Emotional Intelligence, Vroom's Theory, Globalization Report

This report delves into the multifaceted concepts of emotional intelligence, Vroom's Expectancy Theory, and the impact of globalization on leadership and management. It begins by analyzing the four key elements of emotional intelligence: self-awareness, self-management, social awareness, and relationship management, and their practical application in various scenarios, particularly within the context of event planning. The report then examines Vroom's Expectancy Theory, illustrating how it influences effort and performance, reflecting on the student's personal experiences and motivations. Furthermore, it addresses the increasing trend toward globalization and its effects on diversity management within organizations, emphasizing the need for inclusive policies and practices such as zero-tolerance policies and sensitivity training. The report provides an in-depth understanding of the integration of these concepts and their relevance in the contemporary business environment, with a focus on practical applications, and is supported by various references from academic sources to validate the arguments presented. The report highlights the importance of understanding and managing diversity in a globalized world, emphasizing the need for organizations to create inclusive environments. The report underscores the importance of emotional intelligence in leadership, the motivational aspects of Vroom's theory, and the crucial role of diversity management in a globalized world, making it a valuable resource for students studying leadership and management.

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Emotional Intelligence, Vroom's Expectancy Theory, and Globalization
Student’s Name
4/12/2019

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Emotional Intelligence, Vroom's Expectancy Theory, and Globalization
Emotional intelligence refers to a combination of emotional and social skills that
highlights the way we observe and express ourselves, improve social relations and manage up
the challenges in significant way. It is important to manage all the components of emotional
intelligence for better performance (Baba, 2017).
The four key elements of emotional intelligence include:
Self-Awareness- It refers to being awake about how you are feeling, being conscious about
the emotions within yourself. As an event planner, I have the element of self- awareness
because I trust my gut feeling and solve the complexities of the event. It needs to be
improved because it will help me to interact with the participants and volunteer of the event
(Goleman & Boyatzis, 2017).
Self-Management- This element of emotional intelligence describes the management of
emotions. As an event planner, it is crucial to managing the emotions to work efficiently and
provide right direction to all the members of the event. This element is needed to be
improved because the understanding of the emotions will help in raising the funds in an
integrated manner. By knowing its effects the person can choose how to act. Managing of
emotions will not lead to panic situations and will not hamper the purpose of the event
(Serrat, 2017).
Social Awareness- This element describes the level of understanding to act in different
social situations and achieve the best result. As an event planner, it is important to be socially
aware to interact and influence the decisions of others. This element is necessary to be
improved to improve my skills and have a better connection with the participants and the

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members of the event. An understanding of the emotions will help me to respond to the
fluctuating situations in a better way (Serrat, 2017).
Relationship Management - This is the last element of emotional intelligence which
describes the capability of a person to cultivate positive relationships, inspire others and react
to the emotions of others. This element is crucial and needs to be improved at every stage
because as an event planner I need to construct positive relations with the volunteers and
must have the ability to the influence the participants to contribute maximum toward the
event (Goleman & Boyatzis, 2017).
Vroom Expectancy Theory
Vroom expectancy theory states that the intensity of tendency to perform depends
upon the intensity of an expectation that the particular performance will lead to the
achievement of the desired outcome (Business Jargons, 2019). It is based upon the three
elements which include:
Valence is the implication associated with an individual about the expected
outcome (Business Jargons, 2019).
Expectancy refers to the faith of the individual that better performance will lead to better
result (Lazaroiu, 2015).
Instrumentality is the confidence that if you implement well, then a valid outcome will be
there (Lazaroiu, 2015).

