1

LESLIE
D GUIMAL
The Management 2: Human Relation in Management
HUMAN RELATIONS
Skills or ability to work effectively through and
with other people.
Understanding of how people work together in
groups, satisfying both individual needs and
group objectives.
Reasons for studying human relations:
1. Human Rights- rights that are considered by
most societies to belong automatically to
everyone among them are the rights to
freedom, justice and equality.
2. The
Global
Marketplacedifferent
personalities and more importantly different
cultures. Flexible enough to adjust and adapt.
3. Emphasis on people as human resourcesthe people behind any endeavor will greatly
influence the success or failure of any
endeavor. Managers and corporate planners
are placing great emphasis on the human
factor.
4. Renewed emphasis on working groupstend to like working as teams and being
involved in making decisions as a group.
5. Increasing diversity in the workplace- in
Filipino workplace there is an assortment of
people if classified as to race and religion.
Countries like US there even exists a mixture of
race, nationality and culture. Human relations
skills now give deeper understanding of the
differences that diversity brings.
The study of human relations helps and improves the
employee in several ways.
1. Human relations and the manager-the
most common reason for failure in the job of
manager is faulty human relations skills.
2. Human relations and the entrepreneurowner and operator of a business, people skills
or human relations are the most important
factors in success.
3. Human relations and the employeeundeveloped interpersonal skills represent the
single most important reasons for failure at a
job.
Developing
interpersonal
skills
is
extremely important to the advancement of
your career.
Brief history
(1830) Robert Owen (British)
Treating workers better
Stopped employing young children
Encouraged his workforce to stay clean
and sober
(1835) Andrew Ure
Author of the philosophy of
Manufacturers
Workers should have medical help, hot
tea n a regular basis, good ventilation
and sick leave.
(1869) Knights of Labor
Organized
pre-labor
union
who
denounced the bad working conditions
and
unfair
treatment
in
many
workplaces of that time
(1900) Max Weber (German Sociologist)

Human relations problems were caused

by favouritism, nepotism, and other
unfair practices.
Bureaucratic
Organizations
Approach-impersonal but rational
system. There is a model called
bureaucracy- formal organization in
which person has specific duties and
responsibilities and assigned to only
one supervisor.
(1910 world war I) Frederick Taylor (industrial
engineer and inventor)
Scientific Management Movementsystem based on upon scientific and
engineering principles.
2 Major Features:
1. Carefully select and train
workers for specific task
2. Motivate workers to increase
productivity
Industrial engineer who was renowned
as an inventor whose best invention
was the optimum shovel.
(1912) Mary Parker Follett (Lecturer and
Writer of Human Relations Issues)
Three
concepts
on
Human
Relations
1. Involved in decisions affecting
them
2. Need for maintaining flexible
and changing rules
3. Maintain positive relationships
with workers
(1920) Frank and Lillian Gilbreth (Industrial
Engineers and Scientific Managers)
Time and motion study
Frank invented labor-saving devices
Lillian studied workers and their
reactions
to
working
under
stressful conditionsand taught the
importance of:
1. Standard work days
2. Relaxed and regular lunch
breaks
3. Periodic rest periods
She became known as the first lady
of management.
(1927)
Elton
Mayo
(Australian
Social
Psychologist) Emphasis: Human Relations
and the Management
Hawthorne
Experiment
Study5year study that showed that workers
performed better when someone was
paying attention to them.
two discoveries of the study:
1. someone was paying attention
to them
2. Informal Organization- set of
relationships and interactions
within an organization that
were not formally put together
by anyone.
(1930 The Great Depression)
Job shortages made many employers
feel that they could fire the problems
and hire the solutions.

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LESLIE
D GUIMAL
Firing employees they disliked until
they found ones that suited their
needs.
(1935) Wagner Act
Also
called
National
Labor
Relations Act making it legal for
employers to use scare tactics or other
techniques to prevent employees from
forming or joining unions
Gave unions and union members more
rights than they have enjoyed before.
Emphasized salary and benefits for the
workers rather than the abstract issues
of employee treatment and workplace
morale
(1940 world war II)
World war II forced young workers
going overseas to fight.
Employers were forced to hire anybody
who would work.
Managers then knew that employees
were hard to replace and this gave rise
temporary improvement of the
treatment of workers, but cases of
sexism, racism and sexual harassment
were still common.
The end of world war II gave birth to
the concept Human Relations
(1950) Douglas Mc Gregor (Psychologist)
Wrote the The Human Side of
Enterprise- most important book on
human relations.
His creation of Theory X and Theory
Y
Theory X managers see workers as
lacking ambition, disliking work and
wanting security above all else
Theory Y managers see workers happy
to work, able to assume responsibility
and overall quite creative.
2 theories especially theory Y have
influenced
thinking
both
in
management and human relation since
the year of creation.
(1960) Eric Berne
Emphasis: Human Relations and the
Individual Transactional Analysismethod of understanding interpersonal
communication.
(1960) Carl Rogers (psychologist)
Published
his
findings
on
the
development of the personality,
group
dynamics,
and
conflict
management.
He believed clients understood their
own problems and experiences and
that the therapists role was that of a
consultant in assisting client treatment.
(1966-1969)
Emphasis in human relations was
placed on the rights and needs of the
individual person
doing your own thing
(1970-1990)

