Emotinal Intelligence MDI

8/8/2019 Emotinal Intelligence MDI

1/74

Meet Max

Max is a dog of the finest breeding. He was rigorously trained to retrieve game at the

slightest nod from his owner. He is slightly motivate to serve his masters

needs.

Meet Max Max is talented, amiable, full of energy, and well

educated. He is anxious to enter the arena of customer

service and make a contribution, and hesbursting with innovative ideas.


2/74

Meet Mr. Harold Mr. Harold is an average manager of customer

service for New World Imports. Service is the byword in his department. He has some untapped ideas about customer service.

Max and Max Max and Max both have new opportunities a

chance to learn, a chance to show their stuff. Each comes to learn about limits, though: stay on the lawn; get your own job figured out first, then you can start

worrying about mine.


3/74


4/74

No creature can fly with just one wing.

Gifted leadership occurs where heart &head - feelings and thought - meet


5/74

Watch Out!!!!

Persistent disturbances in mood - depression, anxiety etc.Alteration in vegetative functions - sleep patterns, appetite.Changes in behaviour - irritability, restlessness, decreasedinitiative, reduced desire.

Increasing dependence on alcohol, tobacco, stimulants or anyothers drugs of abuse.Disturbance in cognition - concentration, memory, attention-span.Persistent physical complaints despite investigations revealingno abnormality or even after suggested medical treatment hasbeen completed.


6/74

Unforeseen

Some of us undergo long periods of emotionalvolatility when an unexpected tragedy occurs in our

lives. Like the death of a loved one, betrayal in relationships, etc often throw us into a depression. And that brings about extreme patterns of behavior.One minute you feel you will be able to pick up the pieces and walk again. But the very next moment you find yourself snapping at even your near and dear ones.


7/74

F or example:Sluggish traffic and the incessant noise on thestreets, you often loose your temper and screamimprecations at all till your throat is hoarse.

Annoyed by the constant chatter and shrieks of your happily playing children.Discussing the person you met for the first time,spewing venom about person you dont even

know.

If u have any one of the above you needto develop your emotional skills


8/74

T he problem is not with emotionality but with the appropriateness of emotions and its expression.

T he challenge is to manage our emotional life with intelligence.


9/74

I mportance of Emotional I ntelligence

T he beginning of everything happening inbusiness and core of all actions is human activity

Nothing of any consequence happens until humanbeings want to act

Human experience involves interaction orrelationship with other people.

People need people.


10/74

I mportance of Emotional I ntelligence

The higher you go, the more Emotional

Intelligence matters-- 50% of work satisfaction is determined by therelationship a worker has with his/her boss.EI is a prerequisite for effective leadershipacross borders.


11/74

Emotional intelligence is the ability tosense, understand and effectively apply

the power and acumen of emotions.

Emotional I ntelligence Emotional I ntelligence


12/74

Emotional I ntelligence evolves over a series of transactions and instances between two

or more individuals.


13/74

Emotional I ntelligence

It is the ability to understand other people: whatmotivates them, how they work, how to work cooperatively with them.

T he core of emotional relations includes thecapacities to discern and respond appropriately to

the moods, temperaments, motivations and desiresof others people.


14/74

Emotional I ntelligence Emotional Intelligence reveals thatfascinating facets of Emotions - How to

use Passions to Understand ourCircumstances and engage in QualityLife.

Emotional mind harness the Rationalmind to its purpose.


15/74

Emotional Intelligence motivates you topursue your unique potential and purpose.

Emotions are inherently neither positive nornegative rather emotions are a source of human energy, authenticity and drive.

Emotions keep you honest, with yourself,shapes trusting relationships, provide an innercompass for your life.

Emotional I ntelligence


16/74

Emotional I ntelligence Concepts

in a Leadership Context???

Emotional Intelligence isour ability to acquire andapply knowledge from ouremotions and the emotions

of others in order to solveproblems, and live a moresuccessful, fulfilling life.


