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Human Relations &
Human ResourcesApproach
Chapter 3
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Classical Approach
Doesnt:Account for individual needs of
employees
Non-financial reward
Social interaction
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Human RelationsApproach
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Hawthorne Studies
Influenced transitions from classicalapproach to human relations approach
Illumination Studies Mayo interested in how changes in work
environment would impact productivity
Found unexpected results
Hawthorne Effect The more attention given to someone, the morelikely their behavior will change
Social factors influence productivity
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Maslows Hierarchy of
Needs Theory Humans are motivated by basic needs
Five Levels-lower order needs must be
met before reaching higher needs
Continue shift of emphasis to social
interaction and managerial attention in
the workplace
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Maslows Hierarchy of
Needs Theory 1. Physiological living wage to purchase food and clothing
2. Safety
Free from danger (safe working conditions)
3. Affiliation
Need to belong, social relationships with co-workers
4. Esteem
Sense of achievement and accomplishment (internal)
Compensation and reward (external)
5. Self-Actualization
Job that allows growth and creativity
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Mcgregors Theory X
and Theory Y The assumptions managers have aboutthe function of an organization
Theory X postulates the negatives about
human nature (pg. 40)-Classical approach
Theory Y postulates the positive about
human nature (pg. 41)-Human relations
approach These categories are not mutually exclusive
Principles highlight human needs and
satisfaction with those needs being met
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Human Relations
Approach Need for attention
Social interaction
Individual achievement
If management pays attention to these,worker productivity will increase!
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Human ResourcesApproach
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Human Resources Approach
Acknowledges contributions of theclassical and human relationsapproaches to organizing
Recognizes that individual labor iscrucial in meeting organizational goals
Recognizes that individuals havefeelings & needs
Emphasizes the employees cognitivecontributions
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Recap on Human
Relations Lack of research and data to support
relationship b/w fulfilling needs &satisfaction.
Hawthorne Studies served asspringboard to Human Relations
Managers still control-fear of misuse &
manipulation by management Problem with relationship b/t worker
satisfaction and productivity
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Flow Chart on H.R.
Principle
Work
Factors
SatisfactionFor Higher
Order Needs
Job
Satisfaction
Produc-
tivity
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Flowchart Disconnect?
The relationship b/w job satisfaction &productivity is suspect
Is satisfied the same as content?Are there other things that motivate us
to be productive besides satisfaction?
Can you be satisfied and notproductive?
Misuses of principles? (EX of PDM)
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Blake and Moutons
Managerial Grid Tool for training managers in leadership
styles that would enhance
organizational efficiency whilestimulating individual creativity
Leaders are most effective when they
exhibit a concern for workers andproduction (combines classical &
human relations)
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Blake and Moutons
Managerial Grid 5 prototype styles (pg. 52)
Impoverished (1,1)
Country Club (1,9)
Authority-Compliance (9,1)
Team (9,9)
Middle of the Road (5,5)
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Likerts System IV
Focus on organizational form that canincorporate ideals of human resources
Motivational factors, decision making, goalsetting, influence, performance
Four types are more or less effective insatisfying org. and individual goal System I- Exploitive/Authoritative
System II- Benevolent/Authoritative
System III- Consultative System IV- Participative organization
Linking Pin: An individual with membership invarious work groups
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Communication
Implications Content-task, social, & innovation Direction-all directions, team based,
free flow from various locations
(challenge is to be able to access &utilize)
Channel-all sorts, value on which everchannel fits best to content
Style-informal-congruent with all-direction team based communication
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uman ResourceOrganizations TodayLearning organizations
Emphasize mental flexibility
Team learning
A shared vision
Complex thinking
Personal mastery
Emphasizes participation and dialogue in theworkplace
Knowledge management (creation,
development, application)
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Pfeffers Seven Practices of
Successful Orgnizations
Employment security
Selective hiring
Self-managed teams & decentralization Comparatively high & contingent
compensation
Extensive training Reduction of status differences
Sharing information
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So, When is HR
Appropriate?
Examples of Programs that stress team
management and employee
involvement Japanese management systems
Scanlon Plan
TQM Just in Time management
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When Doing HR, Consider
This! Know when team-based management is
appropriate.
Consider the attitudes of top (and bottom)
management. Deal with cynicism about change.
Understand the nature of empowerment.
Facilitate the translation program (how tocreate a new climate within theorganizational culture.