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Lussier Chap001.ppt

Chapter 1 - Understanding Behavior, Human Relations, and Performance

McGraw-Hill/Irwin

Myths of Human Relations

Myth 1: Technical skills are more important than human relations skills.
Myth 2: Human relations is just common sense.
Myth 3: Diversity is overemphasized.
Myth 4: Leaders are born, not made.

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Why Human Relations Skills are so Important

Human relations

Means interactions among people.

Is about oneself and how one gets along with family, friends, coworkers, and everyone else they interact with.

Helps to ethically achieve personal, professional, as well as organizational goals.

Helps people work with other people from diverse backgrounds.

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Goal of Human Relations

Create a win-win situation by satisfying employee needs while achieving organizational objectives.
Conflicts usually arise because of a lack of a win–win situation.

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The Total Person Approach

This approach realizes that an organization employs the whole person, not just his or her job skills.
People play many roles throughout their lives and throughout each day.
Considering this view, organizations are trying to give employees a better quality of work life.

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Behavior, Human Relations, and
Organizational Performance

Behavior is what people do and say.
The three levels of behavior are individual, group, and organizational.
Human relations take place at the group and organizational levels.

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Levels of Behavior

Individual and group level behavior:

Group behavior – Consists of the things two or more people do and say as they interact.

Individual behavior influences group behavior.

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Levels of Behavior

Organizational level behavior

Organization – A group of people working to achieve one or more objectives; are created to produce goods and services for the larger society.

Organizational behavior – The collective behavior of an organization’s individuals and groups.

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Exhibit 1.1 - Levels of Behavior

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The Relationship Between Individual and Group Behavior and Organizational Performance

Performance

Extent to which expectations or objectives have been met.

Is measured on a continuum contrasted by
high and low levels of performance ranked
on a scale of 1 through 10.

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The Relationship Between Individual and Group Behavior and Organizational Performance

Performance

Is a relative term.

Is more meaningful when compared to past performance and the performance of others within and/or outside the organization.

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System - A set of two or more interactive elements.
Systems effect - All people in the organization are affected by at least one other person, and each person affects the whole group/organization.

The Relationship Between Individual and Group Behavior and Organizational Performance

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The systems effect

The organization’s performance is based on the combined performance of each individual and group.

The destructive behavior of one individual/ group hurts other groups, departments, and in turn the organization.

Systems thinking is needed to understand performance.

The Relationship Between Individual and Group Behavior and Organizational Performance

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Exhibit 1.3 - The Relationship Between Behavior, Human Relations, and Performance

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Performance

Behavior

Human Relations

Behavior

Ineffective behavior

Ineffective human relations

Performance

Human Relations: Past, Present, and Future

The science of human relations was
developed in the late 1940s.
It is based primarily on psychology and sociology, and takes a practical, applied approach.
It attempts to anticipate and prevent
problems and to solve existing problems of interpersonal relations in organizations.

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The Early Years: Frederick Taylor and Robert Owen

Frederick Taylor

Father of Scientific Management.

Focused on production, not people.

Assumed that workers always acted rationally and were motivated simply by money.

Failed to recognize the social needs of employees.

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The Early Years: Frederick Taylor and Robert Owen

Robert Owen

Father of personnel administration.

Believed that profits would increase if
employees:

worked shorter hours.

were paid adequately.

were provided with sufficient food and housing.

Taught his employees cleanliness and temperance and improved their working conditions.

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Elton Mayo and the Hawthorne Studies

Elton Mayo is called the father of human relations.
He and his associates conducted research at the Western Electric Hawthorne plant.
Hawthorne effect – Refers to an increase in performance caused by the special attention given to employees, rather than tangible changes in work.

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Elton Mayo and the Hawthorne Studies

Other key conclusions from his studies:

Employees have many needs beyond those satisfied by money.

Informal work groups have a powerful influence within the organization.

Supervisor-employee human relations affects the quality and quantity of employee output.

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Elton Mayo and the Hawthorne Studies

Other key conclusions from his studies:

Many employee needs are satisfied off the job.

Employee relations affect employee performance.

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The 1930s to the 1970s

Growth of labor unions
Leadership and motivation studies
Group dynamics
Management by objectives
Theory X and Theory Y

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The 1930s to the 1970s

Transactional analysis (TA) and sensitivity training
Quality circles
Organizational behavior replaced human relations

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The 1980s to the 1990s

1980s

Theory Z - Integrates common business practices in the United States and Japan into one middle-ground framework appropriate for use in the United States.