17/74

G oals of Emotional I ntelligence

T o gain better understanding of ones self

T o broaden and sharpen sensitivity to thefeelings of others

T o develop respect for others and create aconducive environment


18/74

Emotional I ntelligence is

Appropriate emotions, feelingsproportionate to circumstances.

W hen emotions are too muted

they create dullness anddistance.

W hen out of control, too

extreme and persistent, they become pathological, resulting in rage, depression and extremeanxiety.


19/74

Emotional Skills

Identifying and labelling feelingsExpressing feelings

Assessing the intensity of feelings M anaging feelings

D elaying gratification Controlling impulses R educing stress K nowing the difference between feelings and

actions


20/74

Emotional I ntelligence To achieve ones dream of success both at personal andorganisational levels, the assets of emotional skills is worth

a billion. The following traits of success are nothing but emotional

skills.C onfidence

Enthusiasm

-C

ommitment - Passion- Hope - High Energy

- W ill Power - Value System


21/74


22/74

D eveloping Your E.Q.

Ask others how they feel

M ake time to reflect on your feelings

U se three word sentences beginning with I feel

Identify your fears and desires

Identify your unmet emotional needs


23/74

H ow to prevent emotional volatility

MeditateTry not to carry work home

Join a social causeBe aware of your behavior Be aware of othersEnjoy natureUse transactional analysisExpress yourself Organize


24/74

R esearch says.R esearch has indicated that the following EIcompetencies predict success at work: self-

awareness, emotional resilience, decisiveness,interpersonal sensitivity, influencing skills,conscientiousness, integrity, and personalmotivation.


25/74

Studies* show:F or all levels of jobs, EIcompetencies are twice aseffective as IQ in determining anindividuals success rate.The higher the level of a positionin an organization, the more EIseems to matter.

Executive Leaders show an 85%correlation between EIcompetency and success.


26/74

Emotional And

I ntelligent Quotient IQ offers little to explain the different destines of people

with roughly equal promises, schooling, and

opportunity.

95 Harvard students from classes of 1940s were followedinto middle age. It was found that the men with the

highest test scores in college were not particularlysuccessful compared to their lower-scoring peers interms of salary, productivity, or status in their own field. T hey also did not have the greatest life satisfaction norhigh levels of happiness with friendships, family andromantic relationship.


27/74

Your Emotions can block your Professional G rowth and Success

When you are hurt, you cry. When you achieve something, you exult. When someone rejects you or breach your trust

or hurt you feel the pain, right there in yourheart.

When you give more than your 100% to your work or to your relation and you fail; or when youachieve something big but do not get properappreciation or recognition then you feelunwanted and frustrated.


28/74

Emotions

V arious Categories


29/74


30/74


31/74

Emotions

A nger - fury, outrage, resentment, wrath, animosity, annoyance,irritability, hostility and perhaps at the extreme - pathologicalhatred and violence.

Sadness - grief, sorrow, cheerlessness, gloom, melancholy, self-pity, loneliness, dejection, despair and at the extreme -pathological severe depression.

Fear - anxiety, apprehension, nervousness, concern, misgiving,dread, fright, terror and at extreme - psychopathology, phobiaand panic

Enjoyment : happiness, joy, relief, contentment, bliss, delight,amusement, pride, sensual pleasure, thrill, gratification,satisfaction, and at the extreme - mania.

V arious Categories


32/74

Con td..Love - acceptance, friendliness, trust, kindness,affinity, devotion, adoration, infatuation

Surprise - shock, astonishment, amazement, wonder

Disgust - contempt, disdain, aversion, distateShame - guilt, embarrassment, remorse,humiliation, regret


33/74

Thalamus

THE EMOTIONAL BRAIN

(Signals translatedto brain signals)

Visual Cortex

(Signals analysed

and assessed)

Amygdala

(Triggers emotional

response viaemergency)


34/74

H andling Your Children's Emotions CHILDREN DISPLAY THEIR EMOTIONS IN THEIR OWN WAYS. ASPARENTS, IT IS IMPORTANT THAT WE BE MINDFUL OF THIS ANDWATCH OVER THEM WITH PATIENCE AND SYMPATHY.


