CHAPTER 1

1. CHAPTER 1 Understanding Human Relations

2. Human relations • Human relations is what we do every day when we meet, communicate, solve problems, etc. • The study of human relations has two goals: • Gain a better understanding of the interactions between people • Develop applications for encouraging more effective interactions and relationships • Definition: Human relations is a field that seeks to understand those aspects of interpersonal relations most directly linked to individual, group, and organizational goals in work settings.

3. Human relations • Myth versus reality • Human relations provides a guaranteed formula for success • Human relations tells you how to manipulate other people successfully • Human relations is just common sense

4. Common sense: How far does it take us? • An effective way to cope with stress is to mentally or behaviorally avoid the problem. • When people brainstorm in a group, they generate more ideas than the same number of people who are generating ideas alone. • A person who is a good leader will be effective in all settings. • People who have different personalities or interests are often attracted to each other (“opposites attract”).

5. Human relations: a capsule summary • Scientific management: the beginnings • Time and motion studies • The concept of the assembly line • Scientific management: Frederick W. Taylor • Work settings as social systems: the Hawthorne studies • The human relations approach

7. Human relations: a capsule summary • Scientific management: the beginnings • Time and motion studies • The concept of the assembly line • Scientific management: Frederick W. Taylor • Work settings as social systems: the Hawthorne studies • The human relations approach

9. Human relations: a capsule summary • Scientific management: the beginnings • Time and motion studies • The concept of the assembly line • Scientific management: Frederick W. Taylor • Work settings as social systems: the Hawthorne studies • The human relations approach

10. Frederick Winslow Taylor (1856-1915)Author of The Principles of Scientific Management

11. Human relations: a capsule summary • Scientific management: the beginnings • Time and motion studies • The concept of the assembly line • Scientific management: Frederick W. Taylor • Work settings as social systems: the Hawthorne studies • The human relations approach

12. Relay Assembly Test Room of the Hawthorne Plant of Western Electric

14. Human relations: a capsule summary • The international perspective • Theory Z argued that Japanese companies are more likely than Western companies to: • Focus on long-range planning • Offer lifelong employment but fewer promotion opportunities • Make decisions by consensus • Emphasize loyalty and commitment • Application as a guiding principle

15. Human relations and multiculturalism: dealing with diversity • Cultural diversity • Dimensions of culture: collectivism versus individualism

16. Individualist Cultures Identity derived from personal choice and achievement Independence and freedom Personal goals Superficial relationships with a wide variety of people Individual has priority over the group Higher mobility Collectivist Cultures Identity derived from the in-group Interdependence with in-group Group goals Close and frequent interaction with in-group members Group has priority over individual Lower mobility Collectivism versus individualism as important cultural dimensions

17. Human relations as producer: knowledge from applied research • Experimentation: knowledge through intervention • Independent variables • Dependent variables • Random assignment to conditions • Correlation: knowledge through systematic observation • Predictor variables • Criterion variables

18. Joan T., John T., and J.T. McKay • In an article in the journal Sex Roles, Paludi and Bauer (1983) reported a study in which 360 college students (half male, half female), were asked to evaluate an article (abridged to 1500 words) in the field of politics, or the psychology of women, or education, that was written (supposedly) by Joan T. McKay, John T. McKay, or J.T. McKay. • The study found that the evaluations depended quite significantly on whether the name on the student's paper was female or male or inconclusive (J.T.), with, not surprisingly, higher ratings going to the male author, whether or not the student was male or female.

19. Human relations as producer: knowledge from applied research • Experimentation: knowledge through intervention • Independent variables • Dependent variables • Random assignment to conditions • Correlation: knowledge through systematic observation • Predictor variables • Criterion variables

21. Four possible causal structures of an A-B relationship AB Changes in Variable A cause corresponding changes to occur in Variable B. B A Changes in Variable B cause corresponding changes to occur in Variable A. AB Changes in Variable A cause changes in Variable B, which in turn cause changes in Variable A, which in turn . . . A Changes in Variable C cause corresponding changes in both C Variables A and B. Variables A and B therefore covary even B though neither one causes the other.

22. Human relations: forces of influence • Individual processes • Social perception (Ch 3), self and personality (Ch 4), motivation (Ch 5), work attitudes and job satisfaction (Ch 11), stress and burnout (Ch 14) • Interpersonal processes • Communication (Ch 6), persuasion, power, and social influence (Ch 7), conflict (Ch 9), leadership (Ch 10), interpersonal relationships (Ch 12), and prejudice and discrimination (Ch 13) • Group processes • Group behavior and influence (Ch 8), teamwork and intergroup conflict (Ch 9)