Emotional Dissonance Definition

only shape emotions but also reflect the dominant views of emotion, their relative importance, and the socially accepted ways of dealing with them. It is frequently assumed that feeling rules create a tense relationship between socially expected emotions and actually experienced emotions. This tension gives rise to “emotional dissonance” or “emotional deviance” (Hochschild, 1983). Hochschild notes that feeling rules are effective in principle in two ways: as individual expectations of how we (and probably others) usually or “normally” feel in a specific situation (e.g., we expect to feel bored during the lecture of a certain colleague) or as social expectations how we should feel in this situation (Hochschild, 1979).

The emotions of anger,

They felt betrayed while they tried to manage their own emotions against a difficult situation.

3.1. Modern Bureaucracy and Bureaucratic managers

Given the purpose of the study - which is to investigate how the academic and the administrative staff at Greek Universities manage their emotions relating to lay-offs of their colleagues and in what way the media coverage is related to these emotions – it is appropriate to assume a theoretical framework based on bureaucracy and emotional labour. Emotional labour has been defined as ‘the effort, planning and control needed to express organizationally desired emotion during interpersonal transaction (Morris and Feldman, 1996, p. 987).

3.1.1. Bureaucracy

In order to comprehend the emotional labour of managers working in a bureaucratic environment it is essential to explore the concept of bureaucracy. Max Weber (1981: 21), describes a fully developed bureaucracy as dehumanized in the sense that love, hatred, and all purely personal, irrational, and emotional elements which escape calculation are eliminated. The bureaucratic principle of equal treatment according to formal rules eliminates traditional forms of governance based upon personal relationships, power and privilege (Weber 1981: 24-5). According to Weber bureaucracy is the most efficient and rational way in which human activity

The first one is standard of fixed, official jurisdictional areas governed by a highly codified system of rules and regulations. In addition a bureaucratic organisation is characterized by a visible hierarchy, organised from the top down to the lowest gradations. Moreover, a bureaucratic system is based on the presence of written documents that the staff is expected to manage them. One more characteristic is a thorough and expert training of all specialized office management. Furthermore, bureaucracy demands full working capacity of the official, irrespective of the obligatory time in the office. Finally, the management of the office follows general rules which are more or less stable, more or less exhaustive, and which can be learned. For instance, in this study, the academic and the administrative staff seems to adhere to the bureaucratic rules and regulations submitting to Greek government the requested list. The staff is obliged to obey the rules and the regulations of a bureaucratic organisation which is constituted by written documents and