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An Introduction to Human Relationship in Organization

A study and application of knowledge about how people, individuals, and groups act in
organizations.
It interprets people-organization relationships in terms of the whole person, whole
group, whole organization, and whole social system. its purpose is to build better
relationships by achieving human objectives, organizational objectives, and social
objectives.

Human behavior in organizations is as complex as the social system itself. People differ
from each other in their needs and values, which can be understood better with the
help of behavioral science.
Behavioral science considers the influence of various elements (social, economic and
technical systems) of the complex external environment on people's behavior. It
improves people's understanding of interpersonal skills and also their ability to work
together as a team to achieve organizational goals effectively.
„lements of Organizational Behavior

 It lies on management's philosophy, values, vision and goals.

 Organizational culture which is composed of the formal
organization, informal organization, and the social environment.
 The culture determines the type of leadership, communication, and
group dynamics within the organization.
 The workers perceive this as the quality of work life which directs
their degree of motivation.
 The final outcome are performance, individual satisfaction, and
personal growth and development.
 
  
  
 
   
 


   
  





  
 

 


 

  

  
 
 

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Organization Development
 Systematic application of behavioral science knowledge at various levels, such as
group, inter-group, organization, etc., to bring about planned change.
 Its objectives is a higher quality of work-life, productivity, adaptability, and
effectiveness.
 There are seven characteristics of OD:
  Humanistic Values: Positive beliefs about the potential of employees.
  Systems Orientation: All parts of the organization, to include structure,
technology, and people, must work together.
  „xperiential Learning: The learners' experiences in the training environment
should be the kind of human problems they encounter at work. The training
should NOT be all theory and lecture.
  Problem Solving: Problems are identified, data is gathered, corrective action is
taken, progress is assessed, and adjustments in the problem solving process are
made as needed. This process is known as Action Research.
  Contingency Orientation: Actions are selected and adapted to fit the need.
  Change Agent: Stimulate, facilitate, and coordinate change.
  Levels of Interventions: Problems can occur at one or more level in the
organization so the strategy will require one or more interventions.
Social Systems, Culture and Individualization

 Social system is a complex set of human relationships

interacting within an organization, the social system includes
all the people in it and their relationships to each other and
to the outside world.
 Social system does not have boundaries...it exchanges goods,
ideas, culture, etc. with the environment around it.
 Culture is the conventional behavior of a society that
encompasses beliefs, customs, knowledge, and practices.
 People depend on culture as it gives them understanding and
the ability to respond to a given situation.
 Individualism favors individual rights, social networks, self
respect, and personal rewards and careers.




       

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Organizational
Behavior
odels of Organizational Behavior
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 ü the basis of this model is power with a managerial orientation of
authority. The employees in turn are oriented towards obedience and
dependence on the boss. The employee need that is met is subsistence. The
performance result is minimal.
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ü the basis of this model is economic resources with a managerial
orientation of money. The employees are oriented towards security and benefits
and dependence on organization. The employee need that is met is security. The
performance result is passive cooperation.
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 ü the basis of this model is leadership with a managerial orientation of
support. The employees in turn are oriented towards job performance and
participation. The employee need that is met is status and recognition. The
performance result is awakened drives.
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ü the basis of this model is partnership with a managerial orientation of
teamwork. The employees in turn are oriented towards responsible behavior and
self-discipline. The employee need that is met is self-actualization. The
performance result is moderate enthusiasm.
Different Approaches to OB
    
 
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Taylor attempted to make a science for each element of work and restrict
behavioral alternatives facing worker. Taylor looked at interaction of human
characteristics, social environment, task, and physical environment, capacity,
speed, durability and cost. The overall goal was to remove human variability. This
involved breaking down each task to its smallest unit and to figure out the one
best way to do each job. After analyzing the job should teach it to the worker and
make sure the worker does only those motions essential to the task.
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„lton ayo along with Roethlisberger and Dickinson conducted a study called as
Hawthorne Study in the Western „lectric Cicero in 1920s, which showed how
work groups provide mutual support and effective resistance to management
schemes to increase output. The result of the research led researchers to feel that
they were dealing with socio-psychological factors that were not explained by
classic theory which stressed the formal organization and formal leadership.
 Douglas cGregor͛s Theory X and Theory Y

Douglas cGregor proposed two theories which are very

nearly the opposite of each other, about human nature.
His first theory was ͞Theory X͟, which is pessimistic and
negative; and according to cGregor it is how managers
traditionally perceive their workers. Then, in order to help
managers replace that theory, he gave ͞theory Y͟, which takes
more modern and positive approach. He believed that
managers could achieve more if managers start perceiving
their employees as self-energized, committed, responsible
and creative beings.
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 Learning from practice

U Relative to learning more about how to effectively manage people at
work.
U The effectiveness of specific theoretical management techniques is
contingent on the situations in which they are applied.