35/74

F our basic parenting styles when it comes to handling kids' emotions

Dismissi ng p are n t s disregard, ignore or trivialize their children's emotions.

Dis app r ov ing p are n t s are critical of their children's displays of feelings and may even

reprimand or punish them for emotionaloutbursts.


36/74

T he laissez-faire parents accept their children's emotions, but fail to offer guidance or set limits on their children's

behavior.T he emotional coach parent is aware of his children's emotions and uses them as an opportunity for teaching and encouraging.


37/74

AN G E R


38/74

W hat is anger? A nger is an emotion.

It is ok to be angry. A strong feeling of displeasure and, usually, antagonism

It is an emotional reaction to frustration or injury. In somecases, anger is beneficial, as it can spur us on to take action to

correct a situation, or protect us from harm.

It can be an instrument of motivation to work for positivechange


39/74

Anger may be defined as the thoughts, feelings,physical reactions and actions that result from a

blameworthy or attack provoking physical,emotional or mental provocation.

In many cases anger is a straight road to hostility,

the expression of anger or even attack.

C ON CEPT


40/74

C ON CEPT

There is nothing wrong with anger. It is very natural reaction of

the body, meant to put you into self protective mode.

But if you experience repeated episodes of anger, sometimes

over very trivial things , then it becomes a problem.

Because not only do your frequent outbursts of anger harm your

personal relationships and quality of life, they also have a badeffect on your health.

Anger can cause insomnia and depression.


41/74

Constant anger can also lead to bad relationships and therefore

negative coping skills.

Anger can spoil your public image. It reduces efficiency at work and

leads to poor concentration.

To cope people turn to tobacco and alcohol.

To correct chronic anger, it is important for you to be aware that youhave an anger problem in the first place.

C ON CEPT


42/74

Way s to Ex h ibi t y our A ng er

SU PPRE SSIONWhen something a situation, event or person makes youangry, but you do not express that annoyance., you aresuppressing the emotion.

F or Example: you may be angry with a friend who forgot togreet you on your birthday. But you do not tell her or him so.Instead, you ignore his or her phone calls or take offence ateverything she or he says.

You are likely to suppress your anger because you do notknow how to express yourself or how to express your anger.


43/74


OU TB UR ST SIt is normal to explode once in a while, but repeated episodesof uncontrolled rage are unhealthy.

When you explode with rage, you do not see what you are,what you are talking to and what you are doing but youexpress your anger in the most unpleasant way.

Frequent outbursts of rage usually occur among people whohave low tolerance levels.

They get irritated and angry because of any minor disturbancein life.


44/74


D IS PL ACEME NT

When you are angry with person A, but take out the emotionon person B or C, its called displacement.

F or instance, unable to tell your boss what you really feel, youshout at your driver on the way back home or shriek at your kids.

Most often, people who displace their anger are not evenaware of it.


45/74

ANG ER M ANAG EME NT

A lot of anger is about expectation. Try to lower them.

Practice restraint. Before you say anything to anyone, write down on a piece of paper , look at it again in the morning.

Self realisation is the first step to correcting an anger problem

Utilize the energy in positive way.

Moderate daily exercise helps keep the mind fit and expends the extraenergy positively.

Do ten minutes breathing exercises daily. This has been scientifically proven to calm the nervous system down.


46/74

ANG ER M ANAG EME NT

When you feel a wave of anxiety or anger, scan your bodyimmediately and try to locate a tense muscle. Then relax it.

Coach your self to express anger the correct way.

Try and see humour in situations and avoid reacting immediately.

Every night pen down the number of times you got angry andshowed it, the length of time you stayed angry, what you said andwhat was the trigger. This helps you to understand your anger cycle


47/74

AN G E R MANA G EMEN T Know the difference between anger and aggression.

A ggression is acting out inappropriately and is notok. Learn to check your aggression and express youranger appropriately.


48/74

AN G E R MANA G EMEN T

Ways to Keep Cool:

Get exercise every day.

