Management and Organizational Behavior

1. “Emotional terms”

The three major emotional terms incorporate “affect, emotions, and moods”. Affect refers to assortment of feelings people experience. Emotions are deep feelings directed to some source. Conversely, mood refers to prevailing general attitudes. It is usually less intense contrasted to emotions and may usually lack contextual stimulus.

Affect is evident in the form of emotions or moods. Emotions culminate from specific events and last shortly, whereas the cause of moods is unclear but last for moments, or infinitely. These phenomena are similar since they involve body arousal with an influence on behavior. On differences, emotions are usually action oriented while moods are cognitive. Moods differ from emotions in magnitude and sources realms.

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2. Group and decision-making

The last group formed was in a biology project. Class members had to segregate themselves into groups and decide on which projects to undertake. The lecturer required each group to investigate and emerge with a single useful biological project. The techniques involved in coming up with a desirable project initially started by proposing several feasible projects. Each affiliate researched on a project of interest. Secondly, each project was reviewed from all aspects.

Consequently, elimination based on feasibility, importance, cost, and ultimate impact on the coursework was done. Finally, decision occurred on the project, which appeared lucrative enough. My input to the group helped in forming devoted group mates. Concurrently, it helped in the aspect review of each project proposal with a great influence on decision-making.

3. Motivation and Job satisfaction

Managers should emphasize staff motivation more than job satisfaction. This is because motivated employees execute better than their non-motivated fellows do. The ensuing productivity is improved leading to elevated job contentment. Motivated employees strive to perform better with positivity.

Their creativity and self-esteem is boosted leading more desire to offer their best. Job satisfaction depicts the exact output of workforce. It thus pegged on the real performance elicited by the workers. If managers can strive to motivate their subjects, the job satisfaction they aspire will obviously knock.

4. “Impact of emotions and moods on customer service”

Emotions, which purchasers relate to the available services, enhance pleasure. People availing consumer services usually focus on influencing clients’ emotions optimistically. Notably, this is tenable when customer service providers develop tactics to improve the emotions of purchasers.

Moods together with emotions impinge service delivery and capability of clients to memorize the services. Affirmative feelings and emotions enhance satisfaction whereas the less constructive ones hinder happiness with services provided. Emotional comments relates to this concept since individuals sentiments and disposition regularly manipulate others when they share surroundings. Emotional, behavioral, and public phenomenon amplify opportunities for transmitting one’s emotions to others.

5. “Group formation models”

Group creation in any entity follows five models. The first is “Forming,” which incorporates the group members joining themselves with relentless efforts to know each other. Consequently, they form the desired group, which is destined to construct a single objective. Second in the list is “Storming.” At this phase, the group lacks organization with members focusing on various posts while sabotaging group processes.

The characteristics of the stage involve silent chaos with every group affiliate holding divergent opinions. Formation of sub-groups is also rampant at this stage, where gangs emerge against one another. The third is “Norming,” where group cohesion comes arises; furthermore, each affiliate agrees on how the group will operate. There is undisputed concurrence on the group issues as differences diminish.

Fourth is “Performing,” which entails the group’s affectivity and determination to complete goals. Every affiliate participates in the group’s activities with full devotion. This stage indicates the triumphs of group’s destiny. “Adjourning” is the end phase, which incorporates a planned termination of the faction engagement. The warnings against the use of these models include the inability to measure the socialization process. Equally, they only describe typical individuals but neglect people with extreme traits.

6. “Decision-making strengths and weaknesses”

In groups, complete ideas and understanding, which are necessary for making better judgments, arise. Regularly, participants conform to the solutions attained thus encouraging collective implementation of the solutions. Further, commitment and inspiration by participants in judgment process escalates the ownership of resolutions thus easy execution of plans. Additionally, authenticity of decisions made is encouraged and persons will adhere to solutions.

Conversely, group decision making consumes significant proportion of time as participants engage in lengthy discussions to arrive at resolutions. Again, participants face demands from others thus buy their opinions while reducing opportunities for weaker people to speak. Notably, decisions made in groups also suffer from ambiguity since participants share responsibility in implementing resolutions without identifying persons answerable for the outcomes.

7. “Teams in organizations”

The use of teams in firms is popular due to lucrative outcomes attainable. Individuals vary in numerous aspects and when converged, each entity will donate a distinctive contribution, which could have been missing if they were operating alone.

This incorporates varied talents, innovations, and many virtues that augment the organizations performance. Concurrently, teams always commit to certain goals, which become everyone’s prerogative to ensure its accomplishment. In this context, each member endures to offer his/her best to meet the desired goals.

Additionally, tasks are handled enthusiastically while embracing specialization and dissection of labor. Lastly, an organization can easily unveil the distinctiveness in each individual for proper utilization. It is imperative to assert that triumphant organizations emerge due diverse efforts contributed by employees; however, embracing teamwork is evident to uphold prompt results and improved turnovers.

8. “Managers and teams”

Managers require skills to uplift their subjects to become team participants. They can show their strong passion for teamwork by making it a norm for employees to execute their duties. This increases the likelihood of individuals recognizing the norms of their organization. They can organize workshops to train workers on teamwork benefits. This means that each employee acquires the self-esteem required to embrace teamwork.

Having informal sessions with employees to explain that they must support one another is not an exception. Additionally, managers also need to identify behaviors, which undermine teamwork and streamline activities. They should direct the firm by example through participating in teamwork without prejudice. Each employee can partake, and feel the unity of the workforce through organized forums. Concurrently managers can also guarantee incentives to enthusiastic team players.