The Managed Heart Summary

In the short story The Intelligent Heart, written by Patricia Foster, she created a piece that actually left her readers with an “uncritical awe” and that left her readers contemplating on her idea much deeper. The purpose of this piece was to attain the concept of what an intelligent heart meant and how it should emerge into writers’ personal essays. However, whether or not personal stories were of interest or enjoyable to read anymore was the issue. Foster raised this issue that other writers may have faced as well and it was how she found it challenging to convey her writing and construct it. She stated, “Perhaps it is passé to write about the struggle between temperaments, the duel of consciousness within a family.” She didn’t want to create a piece

Every organization that aspires to be successful must address the value of emotional intelligence in the work place. How people relate to each other determines if the organization eventually moves from

Emotionally engaged thinking is a system that can be taught and facilitated. It recognizes emotions as a tool for making engaged, effective, and authentic decisions and it empowers the development of organizational environments within human potential. Emotionally engaged thinking is designed to embrace the emotions as a critical part of the process, by first engaging in the emotion of the decision and recognizing its place and value. (Sowcik et al., 2015, pg. 151) This also promotes an approach that incorporates emotions as a catalyst for positive decision-making. The intent of emotional engaged thinking is that all individuals involved in decision-making not just the leaders have some level of emotional investment in challenges and problems facing their particular field and helps the organization to become more aware employee’s emotions related to a problem or decision. (Sowcik et al., 2015, pg.

Both A.R Hochschild in “Exploring The Managed Heart” and William Davies in “All Happy Workers” argue that managers are too focused on their employees’ public emotions rather than their private feelings, therefore revealing a lack of empathy for their employees’ emotions. In “Exploring The Managed Heart” Arlie Russel Hochschild addresses the issues of corporations being more concerned with worker’s emotions than their feelings. Employees’ have to suppress their feelings in order to produce proper body language to consumers; Hochschild defines this as “emotional labor” therefore, workers unconsciously integrate their private feelings with their public feelings which can cause the workers to feel drained from their genuine feelings (7). Hochshild

In “Exploring the Managed Heart” by Arlie Russel Hochschild and “All the Happy Workers” by William Davies, the authors agree that the emotions of employees are influenced by corporations in order to increase profit, but while Davies suggests workers can resist this phenomenon, Hochschild argues that employees will be affected, even in their private lives. Hochschild uses the term “transmutation,” which is the blending of a worker’s private and public life, to show how corporation’s requirements for “emotional labor” affect the employee’s personal lives (15). To support how corporations are effecting workers personal lives, Hochschild states “transmutation of an emotional system to convey that what we do privately often, unconsciously, to feelings...

Working in an environment where sickness and death are always around the corner can make a lot of people numb. Simple human emotions - anger, envy, competitiveness - get into play every day regardless of one’s education or position. Some can put them aside and some cannot.

In The Managed Heart Hochschild focuses on emotional labour: managing one 's emotions in the work place because it is one 's job to do so. While she touches on some benefits of emotion management, her book focuses on the dangers of losing one 's true self when one 's employer can control how one feels. Her main subjects are bill collectors and flight attendants, both are expected to have extreme (and opposite) emotions on the job.

Since its inception, The American Heart Association has conducted several events and has taken several successful initiatives to educate the public and healthcare professionals towards raising awareness regarding health issues and risk factors. The organization has further conducted several events to educate healthcare professionals regarding best practices in healthcare as well. An example of this is the Spotlight Series conducted by the AHA. This series, working since 2008, entails free and case-centric presentations with an objective of enlightening healthcare providers regarding evidence-based practices. The audience for these presentations consisted of physicians, interns, “cardiologists”, “pharmacists”, “nurses”, etc., who work closely

As we near the finale of this year’s first quarter, it’s hard to go without thinking which artists have made statements via releasing new music to the world and gifting us with projects we’ve been longing for.

emotional labor is often called being polite, it is a near universal part of every job and of life. Nevertheless, the level to which individual performances makes a meaningful difference. An individual can “deep act” in a manner that is still related with one’s core values and beliefs at work (“Yes, the customer is being patronizing, but I empathize with her and care about solving her problem”) or “surface act” (“I’ll be nice, but deep down I’m really spitting nails”). There are two distinguishing strategy for emotional labor: the deep acting and the surface acting. Surface acting is modifying the displayed emotion while the deep acting involves altering actual emotional state. Research show that engaging to emotional labor leads to poor health,

* Through the self-assessment on Leadership style and Emotional intelligence, I drew the inference that while I am good at gauging the emotions of my direct reports and peers, I often don’t intervene to better cement my professional relationship. It shall be my earnest endeavor to be more emotionally aware and apathetic.

While labor can and is often seen as work that is done physically, it is also seen as an act which necessitates using mind and soul. Depending on the area in which an individual works, it can lean towards using all three – body, mind, and soul – to be successful. It is at this point that Emotional Labor (Hochschild, 1983) begins to take its place in the work environment. Emotional Labor is using self to perform work where an employee creates a pleasant atmosphere by giving good customer service. The ability to use self as a means to perform better on the job may have larger implications than we know of. This paper will look at different ideas which contribute to Emotional Labor as a workplace construct and the effects it has on the

This paper is aimed at evaluating my own emotional intelligence while subsequent parts of the paper will discuss how this emotional intelligence affects other aspects of human life like business, religion and politics. In this part of the paper, I will reflect on and demonstrate the skills and the knowledge needed to enable one to accurately see and understand the emotional strengths, weaknesses and nuances of other workers at the workplace.

In contrast with the past workplace challenges and organizational behavior, there is a necessity to understand ourselves and others. Sometimes the stress and prestige can cause an adverse impact on one’s position in the workplace. The ability to deal with our emotions while working effectually with others and at the same time, performing the organization’s expectations are in high demand. Since the employees are an asset, and the organization is expecting a return on their investment, understanding how emotions work and how it impacts one’s capacity is indispensable in accomplishing organizational goals. In the workplace, people often have to work with each other. So the handling of relationships and interacting with others becomes the key to the success of the organization. Managers need to have a combination of skills and abilities such as the strength of will, awareness of self, empathy for others and sensitivity toward others internally and externally. Before one can handle others emotions he/she must first learn to lead themselves. So the question become, how is this done? Coleman’s theory suggest that this can be done through emotional intelligence which is the ability to create, build and maintain viable relationships (Coleman, 1998, p. 14). No one wants to follow the leadership of a person who cannot manage his/her emotions. Let’s look together at three business CEO’s personal backgrounds and use of emotional intelligence. The top chief emotions officers in the U.S.

Attitudes and emotions in the workplace are extremely important because they dictate job performance. The emotions that people go through are something that cannot be avoided; however, they can be manipulated. Managers, leaders, CEO’S of companies learn to do this by experience and training. They manipulate employee’s emotions with the purpose of achieving better performance and satisfy an organization’s goals. Although people have always had different emotions, the notion that managers need to care for employee’s satisfaction and happiness is newly implemented in the workplace. In this paper, I will be explaining the impact of attitudes in the workplace, how mood, emotions, attitudes and behavior affect job performance and I will implement the point of view of the CEO of the Defense Commissary Agency, Mr. Joseph Jeu.