TECHNICAL UNIVERSITY OF CLUJ-NAPOCA
FACULTY OF MACHINE BUILDING
PhD Student Eng. Daiana CURTEAN
THE ADMINISTRATION OF
EMOTIONAL STATES IN COMPANY’S
MANAGEMENT
Abstract of the PhD Thesis
Scientific Advisor,
Scientific Advisor,
Prof. Univ. Dr. Eng., Ec. Ioan BOJAN
Prof. Univ. Dr. Eng., Ec. Ioan ABRUDAN
2011
CONTENT OF THE THESIS
PART I. THE THESIS AND THE RESEARCH FIELD
CHAPTER 1. The Structure and the Research Domain of the Thesis
CHAPTER 2. Emotional Intelligence in Company’s Management
PART II. EMOTIONAL INTELLIGENCE
CHAPTER 3. Emotional Intelligence. Definitions. Concepts
CHAPTER 4. The Bar-On Model of Emotional-Social Intelligence (ESI). Reuven Bar-On,
1996.
CHAPTER 5. Emotional Intelligence as a Standard Intelligence. John D. Mayer & Peter
Salovey, 1997
CHAPTER 6. Emotional Competencies and Leadership. Daniel Goleman et al., 2002
CHAPTER 7. The Emotionally Competent Group. Steven B. Wolff & Vanessa U. Druskat,
1999
CHAPTER 8. Managing Emotional States
PART III. ORGANIZATIONAL RESOURCES
CHAPTER 9. Job Demands-Resources Model
CHAPTER 10. Organizational Resources
PART IV. RESEARCH
CHAPTER 11. Research Methodology
CHAPTER 12. Research Results
CHAPTER 13. Conclusions. Future Directions
The thesis contains 350 pages and is structured in four parts as follows:
"Presentation of the thesis and the research topic", "Emotional Intelligence",
"Organizational Resources" and "Practical Research". At its end there are two
bibliographical lists, one containing 106 sources cited in the text, and the second one, with
34 sources, not cited in the text, and a number of 25 annexes. The body of the paper is
accompanied the presence of 152 illustrations and 109 tables. The footnotes, 68 in all,
contain personal observations and suggestions, which the author felt the need to do, without
interrupting the narration.
The main theoretical objective of the paper is to present briefly the concept of
emotional intelligence, the emotional intelligence models most widely used and their
related tests. The main theoretical contribution of the paper is reflected by four figures
which represent the essence of the proposed theoretical concepts:
Figure 1: Managing Emotional States in Change and Crisis
Figure 2: The Job Demands-Resources Model
Adapted to Change and Crisis
Figure 3: Resources
Figure 4: The Operative Unit. Proposed Model
The four theoretical concepts served in achieving the main practical objective of the
thesis. The reasoning is as follows: Emotional intelligence at work serves to better manage
emotional states, which in recent years proved to be an important factor in the smooth
running of a life organization. Following on the same “thread” the author makes the next
question: What do we do if we have no or little emotional intelligence in the company?
The paper tries to answer this question, which is the main practical objective, thus
the practical specific objectives: the validation of mixes of organizational resources
proposed by the author, which can contribute to a better management of employees’
emotional states.
Specific objective 1: To validate a mix of resources meant to decrease the level of
fear among the employees when implementing a change. The mix contains: one emotional
resource – perceiving and understanding own emotional states, and two non-emotional
organizational resources - theoretical and practical knowledge and the operative unit
designed to implement the change.
Specific objective 2: To validate a mix of resources meant to decrease the level of
panic among the employees when a situation of crisis occurs. The mix contains: one
emotional resource - perceiving and understanding own emotional states, and two nonemotional organizational resources - “transparent “organization and the operative unit
designed to solve the crisis.
Specific objective 3: To validate a mix of resources meant to decrease the level of
emotional contamination of disruptive states among the employees when implementing a
change or a situation of crisis occurs. The mix contains: one emotional resource perceiving and understanding own emotional states, and two non-emotional organizational
resources – a concise, regular and clear communication, and the operative unit.
Specific objective 4: To validate the same mix of resources meant to increase the
level of emotional contamination of positive states among the employees when
implementing a change or a situation of crisis occurs.
Specific objective 5: To validate an operative unit structure based on professional
competencies: five basic and two specific to the nature of change or crisis, one theoretical,
and one practical.
In order to achieve the objectives mentioned above, a quantitative research was
conducted, namely, 44 subjects were asked to fill in a questionnaire constructed especially
for the purpose of this research. The main areas of the questionnaire were as follows:
Change, Crisis, Managing Emotional States, and General Data.
The research results showed that the proposed mixes of resources, mainly nonemotional, can contribute in decreasing the level of fear, panic and “negative”
contamination, and increasing the level of “positive” contamination.
Observation: the control groups were made up by subjects who were members in an
operative unit (OU) meant to implement a change or solve a crisis situation.
Figure 5: The presence
of the OU can
contribute in lowering
the level of fear in
changes.
Figure 6: The presence
of the OU can
contribute in lowering
the level of panic in
crisis.
Figure 7: The knowledge
provided by the
organization can
contribute in lowering
the level of fear in
changes.
Figure 8: The
implementation of the
principles of a
transparent
organization can
contribute in lowering
the panic in crisis.
Figure 9: A concise,
regular and clear
communication can
contribute in
lowering the level of
contamination of the
negative emotional
states.
Figure 10: A
concise, regular and
clear communication
can contribute in
increasing the level
of contamination of
the positive
emotional states
Based on the results of the practical research, some recommendations can be made
for the managers especially regarding the use of the above mentioned non-emotional
organizational resources in lowering the level of negative emotional states among the
employees when implementing a change or a crisis occurs. Moreover, the same resources
can help in increasing the level of the positive emotional states and their contamination.