Inventory of Human Relations 1.How do you get a long with each person at work? 2.What are you attitudes toward each person? 3.Check your responses to your own attitudes. 4.How is your self control and self discipline? 5.Do you let people know that you appreciate them? 6.Do you look for the good in people, even when you have to criticize them? 7.Are you a good listener? 8.Can you explain your directives so that people understand what you are saying? 9.Do you consider the feelings and interests of others?

Elton Mayo The father of the Human Relations Movement

Mayoism 1.Supervisors should not act like supervisors, they should be friends 2.Managers should not micro-manage the organization by an overriding concern for product or job quality at the expense of the humanistic, characteristics of work 3.People should be periodically asked how they feel about the work, their supervisors, and co-workers

Mayoism Continued 4.Humanistic supervision plus morale equals productivity. 5.Those who don't respond to group influence should be treated with sarcasm 6.Workers should be involved or at least consulted before any change in the organization 7.Employees who leave should be exit- interviewed - turnover should be kept to a minimum

Douglas McGregor Theory X & Theory Y Forefather of Contemporary Management

Theory X Inherent dislike for work and will avoid it whenever possible People must be coerced, controlled, directed or threatened with punishment to achieve the organizational objectives People prefer to be directed, do not want responsibility, and have little or no ambition People see security above all else

Theory Y Work is as natural as play and rest. People will exercise self-direction Commitment to objectives is a function of the rewards associated with their achievement. People learn to accept and seek responsibility. Creativity, ingenuity, and imagination are widely distributed among the population. People have potential.

Theory X & Y

Mary Parker Follett “Authority should go with knowledge and experience, that is where obidience is due, no matter whether is it up the line or down.”

The history of Mary Parker Follett Mother of Human Relations Embarked on a career as a social worker in Boston in 1900’s Ran Vocational guidance Centers Influential in both the United States and England Worried that businessmen were not focusing on the humanistic side of the organization.

Mary Parker Follett HR Theory Power is Fluid Job Analysis Cross-functioning Teams and Participative Management Cooperative Conflict Resolution

“The Man who thinks leadership cannot be learned will probably remain in an insubordinate position” ~ Mary Parker Follett

William Ouchi Theory Z Present

Theory Z Believes that people are innately self motivated, loyal towards the company, and want to make the company succeed Have a great deal of trust that their workers could make sound decisions. Act as "coach", and let the workers make most of the decisions Manager's ability to exercise power and authority comes from the worker's trusting management to take care of them. Conflict involves a great deal of discussion, collaboration, and negotiation. Emphasizes on more frequent performance appraisals, but slower promotions