The impact of team emotional intelligence in team decision making at Transnet Port terminals
- Authors: Mtunzini, Samnkelisiwe
- Date: 2013
- Subjects: Teams in the workplace , Emotional intelligence
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8851 , http://hdl.handle.net/10948/d1020121
- Description: Numerous decisions in organisations are made by teams, groups or committees. The need for group decision making is brought about by the increased complexity of many decisions which require specialised knowledge in numerous areas usually not possessed by one person. As such there has also been an inherent recognition that different members bring different contributions and that a marshalling of these contributions enhances decision-making. Most research about how to make teams more effective has focused on identifying the task processes that distinguish the most successful teams - that is specifying the need for collaboration, involvement and commitment to goals. The assumption seems to be that, once identified; these processes can simply be imitated by other teams, with similar effects but it is not the case since they do not take the level of the team’s emotional intelligence into consideration. Emotional intelligence should always be considered in a team setting since teamwork is an inherently social activity and as such emotions play an important role in team processes including decision making. Surprisingly the study of the effects of emotions and emotional intelligence in decision making at group level is a relatively new research avenue. Research indicates that emotional intelligence has been the subject of a significant amount of literature for a number of years. However little has been contributed to how the behaviours associated with emotional intelligence may be practically applied to enhance both individual and group decision-making. Druskat and Wolff (2001a and 2001b) proposed a model for emotional intelligence at the group level. According to their model, groups develop a set of behavioural norms called the Group Emotional Competence Norms (GEC norms) which guide the emotional experience in groups. The proposed model by Druskat and Wolff was used to define and measure group emotional intelligence in this study. The aim of the study was to establish whether there was a relationship between team emotional intelligence and team decision making at Transnet Port Terminal’s Ngqura Container Terminal. The findings of the literature study and the empirical study were combined to evaluate whether team emotional intelligence affected team decision making in the chosen population.The literature study suggested that there was a relationship between team emotional intelligence and team decision making. The empirical study confirmed the relationship between group emotional intelligence and group decision making but failed to confirm whether the chosen population consisted of teams.
- Full Text:
- Date Issued: 2013
- Authors: Mtunzini, Samnkelisiwe
- Date: 2013
- Subjects: Teams in the workplace , Emotional intelligence
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8851 , http://hdl.handle.net/10948/d1020121
- Description: Numerous decisions in organisations are made by teams, groups or committees. The need for group decision making is brought about by the increased complexity of many decisions which require specialised knowledge in numerous areas usually not possessed by one person. As such there has also been an inherent recognition that different members bring different contributions and that a marshalling of these contributions enhances decision-making. Most research about how to make teams more effective has focused on identifying the task processes that distinguish the most successful teams - that is specifying the need for collaboration, involvement and commitment to goals. The assumption seems to be that, once identified; these processes can simply be imitated by other teams, with similar effects but it is not the case since they do not take the level of the team’s emotional intelligence into consideration. Emotional intelligence should always be considered in a team setting since teamwork is an inherently social activity and as such emotions play an important role in team processes including decision making. Surprisingly the study of the effects of emotions and emotional intelligence in decision making at group level is a relatively new research avenue. Research indicates that emotional intelligence has been the subject of a significant amount of literature for a number of years. However little has been contributed to how the behaviours associated with emotional intelligence may be practically applied to enhance both individual and group decision-making. Druskat and Wolff (2001a and 2001b) proposed a model for emotional intelligence at the group level. According to their model, groups develop a set of behavioural norms called the Group Emotional Competence Norms (GEC norms) which guide the emotional experience in groups. The proposed model by Druskat and Wolff was used to define and measure group emotional intelligence in this study. The aim of the study was to establish whether there was a relationship between team emotional intelligence and team decision making at Transnet Port Terminal’s Ngqura Container Terminal. The findings of the literature study and the empirical study were combined to evaluate whether team emotional intelligence affected team decision making in the chosen population.The literature study suggested that there was a relationship between team emotional intelligence and team decision making. The empirical study confirmed the relationship between group emotional intelligence and group decision making but failed to confirm whether the chosen population consisted of teams.
