IS IT RIGHT TO CRY IN EMPLOYMENT?

Introduction: In the study of this topic it has been shown, that emotions are an inevitable part of the behavior of people at work. At the same time, it's not entirely clear that we've reached a point where people feel comfortable expressing all emotions at work. The reason could be that corporate culture and etiquette remain unsuitable for handling over-the-top emotional manifestations. The question is, can organizations be smarter about emotional management? Can it be appropriate to scream, laugh, or cry at work? Some people are skeptical about the virtues of showing emotions at work. Emotions are automatic physiological responses to the environment, and as such, they can be difficult to control properly. A 22-year-old service representative named Laura, who was the subject of a case study for employee control noted that fear and anger are commonly used as methods to control employees and employees deeply resented the use of emotions to manipulate them. In another case, the president of a major television network made a practice of yelling at employees whenever something has gone wrong, causing strong painful feelings and a lack of loyalty to the organization. Like Laura, the workers of this organization were reluctant to show their true reactions to these emotional outbursts for fear of being branded "weak" or "ineffective." It might seem that these people worked in very emotional workplaces, but in reality, only a narrow range of emotions is considered acceptable. Anger seems to be more acceptable than sadness in many organizations, and anger can have serious maladaptive consequences. Others believe that organizations that recognize and work with emotions are effectively more creative, fulfilling, and productive. For example, Laura noted that if she could express her feelings of pain without fear, she would be much more satisfied with her work. In other words, the problem with Laura's organization is not that emotions are shown, but that emotional manifestations are mishandled. Others point out that the use of emotional knowledge, such as being able to read and understand the reactions of others, is crucial for workers ranging from salespeople and customer service agents to the end to managers and executives. One study even found that 88% of workers feeling sensitive to the emotions of others is an asset. Management consultant Erika Anderson notes, "Crying at work is transformative and can open the door to change." So the question is, "Can organizations take specific steps to improve on emotional manifestations without opening pandora's pops box? "

Questions 1. What factors do you think make some organizations ineffective in managing emotions? 2. Do you think that the strategic use and visualization of emotions serve to protect employees, or if it is to cover their true emotions and directs them to more problems than it solves? 3 . Have you ever worked on those who use emotions as part of a management style? Describe the advantages and disadvantages of this approach in your experience. 4. Research shows that co-workers' actions (37%) and management (22%) cause more negative emotions for employees than for customers (7%). What can Laura's company do to change its emotional climate?