Management Emotional Intelligence

1. Management Emotional Intelligence

2. Buzz Killers: A Division of KDAT Kristen Branch, Taneshia Flowers, Danisha Frazier, Andrew Shaffer

3. Synopsis of Problem The needs of the corporation are dictating a change within the company. In order to keep up with the consumers demands and offset profit losses during the beginning of the year, we at company KDAT have decided not to close down the plant between the Christmas and New Years holidays.

4. Problems and Assumptions • KDAT has been closed for the last 40 years during this time. The issue the company is facing now is announcing the new change to all employees and getting their cooperation • Assumptions • Employees will resent change in tradition • Employees expected to be off and may have holiday plans • Announcement may create a hostile work environment • There is no worker’s labor group.

5. Issues Involved & Affected Stakeholders • Destroying employees morale/trust/ and confidence in the company. • Employee rebellion • Employee production may suffer due to displeasure of having to work

6. Issues Involved & Affected Stakeholders Continued…. KDAT’s ability to convince employees of the importance of working over the holidays. KDAT’s ability to keep company profitable

7. Organizational Behavior The impact the of decision to keep the plant open over the holidays, or work overtime and weekends to get those weeks off will change the way the employees perceive the company. The ability to compromise with employees to find a solution to the problem will increase employee morale and sense of team.

8. Emotional/Social Intelligence Management will strive to understand the employee’s frustrations over remaining open. Those frustrations will create emotional dissonance amongst the employees. Management’s ability to effectively communicate how important that it to the company that the plant remain open will gain cooperation and understanding from the employees.

9. Alternative Solutions

10. Alternative Solutions • Offer employees personal days for time worked between Christmas & New Years • Solution demonstrates management’s empathy and appreciation for employees’ time and personal needs • Ask for volunteers to work between Christmas and New Year’s • Solution enforces “positive organization behavior”

11. Alternative Solutions • Ask employees to work alternating schedules between Christmas and New Year’s • Solution will help improve “organizational effectiveness” • Ask employees to vote on and select a alternative solution • Solution will demonstrate effective “relationship management”

12. Best Solution

13. Allow the Employees to Choose Extrinsic Motivation Intrinsic Motivation Product Quality

14. Extrinsic Motivation vs Intrinsic Motivation Definition Which is preferred How the company will profit

15. Implementing the Solution • Hold plant-wide meeting to explain losses from earlier in the year. • Highlight the fact that sales are experiencing an increase due to the hard work and loyalty of the employees. • Communicate that in order to break even, the employees must choose between working the usual hours per day and having to work during the break, or working overtime and weekends to receive those days off between holidays. • Presented with the option of either remaining open or working over time, the majority of workers voted to work the extra hours in order to receive the traditional time off.

16. Implementing the Solution Thank employees for their time, loyalty, and hard work. Thank them again for voicing their opinions and concerns. Reflect on the process of working together to solve the problem. Offer to meet with any employees that may have any remaining concerns, questions, or conflicts about the problem itself or the solution reached by the plant-wide vote.