Managing Values and Emotions Introduction More and more companies are operating across national boundaries today, and more and more people are pursuing global career (Arthur & Rousseau, 1996; Thomas et al., 2005). A consequent results is the ever increasing diversity in workplace. Values, as the core of culture, are clashing with each other. Also, different emotional disposition are found in workplace. In addition, organization often desire certain values and emotions to build better organizational culture or pursue better performance. How should these values and emotions be managed, or should they be left aside uncontrolled? Following a pragmatic perspective, this essay argues that values and emotions can and should be managed. For the first reason, only through proper management can values and emotions be coordinated with organizational commission and objective, otherwise they will ruin the workplace atmosphere, and negate work efficiency. For the second reason, it is management that can exploit the positive potentials of values and emotions, not ignorance. For the third reason, many practices in manipulating values and emotions have been put into practice with satisfying results. In section one, Ill discuss the need to manage values and emotion, focusing on diversity management. In section two, Ill discuss another reason why values and emotions should be managed. In section three, I will further the discussion into ethical aspect, and argue that even taking ethics into consideration, values and emotions can and should be managed. In section four, Ill reviews the practice conducted and programs developed in real world, to show that values and emotions can be successfully managed. Reason for Managing Values and Emotions: Diversity Management A workplace is usually filled with many workers, whose interactions forms the organizational culture int the workplace (Douglas and Martinko, 2001). Different people have different personal traits, personalities, social statuses, etc. These differences greatly shape their actions and emotional display (Furnham, 1992). Of all these differences, the difference between values is the most important one, since value is the most underlying factor deciding peoples behavior and emotion (Homer and Kahle, 1988). The development of social economy has changed the workplace into a very diverse place, where the differences in values and emotions are dispersed. With the trend of globalization and free flow of human intelligence across national borders, diversity in values and emotions is more and more obvious. This diversity is especially common among multinational companies, and will continue the in the future (Riccucci 2002). The impact of value and emotion on organizational performance has long caught managerial attention. Filed observations have showed that diversity in values and emotions have both positive and negative effects on organizational performance. For example, Jehn et al., (1999) find that diversity in values negatively affect group performance more than social category. While Watson et al. (1993) find that diversity can increase group performance. Generally, the positive effects of diversity in values and emotions exist in several aspects (Thomas and Bendixen, 2000). First, people with different values or emotional display have different perspectives on problems in discussion. With more perspectives, more and better ideas are more likely to come out (Distefano and Maznevski, 2000). Second, one common phenomenon in decision making process of homogeneous groups is groupthink; however, in groups with different cultures, values, or emotional dispositions, people will stand for their ideas more firmly, lowering the probability of falling into groupthink. Also, the negative effects of diversity are multifaceted. The most common negative effect of the diversity is misunderstanding. Some personal traits may be preferred in some cultures, while detested in other cultures. So, when one member displays the trait with good intention, others may feel angry towards him. Given the potential positive and negative effects of diversity in values and emotions, it is certain that these diversities should be managed. Because, without proper management the negative effects are very likely to occur; and diversity management can facilitate the occurrence of positive effects. Were these diversities left aside, misunderstanding, mistrust, and conflicts would germinate and hinder the performance of the organization and destroy its harmonious organizational atmosphere. Reason for Managing Values and Emotions: Performance-orientationThe match between organization and employee is crucial for both organizational performance and the happiness of the employee. In real world, organizations choose to recruit people compatible with its organizational culture in values and emotional dispositions, and so do employees (Schein, 1990). And employees who later find themselves not co