Exploring manipulation, empathy and social irritability as social IQ`s segments affecting managerial effectivity. Uses and limitations of postmodern demand, financial sector Dublin 2016. (*effectivity - the level of results from the actions of managers when demonstrating of effectivity in the workplace help produce high-quality results)
No Thumbnail Available
Authors
Cizmar, Richard
Issue Date
2016
Degree
MBA in Project Management
Publisher
Dublin Business School
Rights holder
Rights
Items in Esource are protected by copyright. Previously published items are made available in accordance with the copyright policy of the publisher/copyright holder.
Abstract
This paper, explores a powerful effect of Social IQ on the effectivity of managerial performance. The research was focused on the problem of Social IQ competences among the members of operative management within the randomly selected financial departments of various Dublin business units in 2016. Three selected segments of Social IQ - Manipulation, Empathy and Social Irritability have been investigated and analysed as predictors of Social IQ by using methodology PEMESI – Post peer evaluation quantitative survey developed by author. PEMESI has been derived from already existing methodology EMESI. In total, data received from 117 respondents have been analysed. The presented results of the study have confirmed the assumed hypothesis about significant ratio of managers without sufficient level of empathy, high tendency of manipulation and additionally defined the relation of these segments to the phenomenon of social irritation. Additional to this the author had a parallel aim that was to create an effective system for detection and intervention of Social IQ competences. In accordance to results and diagnostics, author suggests a recommendation in a form of optimized program for testing and subsequent systematic development of Social IQ knowledge among the management, advised through the DSQP (Development of Social IQ Program) - complex program composed from two phases developed by author. In the first phase author suggests to use validated PEMESI in combination with Karl Albrecht`s self-assessment quiz for detection of managerial Social IQ competences, and in the second phase author suggests to follow the theoretical framework of the educational process focused on improvement of insufficient Social IQ competences detected during phase one. Author in his comments also argues that DSQP would not only increase the managerial performance in the terms of effectivity but also positively influences organizational profitability. Author's keywords: Social IQ, Management