Classroom study of human relations

and college business and industrial
education
departments
started
requiring courses in human relations
(1980) W. Edwards Deming
Total
Quality
Managementorganization philosophy that states
that quality must be present in the
product or service produced and in all
support activities related to it.
Process is more important than the
product and this includes people, and
relationships.
(1988-1994)
Total Quality Management changed
industry in America and most of all the
other countries.
More
productively
and
working
conditions became the most important
single issues in many companies.
(1995-2005)
TQM is less frequently used but the
process remained as important part of
many successful organizations.
There must be quality in the process
itself as well as in the final product.
Human Relation is not
1. Study in understanding human behavior in
order to manipulate others. Good human
relations means being real, positive and
honest.
2. Not a cure-all nor is it a quick-fix for deep
ongoing personal problems. Not guarantee
success in all Endeavours.
3. Not just common sense.
Major Goals and Emphasis Areas of Human
Relations

Personal development and growth

Satisfying
the
objectives
of
the
organizations

Self-esteem

Mutual respect

Self-awareness and self-disclosure

Communication skills

Group dynamics

Motivation
Two Goals of the Study of Human Relationships
Personal development growth
Satisfying the objectives of the organization
Self-esteem
Is the regard in which an individual holds
himself or herself.
Feeling of capability, confidence and worth as a
person
Healthy self-esteem is the key to top
performance and high quality of work
High self-esteem- healthy feelings about
themselves and more likely to succeed in
personal and career goals
Low self-esteem- unwilling or unable to see
themselves as capable sufficient or worthy.
Compensating
use of strength to make up for a real perceived
weakness.

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LESLIE
D GUIMAL
Use to reduce embarrassment, shame, anxiety,
guilt, or other negative emotions
Types of Self-esteem
1. Self-worth- positive or negative feelings of an
individual about himself or herself.
2. Self-efficacy- confidence an individual has to
deal with problems when they happen.
Something to do with actions, problem solving
and ability to succeed at particular task.
Origins of Self-esteem
Carl Rogers
Sense of self is a guiding principle that
structures the personality.
Though inborn, the sense of self is shaped by
many outside forces.
He believes that the self esteem of a child
depends on the acceptance of the parents.

Unconditional Positive Regard- acceptance

of an individuals as worthy regardless of what
their behavior at the moment may be.

Conditional Positive Regard- acceptance of

an individuals as worthy only when they
behave in a certain way.

Alfred Adler
Psychologist who believed that the main
motivation for everything people do, including
efforts toward a successful career, is to get
away from a deep childhood-based feeling that
they are not as good as they should be- they
are not perfect
Developed theories about the inferiority
complex and about compensation for feelings
of deficiency compared with others.
He coined the term inferiority complex and
lifestyle means a style of life in which people
strive to succeed in their strengths.
Self-concept
Way you picture yourself to be.
Way one conceive of this view of himself is the
foundation of self-esteem.
Four parts of Self-Concept
Ideal Self- way you would like to be or plan to
become
Looking-Glass Self- self you assume others
see when they look at you.
Self-Image- way you honestly feel about
yourself
Real Self- way you really are when nobody is
around to approved or disapprove.
Steps toward achieving higher self-esteem
1. Learn to accept yourself
Self-acceptance learning to believe in your
heart that you are valuable and your
differences from others are more a plus than a
minus
2. Develop an internal locus of control
Internal Locus of Control occurs in people
who feel they are in control of events.
External Locus of Control occurs in people
who feel they have no control over the events
3. Develop a winning skill
Self-respect positive self image that occurs
with higher self-esteem

4.

