By : Anisah Binti Mohamad Razali

Nur Habibah Najwa Binti

Explain why human relations skills are important.

Discuss the goal of human relations.

Describe the relationship between performance at the individual and group levels and organizational performance.

Describe the relationship among behavior, human relations, and organizational performance.

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Explain nine guidelines for effective human relations.

Briefly describe the history of the study of human relations.

Explain the ways of handling human relations problems

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management skills facilitating effective interaction with personnel

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People are the organization’s most valuable resource.

Single biggest reason for career success and failure.

Time spent in resolving employee clashes.

Important factor in global competition. Affects productivity. Managers work with people. Relates to everyday interactions with

people, regardless of the position held.

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Is to create a win-win situation by satisfying

employee needs while achieving organizational objectives.

Human relations: interactions among people.

Win-win situation: when the organization and the employees get what they want.Total person approach: realizes that the organization employs the whole person, notjust his or her job skills.

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Organization: A group of people working to achieve an objective.Organizational behavior: The collective behavior of the organization’s individuals and groups.Performance: the extent to which

expectations orobjectives have been met.Systems affect: all people in the organization

are affected by at least one other person, and each person affects the whole group/organization.

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Examplelevel 3:Org.behavior

Examplelevel 1:IndividualbehaviorManagersManagers

V.P. MarketingV.P. Marketing V.P. ProductionV.P. Production V.P. FinanceV.P. Finance

Board of DirectorsBoard of Directors

PresidentPresident

SupervisorsSupervisors

EmployeesEmployees

Examplelevel 2:Groupbehavior

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Individual

Organization

Organization

Group

Individual Group

Individual

Group

Organization

Ineffective individuals Ineffective groups

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Frederick Taylor: the Father of Scientific Management late 1800’s and early 1900’s focused on production, not people assumed workers acted rationally and were

motivated only by money Robert Owen: the “real father” of personnel

administration 1800 understood the need to improve the work

environment instituted reforms in his worker’s employment

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Frederick taylor

Robert owen

Elton Mayo and the Hawthorne studies mid-1920’s to the early 1930’s the “father of human relations” conducted research at Western Electric

Hawthorne Plant near Chicago, which resulted in several unexpected discoveries, including:

The Hawthorne effect: refers to an increase in performance due to special attention given to employees, rather than tangible changes in the work.

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Employees have many needs beyond those satisfied by money.

Internal work groups have powerful influence.

Supervisor-employee human relations affects the quality and quantity of employee output.

Many employee needs are satisfied off the job.

Employee relations affect employee performance.

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1930s and 1940s: Unions forced management to

recognize employee needs and research continued.

1960s: Theory X developed by Douglas

Macgregor (covered in chapter 3), while Eric Berne introduced Transactional Analysis (covered in chapter 8).

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1970s: Human relations began to be called

organizational behavior. Americans began to look to their competition for ways to increase performance.

1980s: William Ouichi developed Theory Z▪ Theory Z: integrates common business

practices in the United States and Japan into one middle-ground framework appropriate for use in the United States. 16

1980s: Peters and Waterman researched the

characteristics of successful organizations:▪ They have a bias for action.▪ They are close to the customer.▪ They use autonomy and entrepreneurship.▪ They attain high productivity through people.▪ They are hands-on and value-driven.▪ They stick to the knitting and do not diversify

greatly.▪ They use a simple organizational form with a

lean staff.▪ They have simultaneous loose-tight properties.

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1990s: Worker involvement dominates

human resource issues. Peter Lawler predicts:▪ Greater levels of participation at the

lowest levels of the organization.▪ More input into management decisions by

employee.

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Change the personChange the situationChange yourself

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Developing effective human relation skills is crucial to establishing and maintaining productive business relationships. Good communication and attention from managers typically leads to increased levels of productivity and job satisfaction. Human relations skills makes working in groups and teams possible.

Chapter-1 Understanding Behavior, Human Relations, and Performance 20

Thank you.

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http://www.allbusiness.com/glossaries/human-relations-skills/4959521-1.html

http://humanresources.about.com/od/legalissues/Employee_Relations_Employment_Law_Samples_Job_Descriptions.htm

Intrapersonal Skills: Behavior, Human Relations, and Performance ...

szethe.files.wordpress.com/2010/12/inter-and-intrapersonal-skills.pdf

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