Management of Emotions

The present research has identified that fine tune of communication with guaranteed attention for proper evaluation of the situations pertaining to operational activities ensures smooth administration of the individuals in the organisation without giving scope for interpersonal conflicts. As every organisation is a place for diversified distribution of people from various spheres of professional and emotional qualities, the managers are required to make an overview of their own emotions as a comparison with the emotions of others and manage them to be driven in a productive way. Leaders are expected to ask themselves how well their emotions are managed.&nbsp. Stakeholders involving in a conflict are expectant of proper concern of the negotiator. therefore, the manager has to assess his level of efficiency in passing the message and learn tactics for improvement as necessary for the changing situations as well as the parties involved in a conflict. &nbsp.Hence it is necessary for the leader to develop certain principles of communication. According to Conflict Research Consortium (USA), managing emotions is possible if the speaker recognises the emotions, determines the sources of the conflict, talks about feeling of both parties, expresses feelings in a non-confrontational way, acknowledges the legitimacy of the opponents feelings, controls emotional outbursts, uses symbolic gestures and chooses a conflict resolution mechanism all in an appropriate manner relevant to the context. (“Managing strong emotions”). A clearly transparent and mutually interactive platform set by the speaker eventually helps in negotiating almost every dispute in an amicable way.
Discerning employee emotions is an important affair for the leadership in the present trend of corporate business. The success of majority of present day managements is directly associated with their ability to work out better plans of emotional management. In my personal view, personal conflicts with an ascending tendency badly affect the functioning of the management. Lee identifies the five reasons for distinguishably ascertaining emotional conflicts as they affect intellectual capital, customer service, organisational representativeness, productivity and employee attention and retention. I assume that an assessment of emotional states of people is easy if they are carefully observed within and outside the organisational frame. According to Jaworski, “Simple examples of our pattern-discerning abilities include our ability to discern other people’s emotional states through facial and vocal expressions” (Jaworski, 332). As I observed from the formative behavior of the people as a relationship with their professional requirements, majority of the emotionally disturbed persons are consolidated with reckless or lackadaisical responses, frustrated movements and indifferent opinions. Most of their worries were related to esteem needs which required personal consolation and motivation. When I observe the change of expressions, I confirm the view that the opposite person requires a considerable amount of moderation and design a pattern to effectively address his complaints.
Recently, I had and experience of emotional outbreak of a store manager at a team of supervisors of the production unit regarding their irresponsible nature toward wastage. The argument grew violent and it almost reached the stage of verbal abuse when the supervisors challenged to call for strike. What all I could do was to immediately talk to either party in my chamber and resolve the issue. The supervisors were