Rakesh received an email to attend a meeting hosted by the company head at 5:00 p.m. He attended the meeting and realised it was a large meeting with almost 150 employees in attendance. As the agenda was not stated, Rakesh guessed it had to do with performance review of the employees as the company had recently undergone a review process, or to discuss the annual meet to be hosted by his campus. Rakesh was pleased to attend the meeting. The meeting began with the company head presenting the staff with a few statistics on how the company is performing and discussed how employees can help further. The company head proceeded with a statement on how it is important for employees to perform well and the company plans to take care and help the underperformers. Suddenly out of the blue Rakesh heard his name being called out and to his understanding his name was associated with poor performance. He realised that his supervisor Ravi, never discussed his performance with him earlier but the matter seemed to have reached the company head and besides, what gives the company head the right to take his name in front of a 150 people thought Rakesh. Soon Rakesh began feeling upset at his name being mentioned in the meeting and he could feel his body flushed and warm. He wanted to speak up and defend himself but thought that would only worsen the situation. He now was unable to hear anything and began feeling dizzy. Not knowing what to do he rushed out of the meeting with tears in his eyes. a. Identify and explain the different components of emotions as experienced by Rakesh in the scenario given above. b. Explain briefly how a high Emotional Intelligence would have helped Rakesh cope better with the above situation?
Answers
management process. There are two key elements to consider when developing goals. First, are goals written clearly and objectively? Second, are they directly contributing to the achievement of business strategy? Typically, the process begins with departmental managers setting goals for their departments, based upon organization-wide goals, which support the general business strategy. Making departmental goals accessible to all managers ensures there is no overlap, reduces conflict, and allows members of different departments to see where they support each other and ensure they are not working at cross purposes. Each manager in turn shares the overall goals with his/her department and meets with employees to identify individual performance goals and plans. When setting goals, key job expectations and responsibilities should act as the main guide and reference. Goals should be set that not only address what is expected,
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