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Authors: Pages: 218-225 Language: English DOI: https://doi.org/10.21272/mmi.2016.4-18
Abstract The aim of this article. We live in a world where change becomes self-evident and where the rate of change continues to increase as a result of technological progress, globalization, the Internet, and the proliferation of higher education. As a consequence, in the economy of our day, the only certainty is uncertainty, so the only certain source of long and lasting competitiveness namely organizational excellence will be the knowledge. Because of constant changes, those companies will succeed that create consistently new knowledge. Emotional intelligence has been searching for years, and it was found that there is a close relation between the organization’s tacit knowledge sharing systems and their emotional intelligence. In this study, the results of primer research among northwest Hungarian organizations are presented. The results of the analysis. With my research proved that the bureaucratic methods are no longer justified. In the world economy growing competition hierarchical systems with workers and leaders turn against each other are gradually being replaced by networks and teams, the hourly wages are being replaced by special owner benefits; permanent jobs are being replaced by liquid careers, for once and for all acquired skills for lifelong learning. The organization’s emotional intelligence contributes to job satisfaction of employees, which brings from the people the most, and makes them loyal to the company. With this, the company can gain a competitive edge that others will not be able to achieve. Developed emotional intelligence increases the resistance, preserves the organization’s health, promote its growth [12]. Conclusions and directions of further researches. The development of knowledge management systems, and within that, above all, the knowledge sharing is important in terms of the success of organizations, since in the organization can be found implicit knowledge, which cannot be copied by competitors, and it can mean long-term benefits for the company. However, the knowledge hidden in the human brain cannot be fully utilized by the company; it should seek to “storage” as widely as possible. To achieve this emotional intelligence would help. In order to support our organization, the flow of knowledge, we need to ensure the design of emotionally intelligent organization, thus ensuring that all internal organizational communication channels are open. To do this it is necessary to develop the appropriate organizational culture. An important factor is changing the attitudes of employees to knowledge. Those employees realize that sharing knowledge makes easier their own work as well. The leaders have a great responsibility in the fact that the employees have a positive stand on the sharing of knowledge. Management must improve the ways in which knowledge can be shared, and should give priority to the employee’s ideas, proposals and discoveries. This requires the existence of organizational emotional skills, a high level of emotional intelligence company. Keywords: emotional intelligence, emotional competence, use of tacit knowledge JEL Classification: L20, M20. Cite as: Magyar-Stifter, V. (2016). The path of building emotionally intelligent organization. Marketing and Management of Innovations, 4, 218-225. https://doi.org/10.21272/mmi.2016.4-18
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