Managing dysfunctional emotions in organizations
Article Abstract:
Although much has been written about the different skills of managing people in work organizations there is a paucity of research and theorizing regarding a particular activity managers are often required to perform: that of dealing with the emotional behavior of others. This paper aims to integrate research from clinical, social and occupational psychology with personal experience as a psychotherapist and management consultant to develop a framework of principles, strategies and tactics concerning how dysfunctional emotional behaviour of others can be managed effectively at work. The meaning of the term emotional behaviour is discussed and the issue of how emotional behaviour can be recognized is addressed. Five principles for managing dysfunctional emotional behavior are outlined and strategies for the management of three common emotions (anger, anxiety, depression) are proposed, as well as consideration given to some specific tactics which illustrate how these principles and strategies can be implemented. Finally, guidelines concerning the management of different kinds of emotional reactions and the impact of organizational culture and emotional climate upon emotional behaviour are discussed along with the training implications of this framework. (Reprinted by permission of the publisher.)
Publication Name: Journal of Management Studies
Subject: Business, general
ISSN: 0022-2380
Year: 1996
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The management of meaning in the Polish crisis
Article Abstract:
The concept of 'organizational culture' proves to be fruitless when applied to organizations in socialist economies. Instead, this paper focuses on a more general relationship between organizational life and the cultural context of organizing. Three examples illustrate the proposed approach. In the first, the Polish 'propaganda of success', used in the years 1970-80 by the ruling elite, is analyzed as a case of the use of ideology to manage the meaning shared by participants in economic life. In the second, the battle between the government and the Solidarity movement is interpreted as a battle over meanings. In both examples, the successful management of meaning demands the fit between ideology and national culture. The third example, contrasting Polish and American myths about the origins of organizational effectiveness, shows how everyday organizational life is embedded in the historical and cultural context of a given country. The paper ends with a proposal to concentrate further research efforts on the complex relationships between organizational control and culture. (Reprinted by permission of the publisher.)
Publication Name: Journal of Management Studies
Subject: Business, general
ISSN: 0022-2380
Year: 1986
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