Miyerkules, Agosto 14, 2013

Developing Emotional Intelligence by Jolito Ortizo Padilla



Emotional Intelligence is the sum of a range of interpersonal skills that form the public persona. Emotional Intelligence has received a considerable attention over the last few years as the concept has been identified as a key aspect of managing people effectively.Goleman argues for a more emphatetic style of management and suggests that Emotional Intelligence predicts top performance and accounts more than 85 percent of  outstanding performance in top leaders. The Hay Group,working with Goleman have identified 18 specific competencies that make up four components of emotional intelligence and have produced an inventory designed to measure emotional competence. The Emotional Competency Inventory defines EI as "The capacity for recognizing our own feelings and those of others, for motivating ourselves and for managing emotions within ourselves and with others."

Recognizing and understanding the implications of emotions and being able accurately to self-assess one's inner resources, abilities and limits are key to becoming an emotionally intelligence leader. Being able to read emotional currents is an important skill for managers to develop and employ. It requires them to understand the individuals within their teams and the way in which individuals relate and interact.

Recent research by GA Business and Management Consultancy identifies Emotional Intelligence as one of the key skills managers and leaders will need in the coming decade. According to Padilla it should really be no surprise to find Emotional Quotient so much in demand.

" After all, we will work in structure which are much flatter than ever. We have to be much faster on our feet with both colleagues and clients and, whatever the team structure ,there is increasing proximity for us to build the relationships we need-fast. In this context EQ is the glue that holds people and teams together. "

Jolito Ortizo Padilla refers the importance of empathy in EI which both involves how a person self manages and addresses how to engage with the emotions of others, and suggests a six -step process for developing EI.

- Know what you feel.
- Know why you feel.
- Acknowledge the emotion and know how to manage it.
- Know how to motivate yourself and make yourself better.
- Recognize the emotions of other people and develop empathy.
- Express your feelings appropriately and manage relationships

There seems little doubt that managers and leaders who have trained up in EQ have far more initiative in dealing with organizational life than those who don't. Stress will always exist at work , but EQ gives people the tools and ways of thinking to manage it to their advantage.

A number of steps in raising emotional intelligence are also suggested by Garrett, including ensuring staff are managing their interpersonal relationships before a problem arises,focusing first on leaders and creating an EQ culture for the organization about itself and the companies it deals with. According to Dann ,becoming highly self aware allows and individual to recognize inner and outer conflict and develop more proactive self management . Developing greater  social awareness allows the fostering of productive relations and a greater degree of engagement between employees and management. A manager with a high EQ benefits both
organization and the individual.

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Huwebes, Agosto 8, 2013

The World of Work and Management in 2018 by Jolito Ortizo Padilla




 
A major study by the GA Management and Consultancy" ,including a survey of 1,000 senior executives,has investigated how the world of work and management will look in 2018.Among the key findings are that:

 " The working population will be more diverse. Changing expectations of work and the impact of new technologies will require managers and leaders to develop a range of skills that focus on emotional and spiritual intelligence,judgment and the ability to stimulate creative thinking to improve productivity."

Among the recommendations to leaders and managers are the needs to focus on individual employees and their need when developing technologies; make organizations more human; and motivate people creatively.

" A greater degree of emotional intelligence will be required by managers,so that they can understand how people work and their likely reactions to change. They will also benefit from having the humility to accept that they are not always the one appropriate ideas".

According to Cloke and Goldsmith :Managers are the dinosaurs of our modern ecology. The age of management is finally to a close. Cloke and Goldsmith suggest that the ever extending reach of globalization,continuously rising productivity,growing complexity of information, expanded sensitivity of the environment and swelling pace of technological innovation are all increasing the demand for alternative organizational practices. They contend that management is an idea whose time is up. Organizations that do not recognize the need to share power and responsibility with all their workers will lose them. The most significant trends in the theory and history of management are the decline of hierarchical ,bureaucratic , autocratic management and the expansion of collaborative self management and organizational democracy.

Hamel maintains that the environment facing the 21st century businesses is more volatile than ever and questions how tomorrow's successful companies will be organized and managed. These new realities call for a new organizational and managerial capabilities.

While the familiar tools and methods of modern management were invented to solve the problems of control and efficiency in large scale organizations, we can envisage management as serving a more general objective: multiplying human accomplishment. In a sense , the goal of management is to first amplify and then aggregate human effort -to get more out of individuals than one might expect by providing them with the appropriate tools,incentives,and working conditions,and to compound those efforts that allow human beings to achieve individually.

There is much written today about changes in the workforce and new approaches to management. It is interesting to note, however,the ideas on the nature of managerial behavior put forward over seventy years ago by Mary Parker Follet. Her thinking was based on concern for social, evolutionary progress , and the organization and management of people for effective performance and the fuller life. Follett envisioned the successful operation of groups, and management responsibility diffused through the organization and not just concentrated at top of hierarchy. One of her notable contributions was emphasis on the situational approach as one of the main forces in influencing the manager-subordinate relationship through the depersonalizing of orders and obeying the "law of the situation".

Parker suggests that Follet's ideas on human relations in the workforce foreshadowed the state of things to come and continue to offer managers in the new century fresh food of thought. Her proposals for best management practice have not only reflected much of what is portrayed as new today but offer managers fresh insight into task of leadership and management.

The fact that management ultimately depends on an understanding of human nature, I suggest it goes much further than that. In the first place , good management depends on the acceptance of certain basic values. It cannot be achieved without honesty and integrity, or without consideration for the interests of others. Secondly, it is the understanding of human foibles that we all share, such as jealousy, envy, status, prejudice, perception, temperament, motivation and talent, which provides the greatest challenge to managers.


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