![]() This allows to link your profile to this item. If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. See general information about how to correct material in RePEc.įor technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact. When requesting a correction, please mention this item's handle: RePEc:ora:journl:v:1:y:2018:i:1:p:423-429. You can help correct errors and omissions. Suggested CitationĪll material on this site has been provided by the respective publishers and authors. However, we underlined the idea that it is not a good thing a manager to make an important decision when he/she is deeply influenced by his/her moods and emotions. We presented, on the one hand, a few ways to reduce the unwanted effects of emotions on decision making and, on the other hand, a few ways to develop and cultivate positive emotions. That is why a manager should have a high emotional quotient (EQ) in order to correctly identify which events caused their emotions and manage them so that not to have negative effects on decision making process. We conclude that mood and emotions play a central role in managers’ decision-making. On the other hand, the decisions made by managers being influenced by negative moods and emotions are mostly controled by their mind, not by their heart. ![]() Third, positive moods and emotions lead the manager to make a decision being controled by his/her heart not by t his/her mind. The main aspect we have pointed out here is that while negative emotions lead to increased decision-making time, positive emotions have a contrary effect. Related with this issue, the second theme reffers to the effects of moods and emotion to the making decision time. First, moods and emotions are interfering with managers’ ability to process information, specificaly, negative moods and emotions diminises the ability of the managers to process information, while positive moods and emotions lead to a greater ability to process information. Of the themes that emerged from the analyzed interviews, three hold particular significance. Our fidings point out the main effects the mood and emotions have on the decision making process. For this purpose, we conducted a qualitative study by interviewing 12 managers working in large companies in Bihor county. The current study investigates the effects of moods and emotions on decision making process.
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