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11 Organizational behaviour > Implications for HR specialists - Pg. 132

132 Part 2 People and organizations Critical evaluation of the concept of emotional intelligence The notion that there is more to being effective as a manager or working with people than having a high IQ is persuasive. What matters is how that intel- ligence is used, especially when relating to people. The term `emotional intelligence' has become a con- venient and recognizable label for this requirement: someone who is poor at dealing with people is described as lacking in emotional intelligence. Instruments are available for measuring emo- tional intelligence such as the Trait Emotional Intelligence Questionnaire (Petrides and Furnham, 2000). On the basis of such questionnaires, learning and development programmes can be created for individuals or groups which focus on any weak- nesses revealed. But doubts have been expressed about the notion of emotional intelligence. Locke (2005: 426), a well-respected occupational psychologist, made the following observation: of emotional intelligence. There is a danger of confusion if emotional intelligence notions and competency frameworks overlap. implications for Hr specialists The main implications for HR specialists of organ- izational behaviour theory are summarized below. How organizations function When involved in organization design bear in mind that, while the highly structured classical model with clearly defined roles and lines of control and communication may appear to be the ideal solution, in practice organizations function differently. It is necessary to take into account the post-bureaucratic school and think of the organization as a portfolio of