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Human Relations
slides notes
chapter 5

MOTIVATION

Force of the need or desire to act

Motivating factor

Organizational climate: Emotional weather within an organization

Reflects the norms and attitudes of its culture

Affects the way employees feel and act

Affects worker morale, attitudes, stress levels, and communication

Morale: Overall mood of an individual or group, based on

attitudes and satisfaction

ORGANIZATIONAL CLIMATE
Effective climate allows people to work to their full potential without
becoming a threat to others
To improve the climate, employees can:

Listen to others carefully and help with a task without

complaints

Maintain a positive attitude with others

to improve the climate, managers can:

assess one’s own attitude toward employees and the task at hand

see if changes should be made to the physical environment, job

assignments, and procedures

institute an open-door policy

INTRINSIC AND EXTRINSIC REWARDS

extrinsic motivators intrinsic motivators

internal factors related to the value of work,

those motivators that come
including the amount of creativity allowed, the
from outside sources, such
degree of responsibility, and the satisfaction of
as money and fame
others

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 extrinsic motivators intrinsic motivators

less powerful than intrinsic

more powerful than extrinsic motivators
rewards

rewards include ability to rewards include work ethic; sense of self-identity,

pay bills, benefits, and self-fulfillment, and self-worth; social value of
financial security work; and social and community roles

examples:
intrinsic rewards

increased responsibility

opportunities for personal growth

ability to participate in decision making

variety of job activities and more job freedom

extrinsic rewards

performance bonuses, pay raises, and impressive titles

profit sharing programs and longer vacations

preferred office furnishings and lunch hours

MASLOW’S HIERARCHY OF NEEDS

order of
need definition
need

satisfaction of physical needs, including

1 physiological needs
food, water, air, and shelter

safety and security physical safety from harm and the elements
2
needs and financial security

love and
3 complete acceptance from family and friends
belongingness needs

4 esteem needs recognition from peers and colleagues

5 self-actualization fulfillment of one’s potential

assumptions:

unsatisfied needs motivate or influence a person’s behavior

satisfied needs to not motivate the person’s behavior

needs are arranged by order of importance

need in the hierarchy will not be a motivator until those below it

are already satisfied.

ALDERFER’S EXISTANCE, RELATEDNESS, AND GROWTH, OR E R G THEORY

Human Relations 2
 refinement of Maslow’s hierarchy that includes only the three following
needs areas

existence needs:

physical well-being as a human

relatedness needs:

external or socially fulfilling needs

growth needs

internal esteem needs

order in which an individual progresses through the three stages can be

different for different people
→ some people might be progressing in all three areas at the same time
e r g theory features the frustration-regression principle
frustration-regression principle:
people who fail to reach a higher need level can become frustrated
and regress to a lower need level and stay there for some time or
forever.
MCCLELLANDS MANIFEST NEEDS THEORY
all people have needs that motivate them in life and on the job

power needs

desired by individuals who want to control and influence other

people

affiliation needs

occur in people who want to be accepted and liked by others

achievement needs

occur in people who are goal oriented and take personal

responsibility for achievements

needs develop through life experiences.

HERZBERG’S TWO FACTOR THEORY
hygiene's or dissatisfiers:
qualities in the workplace that are outside the job itself

when factors are weak or missing, motivation falls and when they are
high, motivation will not be strong or long term

factors connected with a job that make working there better

motivators or satisfiers

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 factors that cause real, long-term motivation

→ contain intrinsic motivation factors

JOB ENRICHMENT

upgrading of a job that makes it more interesting, meaningful, or

rewarding and provides long-term motivation

enriching a job includes providing more intrinsic motivators by

restricting tasks related to the job to make them more meaningful and
fulfilling.

FACTORS NECESSARY FOR JOB ENRICHMENT

skill variety

opportunity and ability to use different skills in one’s position

at work

task identity

worker’s perception of the meaningfulness of a job, based on the

worker’s permission to start a job and complete it

task significance

worker’s perception that the task directly affects other people’s

work or lives

autonomy

independence, the ability to act and make decisions on one’s own

without undue interference from management

feedback

allows individuals to know how well they are performing and in what
area they must improve

GAMIFICATION
refers to the use of mechanics and design techniques found in video games
to motivate and engage employees in work tasks
advantages

makes work more fulfilling for employees

helps enact real, positive and social changes in the real world.

EXPECTACY THEORY

explains human behavior in terms of people’s goals and choices and the
expectation that goals will be reached

main concepts

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 expectancy

likelihood that if a person tried, the result would be better

performance.

instrumentality

likelihood that something good, or bad, will come from

increased effort

valence

value a person places on a reward

REINFORCEMENT THEORY AND BEHAVIOR MODIFICATION

→ reinforcement theory
explains that human behavior in the terms of reptation

rewarded behavior is repeated

behavior that is repeatedly not rewarded is discontinued

→ behavior modification
process of changing behavior because of a reward or lack of it

→ skinner, a contributing psychologist, believed that behavior can be

shaped and molded without threatening a person’s freedom or dignity.