- Full Text:
- Date Issued: 2013
Emotional intelligence and effective team functioning of MBA syndicate groups at the NMMU business school
- Authors: Doolabh, Chetna Gidhar
- Date: 2007
- Subjects: Emotional intelligence , Interpersonal relations , Teams in the workplace , Nelson Mandela Metropolitan University. Business School
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8747 , http://hdl.handle.net/10948/740 , Emotional intelligence , Interpersonal relations , Teams in the workplace , Nelson Mandela Metropolitan University. Business School
- Description: A common issue in leadership development is the high flyers who reach a position where their lack of “soft” skills hampers their performance and proves a barrier to their continued progression to higher levels of responsibility (Newell, 2002: 288). Business Schools offering Masters in Business Administration (MBA) programmes assist in developing managers with not just managerial competence but also with “soft” skills. By delivering educated business managers, these managers through their intellectual skills and community sensitive values, will lead future transformational processes. It is useful and interesting to consider how important emotional intelligence is for effective performance at work. A considerable body of research suggests that an employee’s ability to perceive, identify, and manage emotion provides the basis for the kinds of social and emotional competencies that are important for success in almost any position. Furthermore, as the pace of change increases and the world of work make ever-greater demands on an employee’s cognitive, emotional, and physical resources, this particular set of abilities will become increasingly important (Cherniss, 2000). The primary objective of this study is to determine the perceptions of the Masters in Business Administration (MBA), B-Tech in Business Administration (BBA), Advanced Business Programme (ABP) programmes and the Business School Alumni to determine the overall emotional intelligence profile of students as well as the effective team functions of the syndicate groups. Based on the main findings of the survey, it was concluded that emotional intelligence is an important factor for the NMMU Business School, MBA Unit students. The skills attained through the course work will not only improve team effectiveness in the syndicate group functioning but also enhance their performance in the business environment. The MBA team learning experiences enhances workplace learning as the ability to work in a team and ability to think and act independently are highly desired skills and competencies for success in the workplace.
- Full Text:
- Date Issued: 2007
- Authors: Doolabh, Chetna Gidhar
- Date: 2007
- Subjects: Emotional intelligence , Interpersonal relations , Teams in the workplace , Nelson Mandela Metropolitan University. Business School
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8747 , http://hdl.handle.net/10948/740 , Emotional intelligence , Interpersonal relations , Teams in the workplace , Nelson Mandela Metropolitan University. Business School
- Description: A common issue in leadership development is the high flyers who reach a position where their lack of “soft” skills hampers their performance and proves a barrier to their continued progression to higher levels of responsibility (Newell, 2002: 288). Business Schools offering Masters in Business Administration (MBA) programmes assist in developing managers with not just managerial competence but also with “soft” skills. By delivering educated business managers, these managers through their intellectual skills and community sensitive values, will lead future transformational processes. It is useful and interesting to consider how important emotional intelligence is for effective performance at work. A considerable body of research suggests that an employee’s ability to perceive, identify, and manage emotion provides the basis for the kinds of social and emotional competencies that are important for success in almost any position. Furthermore, as the pace of change increases and the world of work make ever-greater demands on an employee’s cognitive, emotional, and physical resources, this particular set of abilities will become increasingly important (Cherniss, 2000). The primary objective of this study is to determine the perceptions of the Masters in Business Administration (MBA), B-Tech in Business Administration (BBA), Advanced Business Programme (ABP) programmes and the Business School Alumni to determine the overall emotional intelligence profile of students as well as the effective team functions of the syndicate groups. Based on the main findings of the survey, it was concluded that emotional intelligence is an important factor for the NMMU Business School, MBA Unit students. The skills attained through the course work will not only improve team effectiveness in the syndicate group functioning but also enhance their performance in the business environment. The MBA team learning experiences enhances workplace learning as the ability to work in a team and ability to think and act independently are highly desired skills and competencies for success in the workplace.
- Full Text:
- Date Issued: 2007
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