Strategic Planning and Goal Setting

1
Strategic Planning and Goal Setting

• Chapter 24

2

• Human relations means interactions
• with people

3
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

4
Goal of Human Relations

• Create a win-win situation by
• satisfying employee needs
• while achieving organizational objectives
• Win-win situation
• occurs when the organization and the employees
  get what they want

5
The Total Person Approach

• Realizes that an organization employs the whole
  person, not just his or her job skills
• People play many roles
• throughout their lives
• throughout each day
• Organizations are trying to give employees a
  better quality of work life

6
Levels of Behavior

• Human relations take place at the group and
  organizational levels

Individual
Group
Organizational
7
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

8
Organizational Level Behavior

• Organization a group of people working to
  achieve one or more objectives
• Created to produce goods and services for the
  larger society
• Organizational behavior the collective behavior
  of an organizations individuals and groups

9
Group, Individual and Organizational Levels of
Behavior

• Exhibit 1.1

10

• Human relations has
• an effect on performance

11
Performance (1 of 2)

• Performance the extent to which expectations or
  objectives have been met
• Measured on a continuum contrasted by high and
  low levels of performance
• Ranked on a scale of 1 through 10
• Performance is absolute when objectives are met
• Performance is a relative term

12
Performance (2 of 2)

• Performance levels are more meaningful when
  compared to
• past performance
• the performance of others within and/or outside
  the organization

13
The Systems Effect (1 of 2)

• A system is a set of two or more interactive
  elements
• The systems approach focuses on the whole system
• emphasis is on the relationship between its parts
• Systems effect
• all people in the organization are affected by at
  least one other person
• each person affects the whole group/organization

14
The Systems Effect (2 of 2)

• The organizations performance is based on the
  combined performance of each individual and group
• To have high levels of performance, the
  organization must have high-performing
  individuals and groups
• The destructive behavior of one individual/ group
  hurts other groups, departments, and in turn the
  organization

15
The Relationship Between Individual and Group
Behavior and Organizational Performance
Organization
Individual
Group
Organization
Organization
Group
Individual
Group
Individual
Ineffective groups
Exhibit 1.2
Ineffective individuals
16

• Systems thinking is needed
• to understand performance

17
The Relationship Between Behavior, Human
Relations, and Performance
Performance
Human Relations
Behavior
Performance
Performance
Human Relations
Behavior
Human Relations
Behavior
Ineffective human relations
Exhibit 1.3
Ineffective behavior
18
Human Relations Past, Present, and Future
19
The Early Years Frederick Taylor and Robert Owen

• Frederick Taylor
• Father of Scientific Management
• Focused on production, not people
• Assumed workers always acted rationally and were
  motivated simply by money

• Robert Owen
• Father of personnel administration
• Believed that profit would be increased if
  employees
• worked shorter hours
• were paid adequately
• were provided with sufficient food and housing

20
Elton Mayo (1 of 2)

• The father of human relations
• 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

21
Elton Mayo (2 of 2)

• 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
• Many employee needs are satisfied off the job
• Employee relations affect employee performance

22
The 1930s to the 1970s

• Growth of labor unions
• Leadership and motivation studies
• Management-by-Objectives
• Theory X and Theory Y
• Transactional analysis (TA) and sensitivity
  training
• Quality circles
• The term human relations replaced by the term
  organizational behavior

23
The 1980s to the 1990s (1 of 2)

• 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

24
The 1980s to the 1990s (2 of 2)

• 1990s
• Trend toward increased participation of employees
  to improve human relations and organization
  performance continued
• Movement from participative management to
  high-involvement management
• High-involvement management greater levels of
  participation at the lowest levels of the
  organization
• Use of groups and teams increased

25
Current and Future Challenges in the 21st Century

• Globalization, change, innovation, and speed
• Knowledge is the key resource
• Ethics
• Globalization, productivity, quality, and teams
• Diversity aging, gender, and work-family issues
• Technology Internet and e-business and the
  virtual office

26
Human Relations Guidelines
1. Be optimistic
2. Be positive
3. Be genuinely interested in others
4. Smile and develop a sense of humor
5. Call people by name
6. Listen to others
7. Help others
8. Think before you act
9. Create a win-win situation
Exhibit 1.4
27
Handling Human Relations Problems (1 of 2)

• Psychological contract the shared expectations
  between people
• Human relations problems often occur when the
  psychological contract is not met

28
Handling Human Relations Problems (2 of 2)

• Three alternatives to resolving human relations
  problems
• Change the other person
• Change the situation
• Change yourself