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Reflection
According to the present scenario, the intensity of achievement of the purpose
reflected in the way I am managing the event with the main purpose of raising the fund for
the event. I perceive myself as a partial achiever because I effectively managed all the
departments and was able to influence the volunteer to an extent. But I will more focus on
meeting the expectations of all the volunteers by providing them recognition and rewards for
effective coordination and fulfil their expectations from the event.
The main expectation of the event was to raise the funds by properly influencing the
participants. I was able to persuade their decisions and contribute to the event. The intensity
of performance is reflected in me and my team members by continuously striving to achieve
maximum contribution.
The learning’s which I received from conducting the event as I was not able to live to
the expectations of the volunteers because at some point they were expecting some praise and
recognition for their effective performance which in turn created some level of dissatisfaction
among the volunteers. However, I will ensure that in the future upcoming events I will
effectively manage the expectations of the coordinators so as to increase the intensity of
performance of the members.
This event helped me in analysing that the level of performance is reflected from the
confidence of the members that their expectations will meet by conducting the performance.
Globalization and management of diversity
The increasing trend towards the globalization has developed the multicultural
workforce environment. Increasing diversity has developed the merging need for the

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companies to provide satisfaction to the entire diverse workforce and create the policies that
are favourable both for the employees and the company (Gunn, 2017).
For effective management of the diverse workforce, the company must focus on
prioritizing communication to effectively communicate with the employees and must develop
the policies and the procedures for avoiding cultural barriers. It must treat every employee as
an individual to avoid the misunderstandings and do not make false assumptions based upon
the background of the employee (Susanto, Fang-Yie & Chen, 2019).
The company must focus on encouraging the employees by developing diverse
workforce teams to avoid the cultural notions and misunderstandings and develop a
harmonious environment at the workplace. The organization must set the base standards that
are equal for all the employees irrespective of their culture and caste. It must be open minded
and allow the diverse workforce to share their experience and have an understanding of the
diverse cultures (Wood & Wilberger, 2015).
To manage the diversities at the workplace the other important consideration is about
the documentation procedures and the policies. The policies and procedures must be designed
in consideration of the diverse workforce.
Zero-Tolerance Policy
This is the main policy to be designed by the organization to create an environment
where the employees feel safe and there is no place for misconduct and unethical behaviour
of the employees. The harassment, abuse will not be tolerated in the company (Dyson, 2017).
Sensitivity training

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Sensitivity training helps the employees to be aware of how to coexist within a
diverse workforce and be cognizant of cultural diversity. It helps in making the employees
aware of their own cultural biases and prejudices (Tjosvold, 2017).
Stay Abreast of Diversity Laws
It is crucial for the company to stay abreast of the current regulations and laws for the
protection of the employee (Dyson, 2017).
From the above, it is concluded that the management of diversity has become crucial
for the success of the company.

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References
Baba, M. M. (2017). Emotional Intelligence, Organizational Commitment, and Job
Satisfaction: A Study of Higher Learning Institutions. Amity Global Business
Review, 12(2)
Business Jargons. (2019). Vroom’s Expectancy Theory. Retrieved from:
https://businessjargons.com/vrooms-expectancy-theory.html
Dyson, E. (2017). The shifting definition of diversity at workplace. Retrieved from:
https://www.peoplescout.com/getting-right-understanding-managing-diversity-in-
workplace/
Goleman, D., & Boyatzis, R. (2017). Emotional intelligence has 12 elements. Which do you
need to work on. Harvard Business Review, 84(2), 1-5
Gunn, S. (2017). Globalisation, education and culture shock. United Kingdom: Taylor &
Francis
Lazaroiu, G. (2015). Work motivation and organizational behavior. Contemporary Readings
in Law and Social Justice, 7(2), 66-75
Serrat, O. (2017). Understanding and developing emotional intelligence. In Knowledge
solutions (pp. 329-339).Singapore: Springer
Susanto, H., Fang-Yie, L., & Chen, C. K. (2019). Managing Human Capital in Today’s
Globalization: A Management Information System Perspective. Apple Academic
Press
Tjosvold, D. (2017). Cross-cultural management: foundations and future. London: Routledge

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Wood, V. R., & Wilberger, J. S. (2015). Globalization, cultural diversity and organizational
commitment: Theoretical underpinnings. World, 6(2), 154-171