1. Chapter 14 Human Relations Challenges of the Future

2. 2 Learning Objectives 1)Describe the characteristics of creative people. 2)Explain how creativity in an organization setting can be both encouraged and nurtured. 3)Discuss some of the reasons why the nature of work is changing and the role that imagination, entrepreneurial spirit, engaged employees, and hiring practice are playing in this process.

3. 3 Learning Objectives (contd.) 4)Review the current state of diversity in the workplace. 5)Explain how awareness-based, skill-based, and integrated- based training programs are being used to deal with the challenge of diversity. 6)Identify the major pillars of world-class organizations and explain how organizations are using the pillars. 7)Describe several human relation challenges facing managers in the next decade. 8)Explore the possibilities of switching careers.

4. 4 Characteristics of Creative People  Creative people tend to be bright rather than brilliant.  Creative people have a youthful curiosity throughout their lives.  Creative people are open and responsive to feelings and emotions and the world around them.  Creative people tend to have a positive self- image.

5. 5 Characteristics of Creative People (contd.)  Creative people have the ability to tolerate isolation.  Creative people frequently are nonconformists.  Creative people enjoy finding imaginative solutions to problems.  Creative people are persistent.

6. 6 Figure 14.1 - Job Requirements Distribution Superimposed on Ability Distribution

7. 7 Contrasts in Moral Reasoning Women are likely to: Respect the other person’s feelings Avoid being judgmental Search for a compromise Rely on communication Be guided by emotion Challenge authority Men are more likely to: Respect the other person’s rights Value the importance of being decisive Seek a solution that is objectively fair Rely on rules Be guided by logic Accept authority

8. 8 Meeting the Cultural Diversity Challenge  Women and Minorities  Pay for Women  Upper Management Positions  Harassment, Discrimination and Retaliation  Other Forms of Discrimination  Diversity Training

9. 9 The Major Pillars of World-Class Organizations Fluid, Flexible or “Virtual Organizations” Customer- based Focus Continuous Improvement Creative HRM Egalitarian Climate Technological Support World-Class Organizations

10. 10 Creating World-Class Organizations 1)Train workers to employ multiple skills 2)Rely heavily on cross-training and job rotation of employees 3)Create multifunctional work teams 4)Empower employees 5)Use innovative approaches that reduce the time needed to deliver goods and services

11. 11 Creative Human Resource Management 1)Constant training 2)Employee suggestion systems 3)Empowered teams 4)Promotion of those who take risks, whether they succeed or fail 5)Creation of an effective reward system that encourages teamwork and effort

12. 12 Some of the Human Relations Challenges in the Future  E-mail  Organized labor  Going Euro  The simmering malaise  Defined benefit plans  Consumer-driven health care  Recruiting older workers  Skill shortage

13. 13 Changes Impact Human Relations Management  Identity Management  Building Designs  Video Cameras and Privacy  Cost-cutting Labor Practices  Impact of Global Events  Opportunities for Older Employees  Impact of Technology  Collaboration Between Employees

14. 14 Key Terms in the Chapter Reengineering Entrepreneurial spirit Engaged employees Awareness-based diversity training Skill-based diversity training World-class organization Virtual organization Asset-based thinking