Eat right.

Get enough sleep.

Learn to relax.

Know your feelings.

Write about those feelings.


49/74

AN G E R MANA G EMEN T

Ways to Keep Cool:

Find a quiet place.

T ake a time out.

Find fun distractions.

Make good decisions about what you see and hear.

Choose friends who make you feel good.

Learn to forgive and forget.


50/74

T echniques F or Managing Anger

First: recognize that all feelings are ok; including anger. Itsthe way we deal with feelings that can cause problems.

Dont attack others. It will come back to haunt you.

Dont attack yourself. If you arent on your side, who willbe?

Dont deny your feelings. It may lead to depression orhostility later.


51/74

T echniques (cont.)

Second: Remember, you can CHOOSE your response to anger

analyze the emotion that is bubbling under the surface

make a commitment to recognise your anger and expressingit in a way that is not harmful to others or yourself

learn to recognize your personal warning signals

express your anger clearly and directly


52/74

T echniques (cont.)

T hird: A void being a swallower or a spewer.

Talk with others before your rage builds up

Realize that intense anger can be dangerous

Set a boundary for yourself - what is allowable


53/74

T echniques (cont.) R-E- T -H-I-N-K

R: recognize

E: empathize

T: think about what you are feeling

H: hear what the other person is saying

I: integrate respect for others and yourself

N: notice your responsesK: keep on the current topic; dont bring up old grudges.


54/74

Social Consequences

Loss of friendships

Isolation

SuspensionsLegal consequences

Inability to maintain

employment


55/74

Social Conseqence and Anger

Are there social consequences, both positiveand negative, that are derived from anger?

Yes! Anger can be both healthy andunhealthy. It is important to try anddistinguish between the two.

Ask your self when angry: Will my reaction bebeneficial, or will it cause harm?


56/74

Society and Anger (continued)

Anger in society often manifests itself in violentbehavior:

Rape

MurderRacism

Terrorism

GenocideProperty destruction


57/74

T he key to anger reduction is knowing yourself.

W hen you make mistakes, learn from them rather than getting angry.

D on't criticize, condemn & complain because it makes yoangry.

Accept what you cannot change & change what you cannot accept.

Ask even stupid questions to avoid mistakes, to avoid others getting angry with you.


58/74

I ndecision makes you angry.T herefore, decide this way or thatway.

I f all else fails, lower your standards to make you less angr

Expectation breeds frustration.F rustration breeds anger.

Men who do not know how to fight anger, die young.

Nobody can make you angry without your consent.Never get angry with a man who has nothing to lose.


59/74

F inal T hought

T

hose who cannotforgive others, break thebridge over which theythemselves must pass.


60/74

E I Competencies

Self- A

warenessSelf-M anagementSocial A wareness

R elationship M anagement

E I


61/74

Self-Awareness Knowing ones internal states, preferences,

resources and intuitions

Emotional Self-Awareness

Accurate Self-Assessment

Realistic Self-Confidence


62/74

Knowing ones internal states, preferences,resources and intuitions

Emotional Self- A wareness R ecognizeyour own inner signals, note how decisions and values match

A ccurate Self- A ssessment K now your real limits and strengths, be gracefulin learning, know when to ask for help

Realistic Self-Confidence B e willing and able to play to your strengths, admityou have them!


63/74

Social Awareness Awareness of others feelings, needs, concerns and

the currents, networks and politics of the organization

Empathy

Organizational A wareness

Service Orientation


64/74

R elationship Management

InspirationalInfluence

D eveloping Others Change C atalyst Conflict M anagement Building B onds Teamwork &C ollaboration

A wareness of ones effecton others, abilityto work effectively andefficiently with others


65/74

C AS E ST UDY


66/74

C hr onolog ica l s tudy of the

IR I ss ue s


67/74

C hr onolog ica l s tudy

19th Nov, 2009, 7.00pm: Two of the workers who were assigned the duty of

inspection in wire harness production made a mistake and allowed a wrong

piece to reach our Direct-On-Line inspection stage. To ensure that they realised

their mistake, the production in-charge used his own ways by asking these two

persons to hold their ears and do Up and Down.