Total quality management was popular.

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The 1980s to the 1990s

1990s

Trend toward increased participation of employees to improve human relations and organization performance continued.

Use of high-involvement management, which includes greater levels of participation at the lowest levels of the organization.

Use of groups and teams increased.

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Current and Future Challenges in the 21st Century

The trend toward globalization has changed the speed and the way we do business today.
Technology has enabled the innovation and speed in the global economy.
It is important to understand how to work with people around the world.

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Current and Future Challenges in the 21st Century

Use knowledge effectively to continually innovate in order to compete in the new global economy.
Increase awareness of the need for ethical business practices, as well as new corporate governance requirements.
Develop plans to prevent and/or deal with crises that may occur.

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Exhibit 1.4 – Nine Guidelines to Effective Human Relations

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Handling Human Relations Problems

Human relations problems often occur when the psychological contract is not met.
Psychological contract – The shared expectations between people.
Three alternatives to resolve human relations problems are change the other person, change the situation, and change yourself.

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__MACOSX/._Lussier Chap001.ppt

Lussier Chap002.ppt

Chapter 2 - Personality, Stress, Learning, and Perception

McGraw-Hill/Irwin

Personality

Is a relatively stable set of traits that aids in explaining and predicting individual behavior.
Traits - Distinguishing personal characteristics.
Personality is based on genetics and environmental factors.

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Personality Classification Methods

Type A - Fast moving, hard driving, time conscious, competitive, impatient, and preoccupied with work.
Type B - Laid back or easy going.

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Locus of Control

It is a continuum representing one’s belief as to whether external or internal forces control one’s destiny.
Externalizers believe that they have little control over their performance and are closed to new experiences.

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Locus of Control

Internalizers believe that they are in control and are open to new experiences to improve performance.
Internal locus of control determines level of satisfaction with self, stress level, and career path.

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The Big Five Model of Personality

Surgency – Includes leadership and extroversion traits.
Agreeableness – Includes traits related to getting along with people.
Adjustment – Includes traits related to emotional stability, which refers to self-control, calmness, and a willingness to praise others.

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The Big Five Model of Personality

Conscientiousness – Includes traits related to achievement.
Openness to experience – Includes traits related to being willing to change and try new things.

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Benefits of Understanding and Identifying Personality Profiles

Personality profiles identify individual strong and weak traits.
Understanding personality can help understand and predict behavior, human relations, and performance in a given situation.

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The Myers-Briggs Type Indicator (MBTI)

Identifies an individual’s personality preferences.
Is based on an individual’s four preferences (or inclinations) for certain ways of thinking and behaving:

Extrovert or Introvert

Sensing or Intuitive

Thinking or Feeling

Judging or Perceiving

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Stress

Is an emotional and/or physical reaction to environmental activities and events.
Stressors – Situations in which people feel anxiety, tension, and pressure.

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Stress

Impact of the stressor and people reaction towards it depend on the circumstances and each person’s physical and psychological characteristics.
Some stress helps improve performance by challenging and motivating individuals.

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Stress

Many individuals perform best under some pressure.
Too much stress affects personal health, morale, productivity, organizational efficiency, absenteeism, medical costs, and profitability.
Stress causes many physical illnesses.

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Exhibit 2.3 - Causes of Stress and How to Control Stress

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Signs of Stress

Stress can lead to disillusionment, irritableness, headaches, body tension, exhaustion, stomach problems, and depression.
Stress that is constant, chronic, and severe can lead to burnout over a period of time.
Burnout – The constant lack of interest and motivation to perform one’s job because of stress.

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Controlling Stress

Is the process of adjusting to circumstances that disrupt or threaten to disrupt a person’s equilibrium.
The controlling stress plan includes:

Step 1 – Identify stressors.

Step 2 – Determine their causes and consequences.

Step 3 – Plan to eliminate or decrease the stress.

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Intelligence

Is the level of one’s capacity for new learning, problem solving, and decision making.
Emotional intelligence incorporates a broad range of abilities that explain workplace behavior as it relates to the way individuals manage emotions.

