1. 1 Chapter 14 Human Relations Challenges of the Future

2. 2 Learning Objectives Describe the characteristics of creative people. Explain how creativity in an organization setting can be both encouraged and nurtured. Discuss some of the reasons why the nature of work is changing and the role that reengineering, flowcharting, and training are playing in this process.

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

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 Reengineering and Flowcharting Reengineering involves the fundamental redesign of business processes to achieve dramatic results A flowchart is a pictorial representation of the steps in a process

7. 7 The Three Laws of service The first law of service is: Satisfaction equals perception minus expectation The second law of service is: First impressions are the most important The third law of service is: Service attitude alone will not assure good service

8. 8 Consultative Selling … is the process of finding out what the customer wants before trying to sell anything to the individual

9. 9 Table 14.3 Ten of the Best Companies for Which to Work 1.SAS Institute (Cary, NC) 2.Cisco Systems (San Jose, CA) 3.Fenwick & West (Palo Alto, CA) 4.Born Information Services (Wayzata, MN ) 5.Goldman Sachs (New York, NY) 6.American Century Invest. (Kansas City, MO) 7.MBNA America Bank 8.American Skandia 9.First Tennessee (Memphis, TN) 10.American Management Systems (Fairfax, VA)

10. 10 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

11. 11 Figure 14.3 Organizations of the Future World-Class (Continuous improvement to maintain a competitive edge) Learning (keeping ahead of change) Total Quality (Adaptive) Organizational Development 198519901995 2004+ Time

12. 12 Figure 14.4 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

13. 13 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

14. 14 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

15. 15 Key Terms in the Chapter Reengineering Flowchart First law of service Second law of service Third law of service Consultative selling World-class organization