Chapter 1
The Nature of Human Relations
Learning Objectives
1) Explain human relations and its implications for management.
2) Trace the evolution of human relations thinking from
industrialism through scientific management to the present.
3) Compare and contrast the traditional model of the worker with
the modern human resources model.
4) Discuss the role of behavioral science in human relations.
5) Describe some emerging challenges facing managers today.
6) Identify key questions used in conducting a self-evaluation for
choosing a career.
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What is Human
Relations?
Human relations is the process by which
management brings workers into contact
with the organization in such a way that the
objectives of both groups are achieved.
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The Evolution of
Human Relations
The major stages in developing a philosophy
for managing human assets:
1) The emergence of industrialism
2) The scientific management movement
3) The behavioral management movement
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Human Resources Era
Philosophy of Management
1) The traditional model is the old way of
managing people
2) The human resources model views people
as having untapped potential
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Table 1.1 – Traditional Model vs
HR Model
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Likert’s Four Systems
of Management
1) System 1: Managers are exploitive autocrats.
2) System 2: Managers are benevolent
autocrats.
3) System 3: Managers are consultative and
democratic.
4) System 4: Managers are participative and
democratic.
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The Scientific Method
“The scientific method has one characteristic
that no other method of attaining knowledge
has: self-direction. There are built-in checks
all along the way to scientific knowledge.
These checks are so conceived and used that
they control and verify the scientist’s activities
and conclusions to the end of attaining
dependable knowledge outside himself.”
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Behavioral Research in
Human Relations
1) Behavioral scientists are individuals who
apply their training to the study of behavior in
organizations.
2) A test group is a group that is given some
form of treatment.
3) A control group is a group that is not given
any treatment.
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Behavioral Research in
Human Relations (contd.)
1) Structured interviews use specific questions
asked in a predetermined manner
2) Unstructured interviews follow a general
direction but no rigidly set format
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Emerging Challenges in
Human Relations
1) Managing knowledge workers
2) Managing diversity
3) Addressing ethics and social responsibility
concerns
4) Adapting to international and cultural
challenges
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Managing Knowledge
Workers
1)
2)
3)
4)
5)
6)
7)
8)
Training and Development
ShareNet
Exploding Technical Knowledge
Creating a Knowledge-Sharing Culture
Interactive Learning
Sharing Practical Knowledge
Hiring Knowledgeable People
Locating Knowledge Workers Overseas
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Figure 1.4 – Top 10 Best Companies for Minorities
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Managing Diversity
1)
2)
3)
4)
Multiethnic and Diverse Workforces
Older Workers, Women, and Minorities
The Equal Pay Act
The Glass Ceiling
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Adapting to International
and Cultural Challenges
1) International Human Relations Issues
2) Multinational Corporation Expand Overseas
3) Piracy and Counterfeiting
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Ethics and Social
Responsibility
1)
2)
3)
4)
5)
6)
7)
Ethics
Scandals and Fraud
The Sarbanes-Oxley Act
Whistle Blowers
Trust in Corporate America
Causes of Fraudulent and Unethical Behavior
Code of Conduct
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Current Ethical
Dilemmas
1)
2)
3)
4)
5)
6)
7)
8)
9)
10)
Downsizing Issues
Discrimination Issues
The Equal Employment Opportunity Commission
The Age Discrimination Act
Obesity and Personal Appearance Issues
Internet, E-Commerce and Cell Phone Issues
Ethical Dilemmas in the Medical Field
Knowledge Management Issues
Inequality Between Women and Men
Migration of American Jobs
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Key Terms in the
Chapter
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Human relations
Hawthorne studies
Social networks
Traditional model
Human resources model
System 1
System 2
System 3
System 4
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Scientific method
Behavioral scientists
Test group
Control group
Structured interviews
Unstructured interviews
Glass ceiling
Ethics
Social responsibility
Code of Conduct
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