1. The Nature of Human Relations
Hegar: Modern Human Relations at Work 11e
Chapter 1
The Nature of Human Relations
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2. Learning Objectives
Explain human relations and its implications for management.
Trace the evolution of human relations thinking from industrialism through scientific management to the present.
Compare and contrast the traditional model of the worker with the modern human resources model.
Discuss the role of behavioral science in human relations.
Describe some emerging challenges facing managers today.
Discuss the ethical dilemmas facing today’s managers.
Identify key questions used in conducting a self-evaluation for choosing a career.
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

3. 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.
Worker
Environment
Group
Leader
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

4. The Evolution of Human Relations
The major stages in developing a philosophy for managing human assets:
The emergence of industrialism
The scientific management movement
The behavioral management movement
The Hawthorne Studies
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5. Human Resources Era Philosophy of Management
The traditional model is the old way of managing people
The human resources model views people as untapped resources containing unlimited potential
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

6. Figure 1.1 – Traditional Model vs HR Model
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7. Likert’s Four Systems of Management
System 1: Exploitative autocratic System 2: Benevolent autocratic System 3: Consultative democratic System 4: Participative democratic
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8. 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.”
~Kerlinger
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9. Behavioral Research in Human Relations
Behavioral scientists are individuals who apply their training to the study of behavior in organizations.
A test group is a group that is given some form of treatment.
A control group is a group that is not given any treatment.
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

10. Behavioral Research in Human Relations (contd.)
Structured interviews use specific questions asked in a predetermined manner
Unstructured interviews follow a general direction but no set format
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

11. Empirical Data & Pop Psychology
Oldest Brother of Brothers
Youngest Brother of Brothers
First-Borns
Second-Borns
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12. Emerging Challenges in Human Relations
Managing knowledge workers
Managing diversity and workplace violence
Addressing ethics and social responsibility concerns
Adapting to international challenges
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

13. Managing Knowledge Workers
Recruit talented employees
Understand knowledgeable workers
Create a knowledge-sharing culture
Use continuous training and development
Find talented knowledge workers
Hire knowledgeable people
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

14. Managing Diversity and Workplace Violence
Insert Figure 1.3 here
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15. Managing Diversity and Workplace Violence (cont’d)
Aging Workforce Issues
Permanent Temporary Workforce Issues
Equal Pay Issues
Glass Ceiling – The artificial barriers that prevent women from being promoted into the upper ranks of management
Workplace Violence Issues
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

16. Ethics and Social Responsibility
Ethics – the study of standards and moral judgment
Social Responsibilities – obligations that a business has to society
Scandals and Fraud
The Sarbanes-Oxley Act
Whistle Blowers
Causes of Fraudulent and Unethical Behavior
Code of Conduct
Code of Conduct – outlines the values of the company and the expected behavior of all employees
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

17. Current Ethical Dilemmas
Downsizing
Workplace Discrimination
The Equal Employment Opportunity Commission
Age Discrimination
Obesity and Personal Appearance
Technological Issues
Bioscience Issues
Knowledge Management Issues
Inequality Between Women and Men
Migration of American Jobs
Outsourcing – contracting with businesses outside the company to do a designated part of the company’s work
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

18. Adapting to International Challenges
International Human Relations Issues
“Mismatch” in location between job availability & labor supply
Mass relocation
Re-evaluation of immigration policies
Economic improvement of underdeveloped countries
Standardization of labor practices across countries
Multinational Corporation Expansion Issues
Piracy and Counterfeiting Issues
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

19. Key Terms in the Chapter
Human relations
Scientific management
Hawthorne studies
Social networks
Traditional model
Human resources model
System 1
System 2
System 3
System 4
Scientific method
Behavioral scientists
Test group
Control group
Structured interviews
Unstructured interviews
Glass ceiling
Ethics
Social responsibility
Code of Conduct
Outsourcing
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.