 Learning from Research

U eta-analyses
U Field Studies
U Laboratory Studies
U Sample surveys
U Case studies
Basic Concepts of Human Behavior

 Choosing one͛s behavior.

 ost people who cling to inappropriate behavior do so because it is familiar to
them or it makes them feel safe or they have never questioned it.
 We have to be aware of our feelings, beliefs, expectations and assumptions if we
are to cope with them.
 What you say to yourself has a powerful influence on your behavioral choices.
 „veryone is afraid of something.
 Since we can create our own fears, we can eliminate them.
 in general, unrealistic fears become obstacles that keep us from becoming what we
want to become.
 One has to risk failure in order to experience success.
 Failure is never permanent; unless you let it be.
 Another person cannot make you feel inadequate or of low value unless you give
them permission.
 We can learn to change our behavior.
 Team effort depends upon individual effort.
 „XT„RNAL „NVIRON„NT
(Cultural Context)

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 An organization͛s culture is made up of all of the life experiences each
employee brings to the organization.
 Culture is especially influenced by the organization͛s founder, executives,
and other managerial staff because of their role in decision making and
strategic direction.
 Culture is represented in a group͛s:
  language,
  decision making,
  stories and legends,
  symbols,
  daily work practices.
Comparison of traditional assumptions vs. human relations
  -
 
U People try to satisfy one class of need at work: economic needs.
U No conflict exists between individual and organizational objectives.
U People act rationally to maximize rewards.
U We act individually to satisfy individual needs.

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 Organizations are social systems, not just technical economic systems.
 We are motivated by many needs
 We are not always logical.
 We are interdependent; our behavior is often shaped by the social context.
 Informal work group is a major factor in determining attitudes and performance of individual workers.
 anagement is only one factor affecting behavior; the informal group often has a stronger impact.
 Job roles are more complex than job descriptions would suggest ; people act in many ways not covered by job
descriptions.
 There is no automatic correlation between individual and organizational needs.
 Communication channels cover both logical/economic aspects of organization and feelings of people.
 Teamwork is essential for cooperation and sound technical decisions,.
 Leadership should be modified to include concepts of human relations.
 Job satisfaction will lead to higher job productivity.
 anagement requires effective social skills, not just technical skills.
1.2.1 The effects of organizations on people

 A trust relationship with an individual is a perfectly normal and healthy

thing, and is often a necessary part of life. Where an individual
demonstrates a propensity for acting in a particular manner, and a
personal relationship with that individual suggests that the reason for that
propensity is a matter of integrity, what we perceive is the individual͛s
trustworthiness.
 Organizations Ͷ including nonprofits, profit-seeking corporations, and
governments, among other examples Ͷ are not subject to the same rules
of integrity, because their perceived integrity is entirely dependent upon
the integrity and value systems of the people who make up the
organization, both as decision makers and as agents of the decision
makers.
 To a certain extent, the behavior of an organization r
be somewhat
predictable, and beneficial decisions about how to deal with such
organizations in the short term can be supported by an effective analysis
of the factors that influence their behavior.
 The simplest keys to understanding such behavior is to consider what
the organization͛s ͞customers͟ think and say they want, whether
those ͞customers͟ involve advocates and patrons, voters, the press,
or literal paying customers and potential customers. Principles of
economics show us that such organizations are strongly influenced by
what customers want and need, as expressed by their buying
behavior.
 What people a  they want or need is necessarily identical to what
they 
a
 they want or need.
 The most successful organizations will be those that serve what their
customers demonstrated they want or need, rather than simplistically
serving what their customers say they want or need.
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They understand that they have the ability to help people achieve what they want
to achieve - and they use those skills to build support for required actions.
   
 
 
 
 
6They understand
how to help people see how to achieve their own goals by going along with the
required change even though their motivation for doing so may not be the purest.
In this way, they are political back-room operatives, welding together a critical
mass of supporters and holding them together through the change process.
  

 
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   %. Creative people who are
constantly looking for different ways to get things done. Barriers are challenges,
obstacles represent opportunities for innovation, the words ͞can͛t do͟ register as
͞how can we do.͟ But their creativity is exercised in ways which bring people
onside rather than alienate them. They use the culture to change the culture,
they know how to use channels effectively and when there are no channels they
create new, legitimate ones rather than acting as revolutionaries and mavericks.
They make people comfortable feel good about having achieved program results.
How they have done it is likely to leave a legacy in the organization of a new way
of doing things rather than a trail of organizational and personal debris.
   
