection – can distort perceptions made about others. When managers engage in projection, they compromise their ability to respond to individual differences. They tend to see people as more...
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