Emotional Intelligent Management Practice | Emotional Intelligence in the Workplace

Emotional intelligent management practices play in offering flexible work practices and family-friendly initiative

Emotional Intelligent Management Practice mentioned by Hohnen and Hasle (2011, p.1000), emotionally intelligent management practices play in Emotional Intelligent Management Practice | Emotional Intelligence in the Workplaceoffering flexible work practices and family-friendly initiative. Workplace flexibility refers to a mutual beneficial agreement between the employees and the employer, in this both the parties agreed on how, when, and where the employees are going to work, in order to meet the organisation’s objectives. Workforce flexibility must be approved by the HR policies. Thus, I must do an emotional intelligent management practices before developing the policies. Therefore, to ensure that the working relationships are balanced, the management must manage the emotions of the other team members. The policies must include; the time, schedule, and their working location; alternative work arrangements, it include policies such as part time work, flexitime, leaves, and timework which a whole unit or subgroup of employees applies; I must include mobile working, like working in client’s workplace. All these amendments in the policies by me, helps the organisations to attract quality employees, eventually increases the cost savings, and reduced the employee turnover. In contrary, it also helps employees to get control over their work and improve their well-being. However, the flexible work practices and family-friendly initiative increases the productivity and reduce the chances of workplace accidents.

Emotional intelligent management practices help using the strengths of team members to achieve workplace outcomes

Yes, emotionally intelligent management practices help using the strengths of team members to achieve workplace outcomes. The tendency is certainly to use teams in businesses added heavily. I make improved decisions than individuals perform. Now day’s teams are making significant strategic decisions, which are seen as a vital aspect for the sustainability of organizations. A strategic decision is defined as a significant decision that contract with difficult and uncertain issues, and requires the obligation of a huge amount of capital from the organization. As mentioned by Troth (2009, p.121), the complication and uncertainty nearby a strategic decision is typically too devastating for only one person do compact with it, thus strategic issues are often hold by top management teams. Strategic decision-making in high rapidity environments originate that, managerial team’s use real-time information, which provides them “a close information of their business”. Thus, the management of every organisation must do an emotional intelligent management practices before developing the policies. Therefore, to ensure that the working relationships are balanced, the management must manage the emotions of the other team members. For example, during a difficult problem-solving task, team members may select a situation in expressions of time or place to aid a more productive solution to the problems the team is tackling. EI may allow the team to identify that a more comfortable situation in a public space may be more favourable to a combined conclusion than outstanding in a conference room.

Role of emotional intelligent management practices in providing a safe and inclusive work environment according to WHS legislation

As mentioned by Hohnen and Hohnen (2011, p.1021), emotional intelligent management practices in providing a safe and inclusive work environment according to WHS legislation. According to WHS legislation, a health and safety management is defined as a grouping of the management organisational arrangements. It includes the review and planning, consultation regarding the arrangements, and the detailed program components, which comprises improve health and safety performance. Therefore, emotional intelligent management practices help me and employees to come together, and specify some programs which includes risk assessment and control, contractor health and safety, hazard identification, training, and information and record keeping. Thus, every organisation must involve a safety supervisor, who is responsible for the safety roles.

Emotional Intelligent Management Practice | Emotional Intelligence in the Workplace

  1. Consider the emotion of team members while making organisational decisions

It is important to consider the emotion of team members while making organisational decisions. Team decision-making had a custom of examine in societal psychology. According to Tran (2004, p.50), the tendency is certainly to use teams in businesses added heavily. Now day’s teams are making significant strategic decisions, which are seen as a vital aspect for the sustainability of organizations. A strategic decision is defined as a significant decision that contract with difficult and uncertain issues, and requires the obligation of a huge amount of capital from the organization.

The complication and uncertainty nearby a strategic decision is typically too devastating for only one person do compact with it, thus strategic issues are often hold by top management teams. Strategic decision-making in high rapidity environments originate that, managerial team’s use real-time information, which provides them “a close information of their business”. Thus, I must do an emotional intelligent management practices before developing the policies.

Therefore, to ensure that the working relationships are balanced, the management must manage the emotions of the other team members. The policies must include; the time, schedule, and their working location; alternative work arrangements, it include policies such as part time work, flexitime, leaves, and timework which a whole unit or subgroup of employees applies; I must include mobile working, like working in client’s workplace. They concurrently produce and appraise numerous substitutes because of time stress, which allow them to practice strengths and weaknesses more rapidly and make sure they do not depart “a stone unturned”. They focus their concentration on their most knowledgeable members’ judgment.

Reference List:

Ang, S., Van Dyne, L., Koh, C., Ng, K.Y., Templer, K.J., Tay, C. and Chandrasekar, N.A., 2007. Cultural intelligence: Its measurement and effects on cultural judgment and decision making, cultural adaptation and task performance. Management and organization review, 3(3), pp.335-371.

Hohnen, P. and Hasle, P., 2011. Making work environment auditable–A ‘critical case’study of certified occupational health and safety management systems in Denmark. Safety Science, 49(7), pp.1022-1029.

Koss.Ern.E and Ham B. Les., Leveraging Workplace Flexibility for Engagement and ProductivitySuccess factors, 56(6), pp.45-56

Tran, V., 2004. The influence of emotions on decision-making processes in management teams=(l’influence des émotions sur les processus de prise de décision dans les équipes de cadres) (Doctoral dissertation, University of Geneva), 4(5), pp.34-78

Troth, A.C., (2009). A model of team emotional intelligence, conflict, task complexity and decision-making. Journal of International Journal of Organisational Behaviour, 8(6), pp.909-121

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