 
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 6They are aggressive in the pursuit of goals, yet patient in
recognizing that many people will have to change what they do in order to achieve
them; they are confident that they can achieve their goals yet have the humility to
acknowledge the perspectives to others, to listen to their ideas, and to give them
the credit for having achieved results; they are deliberate in their approach to
complex problems but don͛t fall victim to the analysis-paralysis that often goes
along with major, multi-faceted decisions.
1.2.2 Characteristics of anagerial work

 A knowledge-based technical specialty

 Cross-functional and international experience
 Competence in collaborative experience
 Self-management skills
 Personal traits of flexibility, integrity and trustworthiness

È Being a good manager is like putting a jigsaw puzzle

together. The first time you try to fit the pieces together, it
takes a while to get everything to fit smoothly. The second
time you attempt to make the pieces fit, you are a little
more familiar with the pattern. „ach time after that, it
becomes more and more natural to easily match
everything together and have it all turn out right.
È The pieces of the puzzle a manager has to put together are:
1. advertising
2. recruiting
3. holding productive meetings
4. motivating a person who is in an emotional or financial slump
5. handling types of personalities they don͛t relate to
6. recruiting people that are happy on other jobs, but are ready for
change.
È &
Now if we look at the characteristics of a leader. When you hear the term,
leader, a number of images may pop into your head. One phrase that may
come to mind is "he or she is a born leader". This phrase does depict a
great deal about the difference in managers and leaders as there are a
great many distinctions. To demonstrate characteristics of a leader you
must be more strategically focused and rather than directing employees
through tasks, they inspire and motivate employees to drive themselves.
Leaders are adapt in the art of „motional Intelligence and apply it in a way
that attains the best work out of their people.
  
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2.1 Perception: process, characteristics, errors

Perception is the process by which individuals organize and
interpret their seniority impressions in order to give meaning
to their environment.

Basically the theory suggests that when we observe an

individual͛s behavior we attempt to determine whether it was
internally or three caused. That determination depends
largely on three factors:
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 , People selectively interpret what they see on the
basis of their interests, background experience and attribute.
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, Halo effect refers to drawing a general impression about an
individual on the basis of single characteristics such as intelligence,
sociability or appearance.
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, Contrast effect refers to evaluation of a person͛s
characteristics that are affected by comparison with other people recently
encountered who rank higher or lower on the same characteristics.
8+
 , Projections refers to attributing one͛s own characteristics to
other people. People who engage in projection tend to perceive others
according to what they themselves are like rather than according to what
the person being observed is really like.
8  , Stereotyping refers to judging someone on the basis of
one͛s perception of the group to which that person belongs.
2.2 Personality: theories, dimensions
Personality is defined as the sum total of ways in which an individual reacts an
interacts with others.
 4  ,Hereditary refers to those factors that were determined by
conception. Physical stature, facial alteration, gender temperament, energy
level and biological rhythms are characteristics that are either completely or
substantially influenced by parents. „vidence demonstrates that traits such as
shyness, fear and distress are most likely caused by inherited genetic
characteristics.
 5  , Among the factors that exact pressures on our personality
formation are the cultures in which we are area raised; our earlier conditioning
the norms among our family, friends and social groups and other influences
that we experience. These environmental factors play a substantial role in
shaping our personalities. It can be concluded that both heredity and
environment are the primary determinations of personality.
  
 , The third factor, the situation influences the effects of heredity and
environment on personality. An individual͛s personality, although generally
stable and consistent does change in different situations. The different
demands of different situations call forth different aspects of one͛s personality.
So we shouldn͛t look at personality patterns in isolation.
Determinations of personality that are more input than in others in
shaping the personality of a manager include:
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, The degree to which people believe they
masters of their own fate. Individuals who believe that they control
what happens to them make more successful manager than those
who believe that what happens to them is controlled by outside
forces such as luck or chance.
85%, „xtrovert i.e. individuals who are
gregarious and social are more successful as managers than
Introverts i.e. individuals who are shy, quite and retiring.
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 ß  ,Traits that dominate an individual͛s whole life, often to the
point that the person becomes known specifically for these traits. People
with such personalities often become so known for these traits that their
names are often synonymous with these qualities. Allport suggested that
cardinal traits are rare and tend to develop later in life.
 ß , These are the general characteristics that form the basic
foundations of personality. These central traits, while not as dominating as
cardinal traits, are the major characteristics you might use to describe
another person. Terms such as R
R 
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a , a and
R a are
considered central traits.
 
  , These are the traits that are sometimes related to
attitudes or preferences and often appear only in certain situations or
under specific circumstances. Some examples would be getting anxious
when speaking to a group or impatient while waiting in line.
 Personality researchers have proposed that there are five basic
dimensions of personality, they are described as follows:
 5% , This trait includes characteristics such as excitability,
sociability, talkativeness, assertiveness, and high amounts of emotional
expressiveness.
 -, This personality dimension includes attributes such as
trust, altruism, kindness, affection, and other pro-social behaviors.
 ß
 
, Common features of this dimension include high levels
of thoughtfulness, with good impulse control and goal-directed behaviors.
Those high in conscientiousness tend to be organized and mindful of
details.
 Î

 , Individuals high in this trait tend to experience emotional
instability, anxiety, moodiness, irritability, and sadness.
 ', This trait features characteristics such as imagination and
insight, and those high in this trait also tend to have a broad range of
interests.