→positive reinforcement
rewarding desirable behavior and ignoring undesirable behavior

punishment helps discourage behavior but has many negative side

effects

→to be effective, rewards must be given as soon as the desired behavior

has happened

reinforcers

incentives such as awards, bonuses, promotions, gifts, and

compliments,

GOAL SETTING
allowing employees to set their own goals

→ goals should be challenging, but not impossible to attain

→→employees’ commitment to goals is increased by:

allowing them to participate in the goal-setting process

making goals challenging but attainable, specific, and attractive

providing feedback

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 rewarding employees
REINFORCEMENT, VALUES, AND SELF-ESTEEM

success of a behavioral modification program depends on self-esteem

→ rewards should be valuable to the person receiving them

direct cause and effect between the reward and the action it is
rewarding for that value to be effective should exist.

MOTIVATION AND SELF-ESTEEM

desire to feel better about oneself is a main motivator in the workplace

low self-esteem

keeps individuals from making risky decisions

making individuals to perform at the same level that others

expect them to

high self-esteem is the greatest motivator

chapter 6
COMMUNICATION AND MISCOMMUNICATION

communication
giving and receiving of ideas, feelings, and information among people

includes listening as well as speaking

miscommunication

making false assumptions about what is being communicated

strains relationships

wastes time and money in the work industry

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 ONLINE COMMUNICATION

advantages:

quick and efficient communication

flexibilitiy for workers

elimination of barriers of time and distance

potential problems

personalization and tone of messages can get lost and lead to

miscommunications

technical glitches and human error can delay messages

miscues can lead to misunderstandings, which can cost the company

valuable time and resources

SELECTIVE LISTENING
listener deliberately chooses what they want to pay attention to
causes

information overload

listener is overwhelmed with incoming information and has

decided which information will be processed and remembered

bad communication habits

countered by keeping one’s focus on the speaker and taking notes

REASONS FOR TUNING OUT
pregudice:

unwillingness to listen to members of groups the listener believes are

inferior
red flag words

words that bring an immediate negative emotional response, usually

negative, from the listener because of strong beliefs on the subject
notion that listening is a passive, compliant behavior
lack of active listening

active listening
listening with greater concentration, less tolerance for
distractions, and more feedback to the speaker.
TIMING OF MESSAGES

emotional timing
emotional readiness of the listener to hear a message

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 situational timing
listener’s situation when a message is recieved
privacy is key element

relevence timing
communicaiton should fit the other topics being discussed
filtering
method used to hear only what one wants to hear

results in failing to receive messages correctly

NONVERBALS
ways of communicating without speaking

gestures

body language

facial expressions

show the speaker’s attitudes and emotions

nonverbal signals tend to be more powerful and honest than words

feelings and emotions are communicated unconsciously

internal climate

way someone feels within oneself

self-esteem is the key

convey meaning

→clarify messages

nonverbal communication helps to understand and interpret meaning in

context

context

point of reference when communicating.

show the speaker’s reactions to the listener

differences in emotional reactions include variations in acceptance,

approval, and comfort level

shown through variations in facial expression, tone and pitch of

the voice, amount of time spent in the greeting, and eye contact

intensity

degree to which one shows serious concentration or emotion

NONVERBAL MESSAGES ABOUT SELF-ESTEEM

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 nonverbal communication signals one’s self-esteem level

→ substitutes are not there for genuinely building up one’s self-esteem

→→individuals with high self-esteem will:

be listened to more effectively

show improvement in the overall communication process

GESTURES AND THEIR MEANINGS

indicate:

open or closes attitudes of people

true leader of a group

how open a person is to physical contact

categories

illustrators

used to clarify a point

regulators

used to control the flow of communication

displays

used like nonverbal punctuation marks

emblems

used in a specific manner because they have a specific meaning

ZONES OF DISTANCING

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 DISTANCE BETWEEN SPEAKERS

distancing
distance of physical space that one maintains between other people and
oneself

known as proxemics

people feel very uncomfortable when any one of the first three bubbles of
space is violated
→distancing issues vary geographically and culturally
ORGANIZATIONAL COMMUNICATION

oral and written communication in an organization

has formal and informal dimensions and travels vertically and
horizontally
→vertical communication

messages that are communicated according to an organization’s chain of

command by flowing both upward and downward

includes oral, electronic, and written form

→horizontal communication
messages that are communicated between the speaker and their equals in
a formal organization

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 GRAPEVINE
network within the informal organization that communicateds incomplete,
but somewhat accurate, information

often selective

important when formal communication is poor

tends to be pro-employee, pro-manager, or in some other way biased.

