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We argue here that emotional labor is a complex construct that can be viewed from different. Our starting point is Ashkanasy's (2003) five-level model of emotions in organizations, which places emotional labor at the midpoint (Level 3): the interpersonal level. In this chapter, we reanalyze the conceptual map of emotional labor in order to provide a more nuanced understanding of the construct. Finally, some theories are considered about how the different subdivisions of ACC might interact with other cortical structures as a part of the circuits involved in the regulation of mental and emotional activity. In addition, the development of the emotional and cognitive roles of ACC are discussed, and how the success of this regulation in controlling responses might be correlated with cingulate size. Neuroimaging studies showing that separate areas of ACC are involved in cognition and emotion are discussed and related to results showing that the error negativity is influenced by affect and motivation.
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In this article, these various findings are reviewed in relation to the idea that ACC is a part of a circuit involved in a form of attention that serves to regulate both cognitive and emotional processing. The findings from EEG studies of a focal area of negativity in scalp electrodes following an error response led to the idea that ACC might be the brain's error detection and correction device.
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In the late 1980s, neuroimaging research indicated that ACC was active in many studies of cognition. Classically, this region has been related to affect, on the basis of lesion studies in humans and in animals. The ventral striatum, anterior cingulate and insular cortex also provide unique contributions to emotional processing.Īnterior cingulate cortex (ACC) is a part of the brain's limbic system. Individual differences in amygdala activation are implicated in dispositional affective styles and increased reactivity to negative incentives. The amygdala has been consistently identified as playing a crucial role in both the perception of emotional cues and the production of emotional responses, with some evidence suggesting that it is particularly involved with fear-related negative affect. The ventromedial sector of the PFC is most directly involved in the representation of elementary positive and negative emotional states while the dorsolateral PFC may be involved in the representation of the goal states towards which these elementary positive and negative states are directed. It is proposed that the PFC plays a crucial role in affective working memory. To accomplish this, it is essential that the organism have a means of representing affect in the absence of immediate elicitors. Emotion guides action and organizes behavior towards salient goals. Emphasis is placed on the prefrontal cortex (PFC) and the amygdala as two key components of this circuitry. Recently, there has been a convergence in lesion and neuroimaging data in the identification of circuits underlying positive and negative emotion in the human brain. We discuss the implications for the emerging field of organizational cognitive neuroscience and for conceptualizing the interaction between the brain, cognition and emotion in organizations. Drawing on a socially situated perspective, our analysis develops a framework that connects brain, body and mind to social, cultural, and environmental forces, as significant components of complex emotional and cognitive organizational systems. The results of this “thought experiment” suggest that the brain is more appropriately conceived as a regulatory organ that integrates top-down (i.e., social, artifactual and environmental) and bottom-up (i.e., neural) influences on organizational behavior, rather than the sole cause of that behavior. Our analysis shows that, to accomplish work-related tasks in organizations, the brain relies on and closely interfaces with the body, interpersonal and social dynamics, and cognitive and emotional processes that are distributed across persons and artifacts.
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In response to recent calls to better understand the brain’s role in organizational behavior, we propose a series of theoretical tests to examine the question “can brains manage?” Our tests ask whether brains can manage without bodies and without extracranial resources, whether they can manage in social isolation, and whether brains are the ultimate controllers of emotional and cognitive aspects of organizational behavior.