Welcome to the Workplace!

(Human Relations)
1
Understanding Behavior,
Human Relations, and
Performance
Why Human Relations?
• People are the most important 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.
The Goal of Human Relations

to create a win-win situation by satisfying

employee needs while achieving
organizational objectives.
First Time
Management
Roles
Here’s the • You’re a new manager in a key
situation position to the company.
• You now have 35 people
reporting to you.
• You’re still learning the
business and the roles of
those employees who report
to you.
• You are unaware of the
dynamics within the
organization.
• What are your first steps?
 Laundry List

• Give yourself at least 6 – 12 months before making changes.

• In that time, you need to accomplish the following:
• Learn the dynamics of the organization
• Evaluate the job descriptions of those working for you; are they in
compliance? Do they reflect the job?
• Develop performance evaluation criteria
• Evaluate the wage scales for equity. When was the last time
employees received a raise? What criteria was used?
 Laundry List Continued

• Give yourself at least 6 – 12 months before making changes.

• In that time, you need to accomplish the following:

• Learn the interpersonal dynamics of those who work for you.

• Develop rapport and trust of those who work for you. Establish
yourself as a leader.
• Develop mission and vision of where the department is going.
Job Fit?
Total person approach: the organization employs the
whole person, not just his or her job skills.
• Does the individual fit within the organization?
Culture?
• You get the whole person – not just one aspect of
that individual.
• Can the individual separate work from personal
problems?
• From a legal standpoint – Does the person create a
hostile work environment for others because of
personal issues outside or in the workplace?
TERMS YOU NEED TO KNOW…
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 or
objectives have been met.
Systems effect: all people in the organization are
effected by at least one other person, and each person
affects the whole group/organization.
 Behavior: what people do and say
Board of Directors

President

V.P. Marketing V.P. Production V.P. Finance

Example
level 3: Example
Organizational level 1:
behavior Individual
Managers behavior

Supervisors
Example
level 2:
Group
behavior

Employees
Relationship Among Individual,
Group, and Organizational Performance

Organization

Individual Group

Group Individual

Individual Group

Ineffective individuals Ineffective groups

The Systems Approach:
…we affect everyone else’s performance

Performance
Human
Behavior relations

Human
relations Behavior
Human
Behavior relations
Ineffective behavior Ineffective human relations
 How likeable are you?
Rank each question from 1-5 “5” usually, “3” occasionally, “1” rarely

1. I’m an optimist. I look for the good in people and situations, rather than the
negative.
2. I avoid complaining about people, things, and situations.
3. I show a genuine interest in other people. I compliment them on their
success.
4. I smile.
5. I have a sense of humor. I can laugh at myself.
6. I make an effort to learn people’s names and address them by name during
conversations.
7. I truly listen to others.
8. I help other people cheerfully.
9. I think before I act and avoid hurting others with my behavior.
10. If I were to ask all the people I work/worked with to answer these nine
questions for me, they would select the same responses that I did.
The Nine Human Relations
Guidelines
1. Be Optimistic.
2. Be Positive.
3. Be genuinely interested in people.
4. Smile and develop a sense of humor.
5. Call people by name.
6. Listen to people.
7. Help others.
8. Think before you act.
9. Create a win-win situation.
Understanding
Behavior, Human
Relations and
Performance –
From a Scientific
Analysis
•Human Relations: Past,
Present and Future
Scientific Management
Fredrick W. Taylor
Late 1800’s early 1900’s
Mass Production
Time Motion studies
“one best way”
Focus on Production and quotas, not
people
Assumed Money was Key with
workers
FREDERICK TAYLOR’S - SCIENTIFIC MANAGEMENT -
TIME PERIOD = 1930’s

1. IDENTIFY THE ONE BEST WAY TO DO A JOB.

2. SELECT AND HIRE THE BEST SUITED PERSON.

3. TRAINING OF EACH WORKER - HE OR SHE KNEW

PRECISELY HOW TO ACCOMPLISH THE WORK/TASK.

4. A HIGH DEGREE OF COOPERATION BETWEEN

LABOR AND MANAGEMENT.
Pit Falls of Taylor’s Work
• Failed to • Not in touch
recognize the with human
social needs of behavior
employees. • Workers working
• Employees were conditions were
isolated in the not considered.
jobs.
 IN CONTRAST TO FREDERICK TAYLOR’S -
SCIENTIFIC MANAGEMENT
BUREAUCRACY -
1.
TASKS ARE DIVIDED INTO HIGHLY SPECIALIZED
JOBS - WORKERS ARE EXPECTED TO ONLY
PERFORM THOSE TASKS OUTLINED TO THEM AT
THE DATE OF HIRE.

