BUS: 520 Section: 05

Final assignment

Submitted to:
Md. Tabarak Hossain Bhuiyan

Submitted by:
Abir Mahmud
ID: 2325149660

Hafeza Adiba Sharmin

ID: 2325257660

MD. Rakibul Hasan Raihan

ID: 2325226060

Nawrin Chowdhury
ID: 2135059660

Arsh Anwar
ID: 2325166660

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 Answer to the question no 6-14:

Emotional intelligence:

Emotional intelligence refers to the ability to recognize and manage one's own emotions
and understand and influence the emotions of others.

In the case of hiring an emotionally intelligent employee, the benefits identified include the
ability to build better relationships, manage difficult emotions, increase creativity and innovation,
and lead others effectively. Emotionally intelligent employees are effective team players and can
get along with others, which is essential for a harmonious and productive work environment.

Answer to the question no 6-15:

McKee's recommendations on what not to do when using emotional intelligence as a means of

employee selection include:

● Don't use personality tests:

Because personality tests concentrate on personality types and characteristics rather than
the essential skills of emotional intelligence, they are ineffective for assessing emotional
intelligence.

● Don't use self-report tests:

Self-report tests might be problematic because applicants may lack self-awareness and
deliver replies based on what they think the organization wants to hear rather than realistic
evaluations of their emotional intelligence.

McKee's recommendations emphasize the importance of direct interaction and assessment when
evaluating emotional intelligence in potential employees.

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 Answer to the question no 6-16:

Here are real-life examples to illustrate the successful completion of a task and an unsuccessful
attempt, highlighting my thoughts, feelings, and actions, along with insights into Emotional
Intelligence (EI).

Successful Task:

Scenario: I led a cross-functional team to launch a new product within a tight deadline. My line
manager, DGM- Business Development (APAC), delegated this task to me.

Thoughts: During the task, I recognized the importance of effective communication, collaboration,
and understanding individual team members' strengths. For example, some of the associates in my
team were more emotionally intelligent than others and could handle tasks that required
continuous communication and negotiation. Other members were handy with analytical skills, and
they thought strategically about resource allocation and risk mitigation. I
delegated dutiesaccording to their strength.

Feelings: I felt a mix of excitement and pressure. I was aware of the team's capabilities and the
potential challenges. I managed my stress and projected a positive attitude to motivate the
team. And that inspired them to complete the task successfully.

Actions: I also ensured open communication channels, addressed conflicts promptly, and
celebrated small victories to boost team morale. I demonstrated adaptability when unexpected
issues arose (delayed shipment of sample product), finding creative solutions and focusing on the
end goal.

Insight into EI: This experience highlighted my high self-awareness, ability to manage emotions
under pressure, empathy in understanding team dynamics, and strong interpersonal skills.

Unsuccessful Task:

Situation: I was tasked with resolving a conflict between two team members, affecting overall
team cohesion. This was quite hard to determine as it became more intense with time,and team
members became physically violent.

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Thoughts: In this challenging situation, I initially struggled to identify the root cause of the
conflict. I grappled with finding an approach that would resonate with both individuals.

Feelings: I felt frustrated and pressured to resolve the issue quickly. I also acknowledged a degree
of discomfort in addressing interpersonal conflicts.

Actions: Initially, I attempted a directive approach, instructing the team members to resolve their
differences. This approach, however, proved ineffective and exacerbated the tension. I later
realized the need for a more empathetic and collaborative resolution strategy. However, one of the
members became physically violent, which strictly goes against our global policy of workplace
etiquette. So, we let him go, and that sorted the conflict.

Insight into EI: This experience revealed areas for improvement in my emotional intelligence. It
underscored the importance of empathy, active listening, and adaptability in handling
interpersonal conflicts. I learned that a one-size-fits-all approach may not work and that a tailored,
emotionally intelligent response is crucial.

Finally, by sharing these experiences during an interview, I can provide tangible examples
of my emotional intelligence, allowing the interviewer to assess my ability to navigate
both prosperous and challenging situations.

Answer to the question no 6-17:

Reducing boredom in the workplace is the responsibility of both the employee and the employer.
Having said that, the employees need to tackle this problem on their own first as to not loose their
productivity. Boredom feels like being emotionally trapped, it is fueled by dissatisfaction,
restlessness and weariness. Taking control and being proactive can take care of most of those
issues. One needs to challenge themselves and set goals so that they always have something to
look forward to and also so that they can get a sense of achievement once they complete their tasks.
This sense of accomplishment will keep the employees motivated and satisfied with their work.

