Human Relations &

Perception
Human/Labor Relations
Week One
Why is Human Relations Important
in Business?
Organizational goals are achieved by
people working together effectively.

People are the most important resource
in an organization =
Total Person Approach to Management
Human/Labor Relations
Why have the approaches to Human
Relations been changing?
CGlobal competition
CDiversity of the workforce
CTechnology is electronic not
mechanical
CAccepting of change and chaos
CRequest for sharing of power
Which way do I go?
Human/Labor Relations
Influences Having an Impact on
Human Relations Theory
Social Forces values, needs, and standards of
behavior.
Political Forces influence of political and legal
institutions on people & organizations.
Economic Forces forces that affect the
availability, production, & distribution of a societys
resources.
Historical Forcesthe effect of the past, present and
the future.
Human/Labor Relations
Human Relations
Perspectives Over Time
Human/Labor Relations
1920
Human Relations
1940
Management Science
1950
Behavioral Science
1990
The Learning Organization
1900
Classical
Classical Theory
Labor is divided with clear definitions of authority
and responsibility.
Positions are in hierarchy of authority.
Personnel are selected and promoted based on
qualifications.
Management is separate from ownership.
Rules and procedures ensure reliable, & predictable
behavior.
Rules are impersonal and uniformly applied.
Human/Labor Relations
Administrative Principles &
Henri Fayols 14 Points
Division of labor
Authority
Discipline
Unity of command
Unity of direction
Subordination of
individual interest for
common good
Remuneration
Centralization
Scalar chain
Order
Equity
Stability and tenure
of staff
Initiative
Esprit de corps
Characteristics of Scientific Management
General Approach
Developed standard method for performing each job.
Selected workers with appropriate abilities for each job.
Trained workers in standard method.
Supported workers by planning work and eliminating interruptions.
Provided wage incentives to workers for increased output.
Contributions
Demonstrated the importance of compensation for performance.
Initiated the careful study of tasks and jobs.
Demonstrated the importance of personnel and their training.
Criticisms
Did not appreciate social context of work and higher needs of workers.
Did not acknowledge variance among individuals.
Tended to regard workers as uninformed and ignored their ideas.
Human Relations Approach
Emphasized understanding human behavior.
Dealt with needs & attitudes in the workplace.
Truly effective control comes from within the
individual worker rather than authoritarian
control.
Hawthorne Studies brought this perspective to
forefront.
Human/Labor Relations
Ten year study
Four experimental & three control groups
Five different tests
Test pointed to factors other than illumination for
productivity
1st Relay Assembly Test Room experiment, was
controversial, test lasted 6 years
Interpretation, money not cause of increased output
Factor that increased output, Human Relations
Human Relations Movement
Behavioral Sciences Approach
Develops theories about human behavior based on
scientific methods & study.
Applies social science in an organizational
context.
In understanding employees draws from
economics, psychology, sociology.
Human/Labor Relations
Management Science Perspective
Emerged after WW II
Distinguished for its application of
mathematics, statistics to problem solving
=Operations Research emerged
=Operations Management emerged
=Management Information Systems emerged
Human/Labor Relations
The Learning Organization
Emerged in late 1990s.
Reaction to rapid changes taking place in
organizations.
Emphasizes ability to cope with chaos.
Empowerment
Participatory Management.
Human/Labor Relations
Levels of Corporate Culture
Visible
1. Artifacts, such as dress, office
layout, symbols, slogans,
ceremonies
2. Expressed values, such as The
Penney Idea, The HP Way
3. Underlying assumptions and deep
beliefs, such as people are lazy
and cant be trusted
Invisible
Culture that can be
seen at the surface
level
Deeper values and shared
understandings held by
organization members
Human/Labor Relations
Visible Manifestations
Symbols an object, act, or event that
conveys significant meaning.
Stories a narrative based on an event that is
shared within the company. (Cookie story.)
Heroes figure that exemplifies the attributes
of the company. (Lee Iacocca.)
Slogans a succinct expression of corporate
values. ( you have to please the customer.)
Ceremonies awards; employee of the year.
Human/Labor Relations
Types of Corporate Cultures
Baseball team culture
Club culture
Academy culture
Fortress culture
Human/Labor Relations
Organizational Culture of
Highline Community College
What are the symbols,
stories, heroes, slogans, and
ceremonies at Highline?
Human/Labor Relations
Perception
The process people use to make sense
out of the environment by selecting,
organizing, and interpreting
information from the environment.
Human/Labor Relations
The Perception Process
Observing
information via
the senses
Screening the
information and
selecting what to
process
Organizing the
selected data into
patterns for
interpretation and
response
Human/Labor Relations
Perceptual Selectivity
4 Characteristics of the Stimuli
Contrast
Novelty
Familiarity
Intensity
Motion
Repetition
Size
Human/Labor Relations
Perceptual Selectivity
4 Characteristics of the Perceiver
Needs and Motivation
Values and Beliefs
Personality
Learning
Primacy
Recency
Human/Labor Relations
Perceptual Distortions
Stereotyping
Halo effect
Projection
Perceptual defense
Be aware!
Human/Labor Relations
Attributions
4 Internal attribution says characteristics of the person led to the behavior.
4 External attribution says something about the situation caused the behavior.
Three factors influencing whether an attribution will be internal or
external:
O Distinctiveness- whether the behavior is unusual for that person. If so, the
perceiver will assume an external attribute.
O Consensus- whether other people tend to respond to similar situations in the
same way. If so, the perceiver will assume an external attribute.
O Consistency- whether the person being observed has a history of behaving in
the same way. If so, the perceiver will assume an internal attribution.
Judgements about what caused a persons behavior.
Was it something about the person or something about the situation.
Human/Labor Relations
Johari Window
http://www.cps.usfca.edu/324sh/johari.htm
Human/Labor Relations
Stress Response
Human/Labor Relations
Stage 2
Perceptual Defense
Stage 3
Exhaustion
Stage 1
Alarm
Response to
stressful
event
Normal level
of resistance
Perceptual
Defense
Causes of Boss Stress
Four Categories:
ODemands Associated with Job Tasks
OPhysical Conditions
ORoles (Sets of expected behaviors)
OInterpersonal Pressures and Conflicts
Human/Labor Relations