These two workers realised their mistake and came back to join the production

line but some other persons on the line, who had noticed this incidence,

thought otherwise and work was stopped on the wire harness production lines.

C h l i l d


68/74

7:30pm: The Sr. Personnel Manager came to the section along with the Production

in-charge to find out about the problem. The Production In-charge accepted his

mistake and apologised to the two workers and requested everybody to re-start the

work, but there was no response to the request.

8:30pm: Our HR Adviser/Head Operations arrived and met the workers along with

the Sr. Personnel Manager. He assured the workers that suitable actions would be

taken against the concerned officer and asked them to re-start the production

activities. Till that time, none of the workers took their dinner.

11:00 pm: With lot of persuasion, the workers agreed to have dinner but since the

shift timing was up to 11:00 pm no further work could take place.



69/74

20th Nov, 09, 6am: Shift A workers did not start work as usual. Upon persuasion

and assurance, they agreed but, productivity was below 50% lower than normal

productivity.

2:30pm: When 2 nd shift joined, work was disrupted again and now a charter of

demands was raised. The main demands were

1. Increase in salary by 40% and

2. Regularisation of contractors employees.

As our Managing Director was out of the country, it was agreed that upon his return,

he would meet them on 23 rd Nov at 2.30pm to resolve their issues. Meanwhile the

workers were persuaded to re-start production activities. In the next few days,

production ran less than 50% of normal productivity level.




70/74

23.11.09, 6am: Shift A workers did not start work. Some of the workers from shift

B & General Shift joined them a little later but only as preparation to speak to the

Managing Director.

8:00 am: Our M.D. met the workers and asked them what the problem was. The

workers mentioned about the incidence to which the M.D. assured that he was

aware and would take appropriate action. After this, the workers brought in the

demand for 40% increase in wages and about Regularisation. Then some individual

small trivial issues were brought forward. Upon listening to all matters, the

Managing Director assured them that he would look into all matters and offer them

a solution by the end of December, 2009 and asked the workers to start the

production activities. However, the workers were in no mood to do so and insisted

that the two issues for salary increase and regularisation should be finalised there

and then.




71/74

10.00am: Madam Vandana Raheja (Director) spoke to the workers and requested

them to start while some of them could come for discussion. But the workers were

adamant that the issues be discussed before all the employees.

Various rounds of discussion followed but seeing that the workers were not willing

to listen to reasoning, the labour department was notified and considering the effect

it could have on our supplies, all customers were informed about the position at

Napino.

24th Nov, 2009: Dy. Labour Commissioner, Mr. Thakur and Labour Officer Mr.

Dinesh started conciliation proceedings by taking the views of the Management and

Workers. The DLC explained to the workers that it was important that a few

workers should become representatives for the workers to be able to discuss and

arrive at a settlement. F inally, they listened to reasoning and 18 persons were

appointed representatives for workers.




72/74

During discussions/negotiations, the DLC offered one of the industries best

settlement offers for wage increase to the workers, but they refused saying that

they were already receiving higher than this offer.

Long exchange of views carried out throughout the night. It was quite evident

that there was no ethical demand by the workers that the management had not

offered them already or refused to accept.

F inally Tripartite Settlement was arrived at, with similar monetary gains for

both contractual and regular employees and the validity of the agreement being

for three years.




73/74

25th Nov, 2009 2.30pm: Regular production started at both Manesar and Udyog

Vihar Plants with B Shift as most of the workers along with the concerned

managerial staff had spent 48 hours at the shop floor.

Since then, normal production has been carrying on.

But, the damage has been done in these 48 hours. Customers, though so far had

not been affected due to availability of finished goods stock of Napino products,

would like to cover such the risk for all Single Source Items being supplied

by Napino. What effect it could have on Napinos future business, had not been

considered by the workers.



74/74

Documents

Emotinal Intelligence MDI