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 Answer to the question no 6-18:

Boredom in itself is a subjective feeling. What is boring to some might not be boring to others and
this depends on their characteristics, personality, environment, moods, emotions, etc. However,
according to me, some tasks are inherently boring if they require repetitive action and less critical
thinking.
When an employee has achieved high proficiency with their work, they would tend to become
bored and dissatisfied since they are not learning anything new and has no challenging tasks
ahead. Moreover, the quality of their work might decline for the same reason because they might
start feeling like their worth and capabilities are being forced to be limited.
For example: A sales employee might have new targets to meet each month which would give him
new challenges and force him to come up with ideas to achieve the goals. On the other hand,
someone working in the finance department might do the same kind of work every day and
eventually get bored. However, all of this depends on the different personalities of the
employees. If the finance employee enjoys auditing or working with numbers, they would never
be bored of their job but he might be dissatisfied with a sales job since his personality clashes with
it.
The negative effects of boredom can be mitigated by the following:
• Job crafting: employees can be assigned jobs that match their personality, abilities, and
needs.
• Job rotation: Employees can be periodically shifted from one task to another with similar
skill requirements at the same organizational level. This would not only remove their
over-routinization of their work but also give them more flexibility and a better picture of the
whole organization.
• Job Enrichment: High-level responsibilities can be added to the job to increase a sense of
purpose, direction, meaning, and intrinsic motivation.
• Relational job design: Employers can construct jobs in such a way that the employees see
the positive difference their work can make in the lives of others directly through their work.
• Flexitime: If employees get the opportunity to choose flexible work hours, they will likely
be more motivated and less bored.

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 Answer to the question no 6-19:

In the context of the case, to mitigating boredom in the workplace, the emotional regulation
technique that appears to be most successful is the "Mindfulness" technique. Mindfulness
involves receptively paying attention to and being aware of the present moment, events, and
experiences.
Following are the reasons why mindfulness is particularly effective in addressing workplace
boredom:

1. Increased Awareness: Boredom often arises when employees feel disengaged from their
tasks and the present moment. Mindfulness encourages individuals to become more aware of
their current state and surroundings. By paying attention to the details of their work and
environment, employees can find new perspectives and aspects that might have previously
gone unnoticed. This increased awareness can make routine tasks more engaging.
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2. Alleviating Restlessness: Boredom is characterized by restlessness and dissatisfaction.
Mindfulness can help individuals manage these feelings by teaching them to acknowledge
their restlessness without judgment. Rather than trying to escape from boredom, employees
can learn to accept it as a part of the work experience. This can reduce the negative emotional
impact of boredom.
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3. Cognitive Control: Mindfulness also helps individuals gain better control over their
thoughts and emotions. This can be particularly useful in combating boredom, as it allows
employees to redirect their focus and maintain a more positive outlook. When boredom
strikes, mindfulness techniques can enable individuals to stay focused and engaged in their
tasks, thus reducing its impact.
4.
4. Stress Reduction: Boredom can sometimes lead to frustration and stress, especially if
employees feel unproductive or unfulfilled. Mindfulness is known for its stress-reduction
benefits, helping individuals stay calm and composed in challenging situations. Reduced
stress levels can make work more enjoyable and decrease the negative impact of boredom.
5. Adaptability and Learning: Mindfulness encourages individuals to approach tasks with
a curious and open mindset. Employees who practice mindfulness are more likely to seek out
opportunities for skill development and learning. When employees feel bored with their
routine responsibilities, mindfulness can help them explore new ways of approaching tasks
and finding learning opportunities within their existing work. This adaptability and learning
orientation can make work more interesting and fulfilling.
6. Improved Job Satisfaction and Work-Life Balance:Mindfulness practices often lead to
increased job satisfaction and a better work-life balance. When employees are more in tune
with their emotions and well-being, they are better equipped to find fulfillment in their work
and personal lives. This can make the work environment more satisfying and less susceptible
to the negative effects of boredom.

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In conclusion, mindfulness is a powerful emotional regulation technique that can effectively
mitigate workplace boredom. By promoting awareness, reducing restlessness, enhancing cognitive
control, lowering stress, encouraging adaptability and learning, and increasing job satisfaction,
mindfulness helps employees better navigate and find meaning in their work, even during
moments of monotony and boredom. This technique aligns with the idea of addressing the root
causes of boredom and enhancing the overall work experience, making it a valuable approach in
the context of managing workplace tedium.