Fundamentals of Human Relations / Fundamentals of Human Behavior
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Human relations involves the study of interactions between people, including conflicts, cooperation, and group dynamics. It emphasizes analyzing human behavior, preventing problems, and resolving issues through self-development. Effective human relations combines cognitive and interpersonal skills like critical thinking, communication, and trust-building. It is important for respecting human rights in organizations, emphasizing employees as human resources, and helping diverse work groups. Multiple forces influence worker behavior, including organizational culture, management, work groups, job factors, personal characteristics, and family.
Fundamentals of Human Relations / Fundamentals of Human Behavior
- 1. LIZYL R. REBUSQUILLO lizylrebusquillo@gmail.com DEM 735 Ethical Leadership and HR
- 2. FUNDAMENTALS OF HUMAN RELATIONS Nature Purpose Importance of HR Forces Influencing Behavior at Work
- 3. SUCCESS OF A PERSON 13% due to understanding the product87% due to understanding the people
- 5. Personal qualities: treating others with sensitivity, making the right ethical choices, emotional control, ability to work as a team member, etc. Thinking skills: Ability to engage in creative problem solving, make appropriate decisions, apply critical listening skills, etc. Human relations is at the heart of that process. Interpersonal Skills
- 6. Definition and Nature Human relations in its broadest sense covers all types of interactions among people – their conflicts, cooperative efforts, and group relationships. It is the study of why our beliefs, attitudes, and behaviors sometimes cause relationship problems in our personal lives and in work-related situations. The study of human relations emphasizes the analysis of human behavior, prevention strategies, resolution of behavioral problems, and self- development. Reece and Reece (2014)
- 7. Dalton, et. Al (2010) described that effective human relations is a combination of knowledge, experience, skills and attributes. These traits enable you to perform effectively. It involves: cognitive skills (decision making, problem solving, critical thinking, creativity and innovation) relationship skills (influence and negotiation, communication, listening and trust building) personal capabilities (adaptability, flexibility, resilience, degree of integrity and honesty and approach to self-development).
- 8. What Human Relations is NOT? Are strong and self-confident – but not overbearing Are modest - but not timid or self-effacing Are considerate of others – while keeping in mind both your own and your organization’s needs Show an interest in other people and talk about topics that interest them – without prying into their personal life. Listen – while still contributing your comments Are thoughtful – but not lazy or slow to action Are confident – but not unwilling to change or learn from errors Are able to relax – but remain focused.
- 9. Purpose of Human Relations Personal development and growth Satisfying the objectives of the organization Self-esteem Mutual respect Self-awareness and self-disclosure Communication Skills Group Dynamics Motivation Individual Success Organizational Success
- 10. Importance of Human Relations Skills To respect human rights in the organization – Today, managers and employees have a greater awareness of the rights of employees. This awareness calls for more skillful relations among employees, using tact, trust, and diplomacy with greater skill. To give emphasis on people as human resources - The two sets of behaviors now considered the most important for new job applicants are communication skills and human relations abilities. This trend will likely continue in the future.
- 11. Renewed emphasis on working groups. Today’s employees tend to like working as teams and being involved in making decisions as a group. Helping groups work well together in such endeavors (as either a team member or leader) requires a great deal of human relations skill. Increasing diversity in the workplace. There are organizations that contain the diversity of race, religion, and culture.
- 12. Forces Influencing Behavior at Work WORKER BEHAVIOR Organizational Culture Supervisory Management Workgroup Influence Job Influence Personal Characteristics of the Worker Family Influence
- 13. Forces Influencing Behavior at Work WORKER BEHAVIOR Organizational Culture Mission Vision Beliefs Values
- 14. Forces Influencing Behavior at Work WORKER BEHAVIOR Organizational Culture Supervisory Management Philosophy Competence Leadership Style
- 15. Forces Influencing Behavior at Work WORKER BEHAVIOR Organizational Culture Supervisory Management Workgroup Influence Social Support Emotional Support Support for Meeting Goals
- 16. Forces Influencing Behavior at Work WORKER BEHAVIOR Organizational Culture Supervisory Management Workgroup Influence Job Influence Meaningfulness Responsibility Knowledge of Results
- 17. Forces Influencing Behavior at Work WORKER BEHAVIOR Organizational Culture Supervisory Management Workgroup Influence Job Influence Personal Characteristics of the Worker Abilities Interests Aptitudes Values Expectations
- 18. Forces Influencing Behavior at Work WORKER BEHAVIOR Organizational Culture Supervisory Management Workgroup Influence Job InfluencePersonal Characteristics of the Worker Family Influence Work-Family initiatives Family-Friend Culture
- 19. References Barry Reece and Monique Reece (2014). Effective Human Relations: Interpersonal and Organizational Applications, 12th Edition. South-Western, Cengage Learning. Available at http://books.google.com. Date of Access: January 9, 2015 Marie Dalton, Dawn Hoyle, Marie Vatts. (2011) Cengage Learning. Cengage Learning. South-Western, 5191 Natorp Blvd., Mason, OH, USA. Available at http://books.google.com. Date of Access: January 9, 2015