Study confident people- study to have strong

self-esteem.
5. Read biographies of people you admire
6. Make a list of your greatest talents
7. Stop procrastinating
8. Find a mentor
Mentor person who act as a guide or teacher
Role model someone you can look to for
guidance.
9. Avoid surface analysis of yourself and others
Surface Analysis looking only at the apparent
rather than underlying issues of life.
10. Use positive self-talk
Positive Self-Talk popular method of building
self-esteem by thinking and speaking positively
about yourself.
Self-fulfilling prophecy is the tendency for a
prediction.
11. Be aware of the power of the Pygmalion effect
Pygmalion Effect the influence of other
expections both negative and positive.
12. Dont forget the needs of others
Steps toward combating low self-esteem

Psychologist Eugene Sagan

Believes that most people have
negative inner voice that attacks and
negatively judges their worth.
He calls this voice the Pathological
Critic
1. Find its purpose
2. Talk back
3. Make this pathological critic totally useless
4. Forgive yourself
Mutual Respect- positive consideration or regard that
two people have for each other.
Self-awareness
Knowledge of how you are being perceived by
others.
Ability to see yourself realistically
Self-disclosure
process of letting other people know what you
are really thinking and feeling
Ability to let another person know what is real
about your thoughts, desires and feelings.
Johari Window
Composite of four panes that show your ways
of relating to others:

Open Pane- contains information that

you know about yourself and that you
have no reason to hide from most other
people.

Hidden Pane- contains information

and feelings that you are hiding from
other people.

Blind Pane- contains everything other

people can see about you, but you
cant see yourself.

Unknown Pane- contains unknown

talents, abilities and attitudes as well
as
forgotten
and
repressed
experiences,
emotions
and
possibilities.
Repress- is to block off memories that
may cause pain, embarrassment or
guilt
Reason to self-disclosure

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LESLIE
D GUIMAL
1.
2.
3.

Secrets diminish self-respect

They foster paranoia
They make it impossible to have honest and
open communication
Outcomes of failing to Self-disclosure
1. Loss of relationships with others
2. The slowdown of personal growth
3. Waste of time and energy
4. Loss of a sense of identity
Levels of Disclosure
John Powell- claims that the five levels of
communication are helpful in understanding the
amount of self-disclosure taking place.
Level 5: Clich conversation- least amount of
self-disclosure
Level 4: Reporting facts about otherspeople move beyond clichs, although no real
self-disclosure has taken place.
Level 3: Expressing ideas and judgementsare expressed through conscious thoughts,
opinions and theories
Level 2: Gut level of communication- which
feelings are expressed. You are beginning to
apply genuine self-disclosure
Level
1:
Peak
Communicationcommunication characterized by complete
openness and honest self-disclosure
How and When to self-disclosure
1. Know how much to disclose and how soondepend
on
specific
circumstances
and
situation.
2. Remember:
different
cultures,
different
disclosures.
3. Allow for the other person to take the lead
4. Factor in gender, race, and social position.
5. Pay attention to the other persons level of
openness.
Dale Carnegies 3 rules of reducing fear
1. Start with the worst possible scenario
2. Prepare yourself to accept the worst possible
outcome
3. Proceed with a plan.
Communication skills
o Communication- process of sending ideas,
thoughts and feelings and having them
received the way you intended.
o Communication process- is at the heart of all
managerial functions and it is directly related
to success or failure at the managerial level.
Group Dynamics- set of interpersonal relationships
within a group that determine how group members
relate to each other and that influence task
performance.
Peter Drucker
The New Realities is about human beings.
Its task is to make people capable of joint
performance to make their strengths effective
and their weaknesses irrelevant.
Motivation- force of the need or desire to act or the
force that gets them to do their tasks.

Organizational Behavior- study of human behavior

in organizational settings of the interface between
human behavior and the organization and the
organization itself.
4 functions

Planningprocess
of
determining
the
organizations desired future position and
deciding on the best means of getting these.

Organizing- process of designing jobs,

grouping jobs into manageable units and
establishing patterns of authority among jobs
and group of jobs

Leading- process of motivating members of

the organization to work together toward the
organizations goal.

Controlling- process of monitoring and

correcting the actions of the organization and
its people to keep them headed toward their
goals.
4 group resources

Human Resources

Financial Resources

Physical Resources

Information Resources
Managerial Skill- ability to manage well, usually
gained through training or experience.
Critical Managerial Skills
o Technical Skills- skills necessary accomplish
specific task within the organization
o Interpersonal Skills or Human Skills- the
managers
uses
interpersonal
skills
to
communicate with, understand and motivate
individuals and groups.
o Conceptual Skills- the managers ability to
think in the abstract.
o Diagnostic
Skills
or
Analyticalthe
managers ability to better understand the
cause and effect relationships and to recognize
the optimal solution to problem
Contemporary Organizational Behavior
It attempts to describe, rather than prescribe,
behavioral forces in organizations.
Ties
to
psychology,
sociology,
anthropology, political science, economics
engineering
and
medicine
make
organizational behavior an interdisciplinary
field.
The basic concepts of the field are divided into 3
categories:
1. Individual Processes
2. Interpersonal Processes
3. Organizational Processes and Characteristics.
The important contextual perspectives on the field of
organizational behavior are the:

Systemset
of
interrelated
elements
functioning as a whole.

Situational Perspective- suggests that in

most organizations situations and outcomes
are influence by other variables.
Interactionalism- suggests that individuals
and situations
interact continuously to
determine individuals behavior.