Test 1 Flashcards
interactions with people
Human relations means
GOAL OF HUMAN RELATIONS
to create a win-win situation by satisfying
employee needs while achieving
organizational objectives.
what people say and do
◦ basic psychology & communication principles
◦ individual behavior influences group behaviors
INDIVIDUAL BEHAVIOR
consists of the things two or more people say and do
as they interact
GROUP-LEVEL BEHAVIOR
a group of people working to achieve one or more
objectives
◦ the collective behavior of the individuals and groups
within the organization
ORGANIZATIONAL BEHAVIOR
Illumination Room Experiment
Relay Assembly Room Experiment
Bank Wiring Room Experiement
HAWTHORNE EFFECT
refers to an increase in performance caused by special attention given to employees.
CHANGE THE OTHER PERSON
remember it takes two to tango – blaming others usually makes matters worse –
you can’t force someone to change
◦ 2. CHANGE THE SITUATION
remove yourself from the environment
work together or with some neutral entity to change the situation
◦ 3. CHANGE YOURSELF
remember – your own behavior is the only thing you can control
examine others behavior to determine why they are behaving the way they are – try
to understand – empathize
remain assertive but not aggressive
amazingly when you change, others usually do
How to resolve human relations issues.
is a relatively stable set of traits that aids in
explaining and predicting individual behavior
PERSONALITY
◦ fast moving, hard driving, time conscious,
competitive, impatient, and preoccupied with work
◦ a heart attack looking for a place to happen!
TYPE “A” PERSONALITY
◦ easy-going – laid back
TYPE “B” PERSONALITY
◦ ? = believe they have little or no control of their lives
and are closed to new experiences
◦ believe that fate - chance – luck – other people – environment –
situation – whatever - determine their lot in life – “victim”
mentality
◦ give up easy when faced with challenges
◦ more likely to be unhappy – unsuccessful
◦ externalizing can be improved with awareness and practicing methods of
taking control in your life
◦ ? = believe they are in control and are open to new
ideas – make their own destiny – happier at work & more successful
in life overall
LOCUS OF CONTROL
◦ EXTERNALIZERS
◦ INTERNALIZERS
◦ Surgency ◦Agreeableness ◦Adjustment ◦ Conscientiousness ◦Openness To Experience
BIG FIVE MODEL
PREFERENCE TYPES
◦ EXTROVERT – INTROVERT
extrovert = outgoing – like interacting with people
introvert= shy – likes dealing with ideas more than people –
works well alone
◦ SENSING – INTUITIVE
sensing = likes concrete facts – focus on present intuitive = likes abstracts – future possibilities
◦ THINKING – FEELING
thinking = objective – logical – analytical - detached
feeling = decisions made due to values, beliefs, concern for others
◦ JUDGING – PERCEIVING
judging = likes to plan – organize – be stable
perceiving = likes to be flexible – go with the flow – be
spontaneous
MYERS-BRIGGS TYPE INDICATOR
an emotional and/or
physical reaction to
environmental activities and
events
STRESS!!!
situations in which people feel
anxiety, tension, and pressure
stressors
ACCOMMODATOR
DIVERGER
CONVERGER
ASSIMILATOR
FOUR LEARNING STYLES
STEREOTYPING
◦ generalizing behavior of a particular group
FRAME OF REFERENCE
◦ tendency to see things only as they affect us
EXPECTATIONS
◦ we tend to see things the way we expect them to be
SELECTIVE EXPOSURE
◦ picking our what we want and ignoring what we don’t want
INTEREST
◦ how well we “like” something – or not
PROJECTION
◦ self defense mechanism – attributing your attitudes and
beliefs to others
BIASES
PERCEPTUAL CONGRUENCE
◦ the degree to which people see things the
same way
◦ generally this is a plus – it helps people
get along and work better together
◦ can you think of any time it would not be
preferable or could lead to problems?
PERCEPTION
PRIMACY EFFECT
◦ the enduring way people perceive each other during their first
impressions – again recall the biases
FOUR-MINUTE BARRIER
◦ the time we have to make a good impression – some say only 6 seconds
IMAGE PROJECTION
◦ other people’s attitudes toward us – what we project
APPEARANCE
◦ even before you speak – people develop impressions based on how you
look
NONVERBAL COMMUNICATION
◦ after appearance we look at someone’s face
◦ smiles – eye contact (culture bound) – handshakes -
BEHAVIOR
◦ do you listen – are you agreeable – do you smile & laugh when
appropriate – use the person’
s name – have good manners - are you
polite – more about proper etiquette later in book
FIRST IMPRESSIONS
a strong belief or feeling toward
people, things, and situations
ATTITUDE
they can be positive or negative
they are shown by our behaviors
we acquire them through life experiences and
learning from others
but we need to clearly develop our own
not quick judgments – we don’t change them
easily or quickly – but they can be changed
the belief that employees dislike work and must be
closely supervised to get them to work – (micromanagement)
THEORY X
the belief that employees like to work and do not need
to be closely supervised to get them to work –
(autonomy)
THEORY Y
YOUR OVERALL ATTITUDE ABOUT YOURSELF
developed over the years based in messages yo receive about yourself.
SELF-CONCEPT
are the things that have worth or are
important to the individual
VALUES
the moral standard of right and wrong
behavior
ETHICS
PRECONVENTIONAL
CONVENTIONAL
POSTCONVENTIONAL
MORAL DEVELOPMENT -
Kohlberg’s three levels of moral development
supervisors attitudes and expectations of employees and how they treat them largely determines their performance.
Pygmalion effect
If you think you will fail you will, if you think you will succeed you will.
Galatea affect - self fulfilling prphecy
the human brain not designed not capable
of doing more than one task at a time
when people think they are doing multiple
tasks they are not – they are just switching
between tasks at a rapid rate - “Switch
Tasking”
this makes us less efficient – every time you
switch gears you miss stuff! concentrate on
one thing at a time
MULTITASKING
STEP 1: Plan Each Week (MISSION!) STEP 2: Schedule Each Week STEP 3: Schedule Each Day never do an unscheduled task before a scheduled one without prioritizing it first
Time Management Steps
the process of setting career objectives and
determining how to accomplish them
CAREER PLANNING
the process of gaining skill, experience, and
education to achieve career objectives
CAREER DEVELOPMENT
Becoming expert in CURRENT job
JOB DEVELOPMENT
your introduction to the company you are applying with.
cover letter and resume.
a set of attitudes towards work
job satisfaction
