Emotional intelligence is an important mean of managing conflict

Abstract

The first to understand and then to understand- Covey is one of the principles who help us “to sail” in the event of a possible conflict come into a working situation within the school organization and not only or outside the work environment. To undergo a conflict we appeal to existing relationships between members of the organization and should not to lose sight of the objectives proposed within it.

It is also vital to control emotions who put their mark on their own actions, which can be achieved by building a balance between reason and emotions. Reason is not the recipe for solving the conflict, or is not entirely sufficient. The need for information appears on the emotions that arise from understanding mutual interests thus eliminating the suppositions, which do not always match the reality. Thus, an optimal resolution of the conflict requires effective communication, to encourage dialogue, to give a refresh of the relations between the members, to lead to a clear understanding of the other’s intent when it comes to knowing a desire or an idea within the organization.

 

Table of Contents:

1. Introduction

2. Study Methodology

3. Conflicts and Emotional Intelligence

4. Conclusions

 

1. Introduction

Each organization, group within the organization following collaboration, divergence and especially conflicts, establishes a range of rules, rules that ensure that the organization carriers out the activity in a legal, functional framework. Also, the existence of the conflict highlights the level of transformation dynamics, integration, continuity, this being a conflict with everything that forms the external environment, so members have developed a solid sense of belonging to the organization, feeling accepted and courage by it, making them show their loyalty whenever they can. It can also be a conflict that gets clear contour within the organization, also appearing when looking for solutions to the tasks of the tasks of the manager; another situation may be when following the results meaning fulfillment or failure, promotions, changes made by members of the organization, manager lead to the exhaustion of emotions, intense lives that lead to consolidation of relationships between all members of the organization at all hierarchical levels.

Some conflicts are based on what we call observable artifacts, including physical objects, behaviors that are based on older experiences that belong to memories generating verbal products that make their mark on the actors and heroes of the organization. [1]

Models have an important role in managing situations, some more tense, as others are trying to adopt what they admire in these models. In the event of a conflict you have the opportunity to show off your emotional intelligence by giving proof a mastery in applying a particular treatment and interpretation the negative vibrations emanating from the crisis itself, the messages and information that generates a tense state, perceived in a different degree of impact. The appears to be a “learned” behavior on the past of some participants, almost as a rule in the environment in which the employee carries out his/her activity.

 

2. Study Methodology

For this work I used the document analysis as the main method of research and the criteria used to select the studies were theoretical support as the starting point for conceiving the article and the empirical study that is based on the use existing research on the subject.

 

3. Conflicts and Emotional Intelligence

The employee, after a period spent in the organization, becomes the ‘fan” of that behavior, the belief that he considers important, basic to meet the expectations of the manager, members of the organization. In any conflict, the manager’s influence is felt, because all his looks and thought are reached on him. For others it is a landmark, even if it is not admired, accepted, understood by all the members of the organization. In Romania, there is a collectivist culture, so many think “to solve the manager”, being much more comfortable that the employee has a feeling of unrighteousness, dissatisfaction, rather than being responsible for finding a solution, identifying some measures to accommodate what in fact is, in some cases, the result of mechanically practiced habits.

Emotion, contentment, fulfillment, frustration also occurs when the manager imposes the sanction, labeling people, adopting a set of procedures to which employs, many times, do not participate in their elaboration, do not want to learn to be tolerable, accept the opinions of others, paying more attention to their own pride than the extent to which they participate in promoting the image of the organization they part of. [2]

Emotional intelligence is manifested in the complex of relationships, under various aspects of the members of the organization, materialized in the organizational carriers the emblem of the manager’s way of manifestation, his style of leadership, his character. This appears as a “library” from which the employee’s organization takes the “bibliography”. Here finds the source to solve the problems, to support the activity for which he was formed.

Thus, in the suppression of conflict, of what exists before and after the conflict, all this contributes to the beginning of the decision-making process. It goes without saying that emotional intelligence appears as a procedure, with clear steps and well-trained steps that provide the necessary details to identify positive elements and negative elements, to start a certain behavior, to have a certain attitude. Interpersonal skills being part of emotional intelligence is an asset in managing crisis situations. [4] These abilities can influence human behavior, the nature of collaboration relationships can improve the qualities of the manager in making decisions, in managing stressed moments generating crisis situations, can lift the morale of employees to answer according to the manager’s expectations in achieving the goals of the organization in which they operate. These abilities can help to identify a strategy to monitor human reactions in a conflict situation. [5]

Organizational aspects, the mechanism of their operation is shaped by the emotional side of the organization’s manager, because the manager who uses emotional intelligence to make the employee more motivated, more creative and he feels agreed and accepted by the group and the organization, promoting a sense of loyalty. [6] If we look at the conflict as an important event in the organization’s evolution, which has an impact on the behavior of individuals and on how to achieve the organization’s goals it should be underlined that we are tempted to adopt judgments folded at the moment, attitudes that somehow guide us in the unfolding of the conflict, in order to simplify. [7]

 

4. Conclusions

A conflict the occasion in which the manager of the organization demonstrates the ability to coordinate its members in emotional tension. Also, the conflict may or may not increase depending on the organizational culture. This is the bond between the employees and is the environment in which conflict requires rapid responses that lead to immediate decisions. Thus, the qualities of the manager will highlight the characteristics of emotional intelligence. The unavoidable effects of conflicts will diminish.

An involved manager will monitor efficiently any conflict that occurs in the organization. The objective footprint of the organization is influenced by emotional intelligence and also the organizational culture prints shades with multiple meanings which determines a particular universe of emotional intelligence. Emotions appear, develop, disappear in relationships, by the service.

Goleman points out that the emotional state of the manager induces the same status and work team, in particular, but also to the organization in general. [3] Aspect of affectivity can be analyzed by the effect of emotions in the evolution and unfolding of the conflict. As a way of action aggression appears to be used as a means of imposing the views and beliefs of the participants in the conflict. Thus, behavior is influenced by frustration, failure, but there is also the possibility of being a way to achieve the persuaded goals, to strengthen relationships already existing among the participants.

 

Authors:

TODORUŢ Doina [1]

SIMIONESCU (SAVU) Timeea Alexandra [1]

[1] PhD student of University “Valahia” of Targovishte, (ROMANIA)

[2] PhD student of University “Valahia” of Targovishte, (ROMANIA)