2. “PARK YOUR BRAIN AT THE DOOR” - ATTITUDE

3. HIGHLY RIGID HIERARCHY WITH A CLEAR

DEFINITION OF REPORTING - LINES OF
AUTHORITY
 IN CONTRAST TO
FREDERICK TAYLOR’S -
SCIENTIFIC
MANAGEMENT
BUREAUCRACY -

2. “PARK YOUR BRAIN AT

THE DOOR” - ATTITUDE

3. HIGHLY RIGID
HIERARCHY WITH A
CLEAR DEFINITION OF
REPORTING - LINES OF
AUTHORITY
BUREAUCRACY (Continued)-
4. CLOSED DOOR POLICY -
CLOSED ENVIRONMENT
5. INITIAL PLACEMENT AND
ADVANCEMENT IN
ORGANIZATION IS BASED ON
MERIT AND QUALIFICATIONS
ONLY.
6. CREATIVITY IS A THREAT TO
ALL SYSTEMS
•Robert Owen
1800’s – 1920’s
The first manager-entrepreneur to understand need to
improve work environment and overall situation
Called “father of personnel administration”
Profit based on employee environment, situation
Against child labor of children under the age of 11.
Cleanliness and order
The Hawthorne Studies
1927 – 1932
Elton Mayo
Human Relations Movement
Employees have many needs beyond those
satisfied by money.
Internal work groups have powerful influence.
Many employee needs are satisfied off the job.
Employee relations affect employee
performance.
 Western Electric Hawthorne Studies
Mid 1920’s – 1930’s
• the scope of the study was expanded to discover
relationships between working conditions, industrial
productivity, and such additional variables as worker
morale, home life, upbringing, diet, and other habits.
This was largely achieved through guided and open-
ended interviews and transcripts of test room
conversation. Between 1928 and 1930, approximately
21,000 employees of the Hawthorne Plant granted
interviews to the research team.
 HAWTHORNE EFFECT
STUDIES BY ELTON MAYO
“Father of Human
Relations”
...OCCURS WHEN PEOPLE ARE
INFLUENCED BY RECOGNITION
TO PERFORM AT A HIGHER
LEVEL THAN THEY MIGHT
OTHERWISE.
W. Edwards Deming
1950’s
Dr. W. Edwards Deming is known as the father of the Japanese post-war industrial
revival and was regarded by many as the leading quality guru in the United States.
He passed on in 1993.
Trained as a statistician, his expertise was used during World War II to assist the
United States in its effort to improve the quality of war materials. He was invited to
Japan at the end of World War II by Japanese industrial leaders and engineers. They
asked Dr. Deming how long it would take to shift the perception of the world
from the existing paradigm that Japan produced cheap, shoddy imitations to
one of producing innovative quality products.

http://www.lii.net/deming.html
 His Answer….
• Dr. Deming told the group that if they would follow
his directions, they could achieve the desired
outcome in five years. Few of the leaders believed
him. But they were ashamed to say so and would
be embarrassed if they failed to follow his
suggestions. As Dr. Deming told it, "They surprised
me and did it in four years."
 “IF JAPAN CAN, WHY CAN’T WE?”
W. EDWARDS DEMING

14 STEPS MANAGEMENT MUST TAKE

1. CREATE CONSTANCY OF PURPOSE TOWARDS

IMPROVING PRODUCT AND SERVICE.

2. ADOPT THE NEW PHILOSOPHY: AWAKEN TO THE

CHALLENGE; LEARN RESPONSIBILITIES; TAKE ON
LEADERSHIP IN ORDER TO BRING ABOUT CHANGE.

3. CEASE DEPENDENCE OF INSPECTION TO ACHIEVE

QUALITY.
4. END THE PRACTICE OF AWARDING
BUSINESS ON THE BASIS OF THE PRICE TAG.
INSTEAD MINIMIZE TOTAL COST. MOVE
TOWARDS A SINGLE SUPPLIER AND DEVELOP
LONG-TERM RELATIONSHIPS. GOAL= J.I.T.
5. IMPROVE CONSTANTLY AND FOREVER
THE SYSTEMS OF PRODUCTION AND
SERVICE IN ORDER TO IMPROVE QUALITY.
INSTITUTE TRAINING ON THE JOB.

INSTITUTE LEADERSHIP

DRIVE OUT FEAR

BREAK DOWN BARRIERS BETWEEN DEPARTMENTS

10. ELIMINATE SLOGANS, EXHORTATIONS, TARGETS

THAT DEMAND ZERO DEFECTS AND NEW LEVELS OF
PRODUCTIVITY.
11. ELIMINATE WORK STANDARDS (QUOTAS) AND
SUBSTITUTE THEM WITH LEADERSHIP.
ELIMINATE MANAGEMENT BY OBJECTIVES.

12. REMOVE BARRIERS THAT ROB THE HOURLY

WORKER OF HIS RIGHT TO PRIDE OF
WORKMANSHIP.

13. INSTITUTE A VIGOROUS PROGRAM OF

EDUCATION AND SELF-IMPROVEMENT

14. PUT EVERYBODY IN THE COMPANY TO WORK

TO ACCOMPLISH THE TRANSFORMATION...
THE TRANSFORMATION IS
EVERYONE’S JOB”
Human Relations:
Past, Present, and Future …
• 1930s and 1940s: Unions forced
management to recognize
employee needs
• 1960s: Theory X & Y developed by
Douglas Macgregor while Eric Berne
introduced Transactional Analysis.
• 1970s: Human relations began to
be called organizational behavior.
Americans began to look to their Douglas Macgregor
competition for ways to increase
performance.
• 1980s: William Ouichi developed
Theory Z

William Ouichi
 Human Relations:
Past, Present, and Future
• 1980s: In Search of Excellence
• Peters and Waterman researched the characteristics of
successful organizations:
• They have a bias for action.
• They are close to the customer.
• They are use autonomy and entrepreneurship.
• They attain high productivity through people.
• They are hands-on and value-driven. Tom Peters
• 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.
• 1990s:
• Worker involvement dominates human resource issues.
 Trends and Challenges
• External Environmental Forces
• Diversity
• Litigation
• Race/ethnicity
• A service economy
• A global economy • An aging work force
• Quality and productivity • Sex
• Cost and reorganization’ • Family
• Innovation and speed • Changing educational levels

• Technology
 Involvement with computers
 Virtual offices
 Telecommunications
 Telecommuting