different from a rumor mill

rumor mill
gossip network that produces mostly false information

INTERNATIONAL AND INTERCULTURAL COMMUNICATION

low-context culture
culture in which a written agreement, such as a contract, can be taken
at face value

high-context culture
culture in which the social context surrounding a written document is
more important than the document itself
requires considering

cultural norms

nonverbal behaviors on both sides

overall atmosphere of the communication

HIGH TO LOW CONTEXT CULTURES

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 chapter 7

WHAT MAKES A GROUP

group
a collection of two or more individuals who interact, share certain
characteristics, and coordinate their participation in the group around
some shared idea or goal

formal groups

formed for a specific purpose

informal groups

formed on their own and are more voluntary and fluid in their
membership

people organize into groups for different reasons

affiliation

activities

proximity

GROUPS AT WORK: TEAMS

team:
the relationship among employees with different skill sets who work
together to create value for a business or organization

workplace teams can be short term or have a long-range purpose

effective team work promotes cooperation and the exchange of ideas among
co-workers
FIVE STAGES OF TEAM DEVELOPMENT

forming

team members meet for the first time and share information about
themselves

form first impressions about each other

storming

members try to see how the team will respond to differences and how
it will handle conflict

norming

team starts to “gel” and work more effectively as a team

performing

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 team members have gotten to know each other, trust each other, and
rely on each other

adjourning

work has been completed, or the organization’s needs may have

changed
TEAM BUILDING
team building

the process of creating and encouraging a group of employees to work

together toward achieving group goals and increased productivity
work team
a group of employees with shared goals who join forces on a work
project
allows individuals to have more say in their jobs, which improves
job satisfaction, morale, and productivity.
effective teams save companies money by:

increasing productivity

doing work that individuals or normal work groups cannot

making better use of resources

implementation requires knowing

individual’s expectations of the team

the skills, abilities, or talents that are brought to the team by

various individuals.

TEAM BUILDING, TRUST AND GOALS

trust
essential to the team’s success

goals

need to be reviewed, agreed upon, and refined by the team

must be clear and attainable

must be considered important by all team members

COMMUNICATION IN TEAMS
meeting etiquette

be on time

put your phone away

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 make eye contact & listen to what others are saying

do your homework

make introductions to that attendees understand how has what role at

the meeting

create a meaningful agenda

BARRIERS TO GROUP EFFECTIVENESS

status differences between specific group members may create

divisiveness or negativity

inability to understand one’s colleagues roles or one’s own s roles

resistance to changes

domination by one or more members of the group

groupthink

results from group members who are overly willing to agree with one
another because of time pressure, stress, and low collective self-
esteem

conformity
behaving in a way that meets a specified standard, in coordination with
a group
reasons members of groups conform

to avoid pressure or rejection by the rest of the team

desire to meet the group’s shared objectives

desire to be rewarded for their work

too much conformity destroys creativity and discourages open

communication
→ status
rank held by an individual within a group
sources:

persons formal or informal position in a company

effective interpersonal skills and persuasive ability

personal charm or charisma and physical appearance

educational level

other values shared by the group

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 group members with high status have a high impact on group morale and its
output
MAKING TEAMS MORE EFFECTIVE

→ changing ineffective norms

group leader and group members must agree on the purpose of the
group, the role each member can play in achieving that purpose, and
why a specific norm needs to be changed

→ identifying problems

problems should be identified and addressed by the group leaders

solution decided upon should utilize the full potential of each

group member

→improving the composition of the team

group leader should change the group composition to create a balance

of skills and knowledge

HIDDEN AGENDAS

secret wishes, hopes, desires, and assumptions hidden from the group
→ can be uncovered and reduced through:

good communication

good group composition

creation of norms that discourage them

LEADERSHIP
ability to influence others to work toward the goals of the organization
→characteristics of an effective business leaders

honesty, integrity, trustworthiness, and ethics

ability to lead the group toward its goals

→leadership arguments

leaders are born traits that make them more effective

leaders have mastered different sets of skills

situations in which a leader finds themselves is of importance

LEADERSHIP STYLES

autocratic leaders

followers have little or no freedom to disagree or to disobey

consultative leaders

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 confers with others in making decisions but making the final
decision alone and so accepts full responsibility for the decisions

participative leaders

invite subordinates to share the power, and place equal emphasis on

company needs and group morale

free-rein leaders

act as representatives of group members and allow them to plan,

control, and complete their main tasks as they wish; also known as
laissez-faire leadership

persuasive leaders

keep control over the final decision

the level of influence is somewhere between consultative and

participative

free-rein leaders

act as representatives of group members and allow them to plan,

control, and complete their tasks as they wish; also known as
laissez-faire leadership
LEADERS AND THE USE OF POWER AND AUTHORITY

effectiveness of a leader depends on the leaders attitude toward power

authority

vested power to influence or command within an organization

power

ability of one person to influence another

SOURCES OF POWER

legitimate power

based on the position a person holds in an organization and is

effective only when followers believe in the structure that
produces this power

reward power

user’s ability to control or influence others with something of

value to them

coercive power

depends on the threat of possible punishment

networking power

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 attained by gaining contact and knowing the right people

expert power

comes from a person’s knowledge or skill in areas that are critical

to the success of the firm

charismatic power

based on the attractiveness a person has to others.

