Spanning a variety of disciplines, theories, and methods, the
editors and the contributors to this uniquely cross- and
interdisciplinary volume explore the factors that provoke emotions
in the workplace, their effects, and how they should be managed.
Among the propositions they examine are: emotions are not just
effects in organizations but contribute to their structure; by
examining emotions we learn more about certain organizational
dynamics that may seem unemotional; the display of emotions may not
be harmful; and leadership is actually about emotion management. An
important, far-reaching exploration for specialists and academics
in organizational behavior, psychology, and other fields in the
social and behavioral sciences and for their executive counterparts
in management.
The editors and their contributors start from the premise that
organizations are emotional places, that they use emotions to
motivate employees to perform and customers to buy. Using
quantitative as well as qualitative methods, and theoretical as
well as methodological approaches, they show how events in
organizations create emotions--how it is that we come to experience
a sense of satisfaction or outrage. They explore how our sense of
organizational identity is connected to how we feel; how rules
about the display of emotions act as organizing forces within
organizations, creating organizational structure and shaping
behavior; how emotions can harm employees, how they react to
pressures to feel, and how emotions are essential to inspirational
leadership. Not just for theoreticians and academicians, the volume
is also a rich source of advice for organizational management and
for those who wish to influence how management is practiced.
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