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Emotional Intelligence

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Self-awareness	Being conscious of your emotions within you; gut feelings.
Managing emotions	Not letting your emotions come in the way of getting the job done.
Motivating oneself	Being optimistic despite obstacles, setbacks, and failure.
Empathy	Putting yourself in someone else’s situation and understanding that person’s emotions.
Social skills	To build relationships, respond to emotions, and influence others.

Exhibit 2.4 - The Four Learning Styles

Thinking

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Observing

Accommodator

Converger

Assimilator

Diverger

Feelings

Doing

Learning Styles

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Style	Pros	Cons
Accommodator	Good leader; takes necessary risks, and get things done.	Do not always set clear goals and practical plans; waste time on unimportant activities.
Divergers	Imaginative, able to recognize problems; brainstorm, understand, and work well with people.	Overanalyze problems, are slow to act, and miss opportunities.

Learning Styles

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Style	Pros	Cons
Convergers	Are good at deductive reasoning, solving problems, and decision making.	Make hasty decisions; solve the wrong problems; use their ideas without testing them first.
Assimilators	Skilled at creating models and theories and developing plans.	Tend to be too idealistic; repeat mistakes and have no sound basis for their work.

Perception

Is a person’s interpretation of reality.
People with different personalities perceive things differently.
Perception is influenced by heredity, environment, personality, intelligence, needs, self concept, attitudes, and values.

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Biases in Perception

Stereotypes - Process of generalizing the behavior of all members of a group; are drawn along all kinds of lines, including race, religion, nationality, and sex.
Frame of reference - Tendency to see things from a narrow focus that directly affects us.

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Biases in Perception

Expectations - Perceive, select, organize, and interpret information as we expect it to appear.
Selective exposure - Tendency to see and hear what we want to.

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Biases in Perception

Interest - Affects how you perceive and approach things.
Projection - Attributing one’s attitudes or shortcomings to others; may be an effective defense mechanism, but it generally does not help human relations.

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Perceptual Congruence

It is the degree to which people see things the same way.
When people perceive things the same way, there are positive consequences in the organization.

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Developing Positive First Impressions

Primacy effect – The way people perceive one another during their first impressions.
Four-minute barrier – The time we have to make a good impression.
Also called the four-minute sell as it is the average time for people to make up their minds to continue the contact or separate during social situations.

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Image Projection

Image – Other people’s attitudes toward us.
Impression management – Image from an individual’s perspective.
We can control the image we project by our appearance, nonverbal communications, and behavior.

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__MACOSX/._Lussier Chap002.ppt

Lussier Chap003.ppt

Chapter 3 – Attitudes, Self-Concept, Values, and Ethics

McGraw-Hill/Irwin

Attitude

Is a strong belief or feeling toward people, things, and situations.
They are primarily developed through experiences.
People interpret our attitudes by our behavior.

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Management Attitudes

Managers with Theory X attitudes hold that employees dislike work and must be closely supervised to get them to do their work.
Managers with Theory Y attitudes hold that employees like to work and do not need to be closely supervised to get them to do their work.

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Management Attitudes

Pygmalion Effect – Supervisors’ attitudes and expectations of employees and how they treat them largely determine their performance.

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Changing Attitudes

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Do not harbor negative thoughts

Be a positive

role model

Provide consequences

Give employees

feedback

Be aware of

Your attitudes

Keep an

open mind

Shaping and Changing Employee Attitudes

Accentuate

positive conditions

Changing your Attitudes

Job Satisfaction

Is a set of attitudes toward work.
Job satisfaction survey – Process of determining employee attitudes about the job and work environment.

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Determinants of Job Satisfaction

The work itself
Pay
Growth and upward mobility
Supervision
Coworkers
Attitude toward work

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Self-Concept

Is your overall attitude about yourself.
Also called as self-esteem and self-image.
Is your perception of yourself, which may not be the way others perceive you.

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Self-Efficacy

Is your belief in your capability to perform in a specific situation.
It affects your effort, persistence, expressed interest, and the difficulty of goals you select.
The self-fulfilling prophecy occurs when your expectations affect your success or failure.

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Attribution Theory and Self-Concept

Attribution – One’s perception that the cause of behavior is either internal or external.
Internal behavior is within the control of the person, while external behavior is out of the person’s control.

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We use distinctiveness, consistency, and consensus while judging others’ behavior.
Attribution theory is how we perceive the causes of behavior, which in turn affect our subsequent choices and behaviors.