ORGANIZATIONAL CLIMATE
emotional weather within an organization that reflects the norms and
attitudes of the organization’s culture

affects worker morale, attitudes, stress levels, and communication

involves the way members of an organization see the organization in

terms of trust, recognition, freedom to create, fairness, and
independence

influences and shapes the behavior of individuals and is a basis for

understanding organizational situations

includes perception, structure and interaction

REQUIREMENTS FOR MAINTAINING ORGANIZATIONAL CLIMATE

💡 high
trust
💡 reasonable
level of
💡 high
standards
💡 fair
recognition
levels freedom of for each
fairness person’s
work

ORGANIZATIONAL OR CORPORATE CULTURE: SHARED VALUES

organization’s network that includes the shared values and assumptions

within it

today’s trend to build a strong, positive culture that motivates

employees to work harder, feel greater loyalty, and stay with the
company and remain productive

culture stories

illustrate the values of people who make an organization work

CORPORATE CULTURE
organizational culture is reflected in the way they:

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 react to crises at work

divide up limited resources

recruit, select, train and coach employees

TODAY’S ORGANIZATIONAL OR CORPORATE CULTURE: A FOCUS ON FAIRNESS

more humane, more closely knit, and, more profitable and productive than
in the past

based on the idea of how people should be treated and on a deeper

understanding of employee self-worth

required qualities

trust, truth and consistency

clear expectations

equity

influence

justice and respect

overall fairness in its treatment of people

MEASURING THE FAIRNESS LEVEL OF AN ORGANIZATION

trust

consistency

integrity

expectations

equity

influence

justice

respect

overall fairness

PSYCHOLOGICAL CONTRACT

agreement that is not written or spoken but is understood between

people

contract may not be written down or discussed

healthy organizations would not violate employees psychological

contracts

chapter 8

Human Relations 18
 THE EIGHT FORMS OF INTELLIGENCE

intelligence

traditionally seen as reasoning ability, as measured by

standardized tests

eight intelligences

eight separate areas in which people put their perceptiveness and

abilities and abilities to work

THE EIGHT DIMENSIONS OF INTELLIGENCE

TRIARCHIC INTELLIGENCE
triarchic (three arches) theory
intelligent behavior arising from a balance between analytical,
creative, and pratical abilities

these abilities function together to allow people to achieve

success within their social and cultural context

analytical skills
best described as finding the facts

creative abilities
require unique problem solving, putting ideas together in a
nontraditional way

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 practical abilities
the ability to analyze everyday problems and come up with the best
solution
also known as street smarts
EMOTIONAL INTELLIGENCE
also called emotional quotient
ability to see and control one’s emotions and to understand the emotional
states of other people

rational mind

awareness of reality, which allows one to ponder and reflect

emotional mind

powerful, impulsive, sometimes illogical awareness

ability to perceive emotions

emotional competence

learned capability based on emotional intelligence that results in

outstanding performace at work

important factor for understanding emotional intelligence

types of emotional competence

personal comeptence

ability to be self-aware, motivated, and self-regulated

self-regulated: being trustworthy, conscientious, self-

controlled, adaptive, and innovative

social competence

empathy for others combined with sensitivity and effective social

skills

AREAS OF EMOTIONAL INTELLIGENCE

self-awareness

ability to see oneself realistically, without much difference

between what one is and how one assumes others see them

social awareness

skills that allow a person to understand the politics of the

workplace and interpret nonverbal communication effectively

self managment

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 ability to hold oneself in check and not overract when something is
bothersome

self-managed person will seldom lose their temper

relationship management

enables an individual to communicate effectively and build

meaningful interpersonal relationships

ability to settle conflicts and disagreements

APPLYING EMOTIONAL INTELLIGENCE
reviewing what one knows about self-awareness

→carefully observing those with:

high social competence

social awareness skills one would like to attain

→improving self-management skills

→developing relationship management skills
ANGER
most potentially harmful of all emotions

