1. Understanding Human Relations
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. Collectivism versus individualism as important cultural dimensions
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

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
A B 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.
A B 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)