Čustvena inteligenca managerjev

delo diplomskega seminarja

Monika Kosi (Author), Simona Šarotar Žižek (Mentor)

Abstract

Izraz čustvena inteligenca (EI ali EQ) je prišel v rabo v zadnjem desetletju. Kritiki ta pojem označujejo kot modno kaprico, vendar danes vedno več ljudi ugotavlja, da samo splošna inteligenca ne odloča več o poklicnem uspehu, niti o zadovoljstvu v življenju. Čustveni inteligenci se v zadnjem času posveča vedno več pozornosti. Nekateri so celo mnenja, da je pomembnejša od inteligenčnega količnika (IQ). Za uspešno organizacijo in vodenje je potrebno veliko več kot le »sive celice«, še posebej pri reševanju problemov s katerimi se srečujejo zaposleni. Čustveno inteligenco sestavlja sposobnosti kot so: samonadzor, samozavedanje, motivacija, empatija in družbene veščine. Tako je pri managerjih zelo pomembno, da zraven managerskega znanja kot je: načrtovanje, organiziranje, usmerjanje, nadzorovanje in vodenje, obvlada tudi čustveno inteligenčne sposobnosti. Podjetja so pri zaposlovanju novih managerjev vedno bolj pozorna tudi na te sposobnosti, saj se zavedajo, da bo organizacija s takšnimi managerji bolj uspešna. Kljub temu, da nekateri niso dovolj čustveno inteligentni, pa se lahko teh sposobnosti naučijo. V teoretičnem delu diplomskega seminarja, smo opisali management in njegove funkcije, managerja ter potrebna znanja, opredelili čustveno inteligenco in čustveno inteligenco managerja. V empiričnem delu smo prikazali rezultate raziskave čustvene inteligence managerjev podjetja Ledinek, v katerem imajo tri managerje. Vprašalnik so sestavljale trditve o mišljenju managerjev, njihovi čustveni inteligenci in njihovi skrbi za sodelavce. Po analiziranih rezultatih smo ugotovili, da so managerji podjetja Ledinek čustveno inteligentni, njihova skrb za sodelavce pa je velika. Na podlagi nekaterih odgovorov smo prišli do sklepa, da bi kljub temu lahko povečali svojo čustveno inteligentnost, predvsem mlajša managerja.

Keywords

management;manager;vodenje;uspešnost;čustva;čustvena inteligenca;

Data

Language:	Slovenian
Year of publishing:	2012
Source:	Hoče
Typology:	2.11 - Undergraduate Thesis
Organization:	UM EPF - Faculty of Economics and Business
Publisher:	[M. Kosi]
UDC:	159.942:005
COBISS:	11210012
Views:	2194
Downloads:	242
Average score:	0 (0 votes)
Metadata:

Other data

Secondary language:	English
Secondary title:	Emotional intelligence of managers
Secondary abstract:	The term emotional intelligence (EI or EQ) has came into use in the last decade. Critics indicate this concept as capricious, but today more and more people realize that general intelligence is not enough to detrmine proffesional buisness success, neither is enough for satisfaction in life. Emotional intelligence is increasingly gaining attention in the last decade. Some even believe that it is more important than intelligence quotient (IQ). A successful organization and management requires much more than just "gray cells", especially in solving problems faced by employees. Emotional intelligence consists of skills such as self-control, self-awareness, motivation, empathy and social skills. Thus, for managers is very important that besides managing skills such as: planning, organizing, directing, monitoring, also master emotional intelligence and command skills. Companies that are employing new managers are increasingly receptive to this ability, knowing that an organization will be more successful with such managers. Despite the fact that some are not emotionally intelligent enough, they can learn these skills. In the theoretical part of the graduate seminar, we examined the management and its functions, the manager and the necessary skills, defined emotional intelligence and emotional intelligence of the manager. In the empirical part, we showed the results of emotional intelligence research of the three Ledinek company managers. The questionnaire consisted of statements about thinking of managers, their emotional intelligence and care for their employees. After we analyzed the results, we found that the Ledinek company managers are emotionally intelligent, and their concern for employees is high. Based on some of the responses we came to the conclusion that the managers would still be able to increase their emotional intelligence, particularly the younger ones.
Secondary keywords:	management;manager;emotions;emotional intelligence;skills of emotional intelligence.;
URN:	URN:SI:UM:
Type (COBISS):	Final seminar paper
Thesis comment:	Univ. v Mariboru, Ekonomsko-poslovna fak.
Pages:	35 str., 6 str. pril.
Keywords (UDC):	philosophy;psychology;filozofija;psihologija;psychology;psihologija;executive functions;izvrševalne funkcije;emotions;affections;sensibility;feelings;čustva;razpoloženja;čustvenost;občutja;science and knowledge;organization;computer science;information;documentation;librarianship;institutions;publications;znanost in znanje;organizacije;informacije;dokumentacija;bibliotekarstvo;institucije;publikacije;prolegomena;fundamentals of knowledge and culture;propaedeutics;prolegomena;splošne osnove znanosti in kulture;management;menedžment;
ID:	1015559