managing anger is an important aspect of emotional intelligence

arises when one

processes events and not the nature of the event

is convinced others deliberately and unnecessarily cause trouble

interprets the behavior of others as breaking the rules of

appropriate behaviour

produces results that are negative and damaging

WAYS TO DEAL WITH ANGER

examine one’s anger to find the inner causes

learn to recognize one’s own flashpoints

examine specifically the damage the anger has caused

work on developing and using conflicting management skills

get in touch with what types of things help calm one down

ASSERTIVENESS AND AGGRESSIVENESS

assertiveness

standing up for one’s rights without threatening the self-esteem of

the other person

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 based on one’s rights and the rights of others

should be used when one is being taken advantage of

agressiveness

hurting others and putting them on the defensive

passive

accepting or allowing what happens or what others do, without

active responses or resistance
DEFENSIVE BEHAVIORS

→defensiveness
inappropriate reaction to another’s behavior as though it were an
attack

caused by low negative self-concept and fear

→counterattack

automatic response of turning the situation around by going into the

attack mode
→ passive-aggressive behavior

expression of an understated rage by shutting down

→pointless explanations
stem from a belief that the other person has been on the attack only
because that person does not understand

→creating a distraction
introduction a point or fact that is irrelevant to the point issue at
hand
sometimes called using a red herring

REDUCING DEFENSIVENESS

taking time out to get refocused and get a renewed perspective

using I statements

avoiding the use of absolute words like always and never

making positive assumptions about other people involved

learning to seperate one’s work from oneself

POSITIVE INTELLIGENCE: KNOW YOUR INNER SABOTEUR

inner aboteur
negative inner voices that form mental habits that sabotage people’s
actions, keeping them from reaching their full potential

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 distracts one from positive emotions or thoughts that would lead
to postitive outcomes

defeating self-sabotage to create healthy responses to life’s

challenges strengthens one’s positive quotient
people with higher positive quotient:

take fewer sick days and are less likely to resign or report burnout

have healthier immune system and report less pain, fewer colds, and
better sleep habits

have lower rates or hypertension, diabetes, and strokes

show higher work team performace

SCRIPTS
in relationship transactions, a psychological script is much like a movie
or theater script, with characters, dialogue, etcetra

transactional analysis

concepts used to explain some important ideas about human

behavior

basic categories

cultural

alaskans are tough, and americans are free and rich

family

the smiths are honest, and the johnsons are medical people

religious

catholics do not believe in abortion, and the jews do not work on

saturday

gender

men do not cry, and women cook and clean houses

GAMES PEOPLE PLAY

encounters between two people that produces a payoff for the one who
starts the game, at the expense of the other player
→characteristics

at least one insincere statement per game

payoff some kind to at least one of the players

→emotion-based activities that do not really help any of the players

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 sometimes, games seem to help one person gain something of value

→cause damage to organizations

wasted time

lowered morale

decreased output

→categories of games based on intensity

first degree games

relatively harmless

second degree games

moderately harmless

third degree games

extremely damaging

chapter 9
CHANGE AS A FACT OF LIFE
types of change

emotional personal change

necessary and planned change

technical innovation creates change

RECOGNIZING STRESS, MANAGING CHANGE
seven major life changes

loss

separation

relocation

change in relationship

change in direction

change in health

personal growth

characteristics of the seven major life changes

changes happen to everyone

many changes seem to happen without one’s control

each change has its own ripple effect

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 results of change are experienced before, during and after the event

SEVEN STAGES OF PERSONAL CHANGE

beginning

last of three general steps in the acceptance of personal loss where

experimenting and completion take place
ending

first of three general steps in the acceptance of personal loss where

emotional standstill, denial, and anger take place
neutral zone
second of three general steps in the acceptance of personal loss where
helplessness and bottoming out take place
emotional standstill
first reaction to change in the form of loss where an element of shock
exists
denial
failure to confront one’s problem
anger

emotional vacuum left by denial is replaced by anger that contains a

feeling of helplessness
helplessness
individual enters the neutral zone where they are trying but are still
failing to move forward

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 temporary state where the individual is afraid of bottoming out

individuals may either share too much or isolate themselves

bottoming out
emotional burden can be let go of

release of the thoughts, tensions, memories, and emotions that

force one to hold on to the past

experimenting
recovery can begin where normal curiosities and desires come back and
new experiences become evident
completion
individual gains new perspectives and is able to start again and
regression takes place

repression

slipping backward to an earlier stage of growth either

temporarily or permanently
HELMSTETTER’S SIX STEPS FOR DEALING WITH CHANGE

recognizing and understanding the change

making the decision to accept or reject the change

choosing the attitude one is going to have toward the change

choosing the style that one is going to use to deal with the change

choosing the action that one is going to take every day

reviewing the steps and evaluating one’s progress daily

MODELS OF ORGANIZATIONAL CHANGE MANAGEMENT

organizational change
change that a group of people must learn to accept and implement

can be challenging and exhausting for everyone, but flexibility and

commitment to the larger goals of the group make the change process
smoother

organizations have developed their own proprietary models of managing

change and can act as consultants to other organizations
steps in john paul kotter’s organizational change model

