Chapter 14

1. Chapter 14 Human Relations Challenges of the Future

2. Learning Objectives • Describe the characteristics of creative people. • Explain how creativity in an organization setting can be both encouraged and nurtured. • Discuss some of the reasons why the nature of work is changing and the role that reengineering, flowcharting, and training are playing in this process.

3. Learning Objectives (contd.) • Review the current state of diversity in the workplace. • Explain how awareness-based, skill-based, and integrated-based training programs are being used to deal with the challenge of diversity. • Identify the major pillars of world-class organizations and explain how organizations are using the pillars. • Describe several human relation challenges facing managers in the next decade.

4. Characteristics of Creative People • Creative people tend to be bright rather than brilliant • Creative people have a youthful curiosity throughout their lives • Creative people are open and responsive to feelings and emotions and the world around them • Creative people tend to have a positive self-image

5. Characteristics of Creative People (contd.) • Creative people have the ability to tolerate isolation • Creative people frequently are nonconformists • Creative people enjoy finding imaginative solutions to problems • Creative people are persistent

6. Reengineering and Flowcharting Reengineering involves the fundamental redesign of business processes to achieve dramatic results A flowchart is a pictorial representation of the steps in a process

7. The Three Laws of service • The first law of service is: Satisfaction equals perception minus expectation • The second law of service is: First impressions are the most important • The third law of service is: Service attitude alone will not assure good service

8. Consultative Selling … is the process of finding out what the customer wants before trying to sell anything to the individual

9. Table 14.3Ten of the Best Companies for Which to Work • SAS Institute (Cary, NC) • Cisco Systems (San Jose, CA) • Fenwick & West (Palo Alto, CA) • Born Information Services (Wayzata, MN) • Goldman Sachs (New York, NY) • American Century Invest. (Kansas City, MO) • MBNA America Bank • American Skandia • First Tennessee (Memphis, TN) • American Management Systems (Fairfax, VA)

10. Women are likely to: Respect the other person’s feelings Avoid being judgmental Search for a compromise Rely on communication Be guided by emotion Challenge authority Men are more likely to: Respect the other person’s rights Value the importance of being decisive Seek a solution that is objectively fair Rely on rules Be guided by logic Accept authority Contrasts in Moral Reasoning

11. Figure 14.3 Organizations of the Future World-Class (Continuous improvement to maintain a competitive edge) Learning Organizational Development (keeping ahead of change) Total Quality (Adaptive) 2004+ 1985 1990 1995 Time

12. Figure 14.4 The Major Pillars of World-Class Organizations World-Class Organizations Fluid, Flexible or “Virtual Organizations” Customer-based Focus Technological Support Continuous Improvement Creative HRM Egalitarian Climate

13. Creating World-Class Organizations • Train workers to employ multiple skills • Rely heavily on cross-training and job rotation of employees • Create multifunctional work teams • Empower employees • Use innovative approaches that reduce the time needed to deliver goods and services

14. Creative Human Resource Management • Constant training • Employee suggestion systems • Empowered teams • Promotion of those who take risks, whether they succeed or fail • Creation of an effective reward system that encourages teamwork and effort

15. Reengineering Flowchart First law of service Second law of service Third law of service Consultative selling World-class organization Key Terms in the Chapter