Attribution Theory and Self-Concept

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Exhibit 3.3: Developing a Positive Self-Concept

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Values

They are the things that have worth for or are important to the individual.
It influences the choices we make among alternative behaviors.
It directs the form that motivated behavior will take.
They are more stable than attitudes.

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Values

Value system – The set of standards by which an individual lives.
Value changes over the years are a major part of the generation gap.
Business success depends on achieving a win–win situation.

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Spirituality in the Workplace

Is about people seeing their work as a spiritual path, as an opportunity to grow personally and to contribute to society in a meaningful way.
It is about learning to be more caring and compassionate with fellow employees, with bosses, with subordinates, and with customers.

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Guidelines for Leading From a Spiritual Perspective

Incorporate the principle of self awareness.
Act with authenticity and congruency.
Respect and honor the beliefs of others.
Be as trusting as you can be.
Maintain a spiritual practice.

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Ethics

Refers to the moral standard of right and wrong behavior.
Ethical behavior is affected by:

Personality traits and attitudes

Moral development

The situation

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Personality Traits and Attitudes

Personality traits and attitudes that affect ethical behavior:

Surgency

Conscientious

Agreeableness

Self-concept

Emotionally unstable

Open to new experiences

Positive attitudes

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Exhibit 3.4 - Levels of Moral Development

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3. Post conventional Behavior is motivated by universal principles of right and wrong, regardless of the expectations of the leader or group. One seeks to balance the concerns for self with those of others and the common good.

2. Conventional Living up to expectations of acceptable behavior defined by others motivates behavior to fulfill duties and obligations. Common for followers to copy the behavior of the leaders and group.

1. Preconvention Self-interest motivates behavior to meet one’s own needs to gain rewards while following rules and obedient to authority to avoid punishment.

The Situation

Highly competitive and unsupervised situations increase the odds of unethical behavior.
Unethical behavior occurs more often when there is no formal ethics policy and when unethical behavior is not punished.
Unethical behavior is especially prevalent when it is rewarded.

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Justifications for Unethical Behavior

Moral Justification - The process of reinterpreting immoral behavior in terms of a higher purpose.
Displacement of responsibility - The process of blaming one’s unethical behavior on others.
Advantageous comparison - The process of comparing oneself to others who are worst.

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Justifications for Unethical Behavior

Diffusion of responsibility - The process of a group engaging in unethical behavior with no one person being held responsible.
Disregard or distortion of consequences - The process of minimizing the harm caused by the unethical behavior.

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Justifications for Unethical Behavior

Attribution of blame - The process of claiming that the victim deserved whatever happened, or the unethical behavior was caused by someone else’s behavior.
Euphemistic labeling - The process of using “cosmetic” words to make the behavior sound acceptable.

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Human Relations Guides to Ethical Decisions

If, after making a decision, you are proud to tell all the relevant parties your decision, the decision is probably ethical.
If you are embarrassed to tell others your decision, or if you keep rationalizing the decision, it may not be ethical.

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Human Relations Guides to Ethical Decisions

Do not do anything to anyone that you would not want them to do to you.
When in doubt, consult ethical people who may not tell you what you want to hear.
Use the Rotary International four-way test.

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Global Ethics

Universalism – Make the same ethical decisions across countries.
Relativism – Decisions are made based on the ethical standard of the country.
MNCs can choose their level of global corporate social responsibility (GCSR).

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Exhibit 3.5 - Levels of GCSR and Action

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__MACOSX/._Lussier Chap003.ppt

Lussier Chap004.ppt

Chapter 4 - Time and Career Management

McGraw-Hill/Irwin

Time Management

It refers to the techniques designed to enable people to get more done in less time with better results.
The first step to successful time management is to determine current time use.
Time log – A daily diary that tracks activities and enables a person to determine how time is used.

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Multitasking - Trying to do too many things at the same time.
Time is lost when switching between tasks, and time loss increases with the complexity of the task.
Managing two tasks simultaneously increases stress.

Time Management

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Priority Determination

Priority – The preference given to one activity over other activities.
Priority determination questions ask:

Do I need to be personally involved?

Is the task my responsibility or will it affect the performance or finances of my department?

Is quick action needed?

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Priority Determination

Based on the answers to the priority determination questions, a manager can delegate a task or assign it a high, medium, or low priority.
To-Do list – Written list of activities the individual has to complete.