establishing a sense of urgency

creating the guiding coalition

developing a vision and strategy

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 communicating the change vision

empowering employees for broad-based action

generating short-terms wins

consolidating gains and producting more change

anchoring new approaches in the culture

LEWIN CHANGE MODEL

workplace change model with the following three steps

unfreezing

people’s habits, attitudes, and positions must change

moving to another condition

actual changes take place

refreezing

new behaviors become new norms or standards, making the

organizaiton relatively secure against change

FORCE FIELD ANALYSIS

status quo is like a battlefield being fought for by two armies

driving forces

try to take over and change the status quo

restraining forces

try to defend the status quo

positive attributes

force field analysis gets the changers to plan for change and allows
for a close look at the forces likely to restrain and offers an
opportunity to build a strat for successful change

analysis of the restraining forces before a conflict starts keep the

conflict beginning at all

LOGICAL INCREMENTALISM
acknowledges that bringing about changes in a large organization is
usually time-consuming and complicated and presents a method of
simplifying the process
→ addresses change at the individual or corporate levels
five stages of local incrementalisim

general concern

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 broadcasting a general concern or idea without details

development of a formal plan for change

using an opportunity or crisis to begin the change plan

ongoing adaptation of the plan

REASONS FOR RESISTING CHANGE

hearing only what one wants or expects to hear

reward systems that are not rewarding

fear of the unknown or unwelcome surprises

peer pressure

mistrust in the corporate climate

office politics

fear of failure

poor timing or delivery

APPROACHES TO CONTINUOUS IMPROVEMENT

kaizen
restructures and organizes every aspect of a system to ensure optimal
efficiency

focuses on continuous, long-term approach to improvement

proposes that happy employees are productive employees

six sigma
designed to improve the quality of an organization’s output by
identifying and removing any causes of defects or other problems
lean
focused on eliminating waste
ORGANIZATIONAL DEVELOPMENT OR O D
planned, companywide, systematic method of achieving change in an
organization
→ requires participation and support of top management
o d change agent
outside consultant who specializes in planned changes

uses O D interventions, which are training tools that teach

members of the organization how they can solve the problems they
are facing

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 bases their procedures on specific ideals concerning
organizations
IDEALS OF O D CHANGE AGENTS

participative operations

equality

respect for others

confrontation

trust and mutual support

chapter 10
THE CREATIVITY CONNECTION
creativity
the ability to produce ideas or solutions to problems that are unique,
appropriate, and valuable
connected to self-esteem and relationships with other people
→important factor for business development
does not depend on

personality type or a particular environment

materials used in creating or products produced

CHARACTERISTICS OF CREATIVE PEOPLE

flexibility and fluency in ideas

creative ideas

little c creativity

used to solve everyday problems

big c creativity

used to imagine ideas and create products that change our

lives

ability to know a good idea from a bad one

OPTIMAL EXPERIENCE
pleasure in performing the process of an activity itself, rather than
achieving the goal

flow
feeling of oneness with an activity that allows an individual to
uniquely experience an event or activity by becoming totally engaged in

Human Relations 29
 the process

describes the motion in which each step of the task seems to flow
effortlessly to the next
COMPONENTS FOUND IN A FLOW EXPERIENCE

activity requires a specific skill and is challenging

attention is completely absorbed by the activity

activity has clear goals

feedback is clear

individual concentrates only on the task itself

individual achieves a sense of personal control

individual looses a sense of self-awareness

individual looses a sense of time

INTUITION AND CREATIVITY

intuition
direct perception or insight that is important to creativity
creativity requires divergent thinking and is not necessarily liked to
traditional intelligence

divergent thinking is spontaneous and free-flowing, without

constraints, and results in many new ideas rather than one solution
to a problem

PERCEPTION AND CREATIVITY

habit is a stumbling block to creativity

collective habits of thought

ways of thinking that occur when groups have their own beliefs about

what should be done

how it should be done

perception
way in which a person views the world
nine dot puzzle
used to show people’s respect for rules that do not exist
CHARACTERISTICS OF CREATIVE PEOPLE
imagination and playfulness, or associative orientation
→independent thinkers

Human Relations 30
 internal motivation

intrinsic motivators

motivate a person from within

extrinsic motivators

come form outside sources, such as money and fame

ambition
→low emotional stability and sociability
CREATIVE PROCESS
way in which creativity helps develop ideas and solve problems
perception and preparation

perception enables us to interpret our ideas and differently to

others

incubation
sometimes involves research and experimentation
inspiration
creative concept is transformed into a real concept
verification
newly created concept product or service is proven to be worthwhile
CREATIVITY IN THE WORKPLACE
managing creativity

learning to recognize, receive and accept creativity from the staff

promoting discussions about new ideas or work methods

avoiding severe criticisms of new ideas and striving to find value

is in ideas that seem less promising

fostering creativity

environment must encourage enthusiasm and commitment from the

employee

work must be rewarding, challenging and fulfilling

introduction of activities that engage the creative side of the

brain

BRAINSTORMING
spontaneous group discussion to find multiple solutions to problems
works best for solving simple, well-defined problems

