9/15/2014 1 CHAPTER 1 Understanding Human Relations 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.9/15/2014 2 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 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 approach9/15/2014 3 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 approach9/15/2014 4 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 approach9/15/2014 5 Frederick Winslow Taylor (1856-1915) Author of The Principles of Scientific Management 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 approach9/15/2014 6 Relay Assembly Test Room of the Hawthorne Plant9/15/2014 7 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 Human relations and multiculturalism: dealing with diversity  Cultural diversity  Dimensions of culture: collectivism versus individualism9/15/2014 8 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 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 variables9/15/2014 9 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. 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 variables9/15/2014 10 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.9/15/2014 11 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