Human/Work Relations

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Why is Human Relations Important. in Business? Hierarchical objectives are accomplished by individuals ... Why have the ways to deal with Human Relations been evolving? ...

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Human/Labor Relations Week One Human Relations & Perception

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Why is Human Relations Important in Business? Human/Labor Relations Organizational objectives are accomplished by individuals cooperating adequately. Individuals are the most vital asset in an association = Total Person Approach to Management

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Which way do I go? Why have the ways to deal with Human Relations been evolving? Human/Labor Relations Global rivalry Diversity of the workforce Technology is electronic not mechanical Accepting of progress and tumult Request for sharing of force

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Human/Labor Relations Influences Having an Impact on Human Relations Theory Social Forces … qualities, needs, and measures of conduct. Political Forces … impact of political and legitimate foundations on individuals & associations. Financial Forces … strengths that influence the accessibility, generation, & dispersion of a general public's assets. Chronicled Forces … the impact of the past, present and what's to come.

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Human/Labor Relations Human Relations Perspectives Over Time 1990 The Learning Organization 1950 Management Science 1940 Behavioral Science 1920 Human Relations 1900 Classical

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Human/Labor Relations Classical Theory Labor is isolated with clear meanings of power and obligation. Positions are in progression of power. Faculty are chosen and advanced in light of capabilities. Administration is separate from possession. Standards and techniques guarantee dependable, & unsurprising conduct. Tenets are generic and consistently connected.

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Division of work Authority Discipline Unity of charge Unity of heading Subordination of individual enthusiasm for basic great Remuneration Centralization Scalar chain Order Equity Stability and residency of staff Initiative Esprit de corps Administrative Principles & Henri Fayol's 14 Points

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Characteristics of Scientific Management General Approach Developed standard technique for playing out every occupation. Chosen specialists with fitting capacities for every employment. Prepared specialists in standard technique. Upheld laborers by arranging work and taking out intrusions. Given wage motivating forces to specialists to expanded yield. Commitments Demonstrated the significance of remuneration for execution. Started the watchful investigation of assignments and occupations. Shown the significance of work force and their preparation. Reactions Did not acknowledge social setting of work and higher needs of specialists. Did not recognize change among people. Tended to view specialists as clueless and overlooked their thoughts.

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Human/Labor Relations Human Relations Approach Emphasized comprehension human conduct. Managed needs & states of mind in the work environment. Genuinely successful control originates from inside the individual specialist instead of tyrant control. Hawthorne Studies conveyed this point of view to cutting edge.

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Human Relations Movement Hawthorne Studies Ten year concentrate on Four trial & three control bunches Five unique tests Test indicated figures other than enlightenment for efficiency first Relay Assembly Test Room analysis, was questionable, test kept going 6 years Interpretation, cash not reason for expanded yield Factor that expanded yield, Human Relations

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Behavioral Sciences Approach Human/Labor Relations Develops hypotheses about human conduct in view of logical techniques & examine. Applies sociology in a hierarchical setting. In comprehension workers draws from financial aspects, brain science, humanism.

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Management Science Perspective Human/Labor Relations Emerged after WW II Distinguished for its use of arithmetic, measurements to critical thinking Operations Research rose Operations Management developed Management Information Systems rose

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The Learning Organization Human/Labor Relations Emerged in late 1990s. Response to quick changes occurring in associations. Stresses capacity to adapt to "turmoil". Strengthening Participatory Management.

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Culture that can be seen at the surface level Visible 1. Ancient rarities, for example, dress, office design, images, trademarks, services Invisible 2. Communicated qualities, for example, "The Penney Idea," "The HP Way" 3. Fundamental suspicions and profound convictions, for example, "individuals are sluggish and can't be trusted" Deeper values and shared understandings held by association individuals Human/Labor Relations Levels of Corporate Culture

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Human/Labor Relations Visible Manifestations Symbols – a protest, demonstration, or occasion that passes on critical significance. Stories – a story in view of an occasion that is shared inside the organization. (Treat story.) Heroes – assume that epitomizes the traits of the organization. (Lee Iacocca.) Slogans – a brief articulation of corporate qualities. (… you need to satisfy the client.) Ceremonies – grants; representative of the year.

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Types of Corporate Cultures Human/Labor Relations Baseball group culture Club culture Academy culture Fortress culture

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Organizational Culture of Highline Community College Human/Labor Relations What are the images, stories, saints, trademarks, and services at Highline?

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Perception Human/Labor Relations The procedure individuals use to bode well out of the earth by selecting, sorting out, and deciphering data from the earth.

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The Perception Process Human/Labor Relations Organizing the chose information into examples for understanding and reaction Screening the data and selecting what to prepare Observing data by means of the faculties

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Perceptual Selectivity Human/Labor Relations Characteristics of the Stimuli Contrast Novelty Familiarity Intensity Motion Repetition Size

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Perceptual Selectivity Human/Labor Relations Characteristics of the Perceiver Needs and Motivation Values and Beliefs Personality Learning Primacy Recency

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Perceptual Distortions Human/Labor Relations Stereotyping Halo impact Projection Perceptual guard Be mindful!

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Attributions Human/Labor Relations Internal attribution says qualities of the individual prompted to the conduct. Outer attribution says something in regards to the circumstance brought on the conduct. Three components affecting whether an attribution will be inward or outer: Distinctiveness - whether the conduct is abnormal for that individual. Provided that this is true, the perceiver will accept an outer characteristic. Accord - whether other individuals have a tendency to react to comparative circumstances similarly. Provided that this is true, the perceiver will expect an outside trait. Consistency - whether the individual being watched has a past filled with carrying on similarly. Provided that this is true, the perceiver will expect an inner attribution. Judgements about what brought on a man's conduct. Was it something about the individual or something about the circumstance .

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Johari Window Human/Labor Relations

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Stress Response Human/Labor Relations Stage 2 Perceptual Defense Stage 3 Exhaustion Stage 1 Alarm Response to upsetting occasion Perceptual Defense Normal level of resistance

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Causes of Boss Stress Human/Labor Relations Four Categories : Demands Associated with Job Tasks Physical Conditions Roles (Sets of expected practices) Interpersonal Pressures and Conflicts