Human Relations 31
 first session

participants speak in phrases

hitchhiking on other’s ideas is encouraged

criticism is forbidden

silliness is encouraged, and the climate is relaxed

all ideas are recorded

a large quantity of ideas are encouraged

second session

return to rational mode

all ideas are analyzed and prioritized

idea duplications are eliminated

ideas are ranked in order of importance

everyone gives evaluative input

new ideas are researched, refined and put into place after the second
session
group may need to tweak the new ideas
NOMINAL GROUP METHOD
encourages creativity within a group framework by allowing everyone to
offer ideas individually
ideas offered are anonymous
steps involved

each employee puts their ideas down in writing

leader lists all of the ideas on a board

leader leads a discussion to clarify the ideas and add new ones

each member rates the ideas and votes

brief discussion of the voting results ensues

final voting is done to select the proposal to be used

CREATIVE PROBLEM SOLVING

ideas must be rewarded when solving problems creatively

intrinsic rewards encourage creativity

new problem-solving strats will attempt to extract the greatest number

of quality ideas in a short time

Human Relations 32
 STRATS TO INCREASE CREATIVITY
get into the open mode
open mode

state of mind where one is relaxed, expansive, less purposeful,

and more fun than in the everyday closed mode

think of yourself as a creative person

self perception
what and how one believes oneself to be
learn to see problems as opportunities

→look for more than one or two solutions to a problem

either/or fallacy

seeing only one of two extremes as a possible solution

ignoring the creative choices that might exist between the

extremes

second right answer

method of decision making where people get rid of the stumbling

block that prevents a person from looking for more than one
solution

learn to play the violin

→turn ideas into action
do not be afraid to break some rules and make some mistakes
aslan phenomenon
circumstance that exists when people make rules then follow them
even after the situation to which they originally applied no
longer exist
spend time with creative people
→capture creative ideas when they happen
TEN MENTAL LOCKS AND SCAMPER
ten mental locks
rules or beliefs that keep people from being as creative as they
otherwise could be
scamper
strat created by bob Eberle to release one’s creative mind

chapter 11

Human Relations 33
 conflict
friction or opposition resulting from actual or perceived differences or
incompatibilities

common aspects

conflict must be perceived by all people involved in it or witnessing

it

nearly all definitions of conflict involve opposition or

incompatibility

some type of interaction continues during conflicts

ways to classify conflict

functional conflict

constructive conflict

dysfunctional conflict

destructive conflict

by the way participants are involved in the conflict

types of conflicts based on the participants involved

inner conflict

occurs within an individual and involves values, loyalties, or

priorities

person-vs-person conflict

two people who are at odds over personality differences, value

conflicts, loyalties, or any number of issues

intergroup conflict

takes place when two groups form and take sides

person-vs-group conflict

occurs when a member of a group breaks its rules, or norms

conflict analysis

when managing conflict, consider

who is involved

what is at stake

how important is time

what are the tie-ins with other issues?

Human Relations 34
 potential solutions
win-lose strat
→allows one side of a conflict to win at the expense of the other

democratic vote

arbitrary approach

lose-lose strat
→everyone gives something, and the focus is on compromise

solutions are mostly short term

win-win strat
leads to a solution in which both sides are satisfied
special conflict cases: low conformers

think independently

solve problems creatively

cause some conflict in the process

tolerate their honesty

ask them for information on their work when they do not communicate it
themselves

accept their method of self-expression without labeling it as

stubbornness or disloyalty

support them when others are overly critical

accept their independence, and do not be offended when they do not ask
for advice

resist the urge to force them to conform

give relevant positive reinforcement even when they don’t seem to need it

special conflict cases: envious peope

cause conflict that is damaging to morale and productivity and that
spreads quickly

strats that work with envious people

avoid destructive conflict with envious person

confront the envious co-worker

avoid excessive contact with the envious person

discuss the problem with the manager

Human Relations 35
 building up the envious person’s self-esteem
special conflict cases: whiners and complainers
discuss their problems constantly and are never happy