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Priority Determination

Each activity to be accomplished is written and a priority is assigned to it.
Priorities may change several times as a result of unexpected tasks that are added to the to-do list.
Priorities must be updated.

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Priority Determination

Major parts to the time management system:

Setting priorities on a to-do list to help increase performance.

Stating objectives to be accomplished within a given period of time.

Plans to achieve objectives.

Schedules stating when the activities planned will be carried out.

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Priority Determination

Time management steps:

Step 1 – Plan each week.

Step 2 – Schedule each week.

Step 3 – Schedule each day.

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Career Management

Career stages

An individual must consider his/her career stage before planning his/her career.

As people get older, they have different career stage needs.

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Career Stages

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The 20s	The time when an individual is just getting started. The challenge is to prove that you have what it takes to get the job done well – and on time.
The 30s	The time when managers develop an expertise and show their strength as bosses. They try to gain visibility with top management.
The 40s and 50s	Most managers have weathered a failure or two and know whether or not they have a shot at higher-management jobs.
The 60s and 70s	People begin to prepare for retirement. They can pass along what they have learned and provide continuity.

Career Planning and Development

Career planning – The process of setting career objectives and determining how to accomplish them.
Career development – The process of gaining skill, experience, and education to achieve career objectives.

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Career Planning Model

The career planning model steps:

Step 1 – Self-assessment

Step 2 – Career preferences and exploration

Step 3 – Set career objectives

Step 4 – Develop a plan

Step 5 – Control

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Getting a Job

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1. Develop a

career plan

2. Develop a

resume and

cover letter

3. Conduct

research

4. Prepare for the

interview

General Resume Guidelines

Keep them short and to the point.
At the top of the resume, list your name, address, telephone, and an e-mail address.
Include personal qualities and skills that the employer would want with the job objective.

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General Resume Guidelines

Provide a qualification summary stating why you can do the job.
List any full-time, part-time, or summer jobs and any volunteer work.
List any specific skills/training, foreign language fluency, certifications, or talents that are related to the job applied for.

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Getting Raises and Promotions

Ways to enhance chances of career advancement:

Be a top performer at your present job.

Finish assignments early.

Volunteer for extra assignments.

Keep up with the latest technology.

Be polite.

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Getting Raises and Promotions

Ways to enhance chances of career advancement:

Develop good human relations with the important people in the organization.

Know when to approach your boss.

Never say anything negative about anyone.

Be approachable.

Make effective presentations.

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Getting Raises and Promotions

Career paths – A sequence of job assignments that lead to more responsibility, with raises and promotions.
Preparation for getting a raise or promotion:

Do what needs to be done to get a high performance appraisal.

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Getting Raises and Promotions

Preparation for getting a raise or promotion:

Keep a critical incident file of every positive thing you do that is not generally required but that helps the organization.

If you plan to ask for a raise, state a specific amount.

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Getting Raises and Promotions

Asking for a raise or promotion

The best time to ask for a raise or promotion is usually during the performance appraisal process.

Present your critical incidents to help you get a good review and raise.

Requests for promotion should be known before a specific position is open.

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Getting Raises and Promotions

Changing organizations

If you are satisfied that you are meeting your career plan with one organization, stay with it. If not, search out new opportunities elsewhere.

Have an updated resume and let your network of contacts know you are willing to make a move if the right opportunity comes along.

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Getting Raises and Promotions

Job shock – Occurs when the employee’s expectations are not met .
Expectations that the workplace is fair and that good work will always be recognized and rewarded are the leading cause of job shock.

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Global Careers

Globalization affects career in one way or another.
Regardless of one’s career goals, possessing good human relations skills with a diversity of people is critical to career success.

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Apparel and Grooming

Dress for the organization and job.
Dress appropriately during a job interview.
Wear quality clothes.
Dress and groom conservatively.
Wear business casual dress.

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__MACOSX/._Lussier Chap004.ppt

Lussier Chap005.ppt

Chapter 5 – Interpersonal Communication

McGraw-Hill/Irwin

The Communication Process and Communication Barriers

Communication process – Consists of a sender who encodes a message and transmits it through a channel to a receiver who decodes it and may give feedback.

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Barriers to Communication

Perception
Information overload
Channel selection
Noise
Trust and credibility

Not listening
Emotions
Filtering
Gender
Culture

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