steps to deal with whiners and complainers

listen, but not too much

do frequent reality checks

challenge the word unfair by demanding facts rather than implications

be a team leader or player

don’t enter the drama

special conflict cases: passive, unresponsive people

seem agreeable on the surface

react to conflict by shutting down

suggestions to deal with passive people

ask open ended questions

develop and use a friendly, silent gaze

do not fill the space

make statements to help break the tension

hold them accountable

set time limits

help slackers be productive

special conflict cases: snipers and intimidators

suggestions to deal with snipers and intimidators

communicate directly to the personl abotu the behavior

ask for solutions to their issues

plan ahead

special conflict cases: the grinch and the gossip

suggestions to deal with the grinch or a gossip

model good behavior

create formal expectations for work

Human Relations 36
 stay positive

dealing with special conflict cases

requires:

patience

good listening skills

time

appropriate strategy

requires dealing with difficulties on an event-to-event basis

concession bargaining
process of getting each side in a conflict to willingly make concessions
in exchange for concessions made by the opposing side
used frequently by union bargaining teams to negotiate flexible issues,
such as salaries, benefits, and employee rights

chapter 12
causes of stress
any reaction or response made by the body to a new situation

types of stress

eustress

positive stress

the kind felt when doing something one enjoys

distress

negative stress

the kind felt during an illness or when going through something

unpleasant

stressor
situation or an event that causes the body to react

→can come from internal and external sources

major life changes

changes in life that increase daily hassles, leaving a person stressed
and worn out

Human Relations 37
 daily hassles
daily annoyances that can cause stress in life

chronic stressors
inescapable, day-to-day situations or conditions that cause stress
→more stressful than daily hassles but less stressful than major
life changes
life changes as stressors
holmes-rahe social readjustment rating scale (SRRS)
a listing of many kinds of changes, rated 100 to 0 on the basis of
their intensity and the adjustment problems they can create
→ effective coping is a learned response to stress
sources of stress: external stressor
outside sources that cause pain or discomfort, frustration, or conflict

pain or discomfort

chronic or even temporary pain causes stress and lower job

performance

frustration

feeling people get when their goals are blocked

inner conflict

presser one feels when one is forced to make a choice

conflict within an individual

might involve values, loyalties, or priorities

considered an external stressor because the source of this

conflict comes from the outside

approach-approach conflict

occurs when one is torn between two desirable goals

approach-avoid conflict

occurs when one is drawn towards and away from something at the
same time

avoid-avoid conflict

Human Relations 38
 occurs when one is torn between two undesirable options
sources of stress: internal stressors
one’s perception of stressors, which may vary depending on personality

perceptions differ because of

cognitive appraisal

thinking evaluation of an event or situation that varies from

person to person and, for an individual person, from day to day

determining if the stressor is harmful and if it can be handled

irrational belief system

way of thinking that causes internal stress by substituting a

realistic belief with one that is destructive, illogical, and
largely false

catastrophize

to turn an irrational belief into an imagined disaster

type a and type b personality behavior

standard personality-related sets of behaviors

characteristics of type a personality characteristics of type b personality

impatience and hostility flexibility

perfectionism ability to relax and delegate work

sense of time urgency minimal sense of time urgency

hardy personality
resilient to personality, characterized by

ability to meet challenges

sense of commitment

feeling of being in control of life

stages of general adaptation syndrome

alarm

first stage, where flight-or-fight response is triggered when one

faces a stressor

increased heartrate, blood pressure, respiration, stomach acid,

tensed muscles, and a sudden release of adrenaline

adaptation

Human Relations 39
 second stage, where one adapts to the stressor and can usually
return to normal

parasympathetic nervous system is activated

heart rate, blood pressure, respiration and muscles relax

exhaustion

third stage, where one uses up all the physical resources

parasympathetic nervous system is still activated

stressor is still present

one is unable to cope with the prolonged stressor

one can become vulnerable to other stressors

stress and the immune system
functions of the immune system

recognizing the foreign cells and attacking them

developing antibodies to recognize foreign invaders in the future

sending white blood cells and other helper cells to the location of
an injury or infection to speed healing

chronic stress weakens the immune system and increases the chances of
falling sick

some stress related illnesses

asthma, ulcers, colitis

skin disorders and allergies

strokes and heart attacks

people under stress act

restless

impatient

competitive

pressured

cost of stress in the workplace

negative effects on physical health, mental health, social life, and job
performace

Human Relations 40
 headaches, back pain, exhaustion, anxiety, anger, insomnia, and
digestive upsets

excessive eating or smoking

accidents on the job

anger outbursts

alcohol and drug abuse

causes of employees stress at the workplace

having no say in decisions

too much or too little structure

racism and sexism

frustrating company policies

low pay and no promotions

stressful relationships with supervisors, peers, and other staff

members

boredom

work overload and too much responsibility

disagreements with management

impact of stress in the workplace

self-esteem is affected

employees are overwhelmed

people are less productive and less successful

job burnout

physical and emotional exhaustion resulting from long-term stress

or frustration in one’s workplace

chapter 13

chapter 14

chapter 15

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personal notes

Human Relations 41