Human Relations
Hire the right people The gut is crucial Reach a group consensus (family meeting) Look for Passion and Excellence Temporary as speed dating
Ford
Team oriented Work with Union Poor finances put a strain on system Selective plans everyone still specialized but working together more
Org. Comm. Scholar
Muneo Yoshikawa: University of Hawaii. Yoshikawa studies primarily organizational and intercultural communication and developed the double-swing model (also known as the Möbius integration philosophy) which is a model of communication conceptualizing how individuals, cultures, and intercultural notions can meet in constructive ways in the workplace. The communication is understood as an infinite process where both parties change in the course of the communicative exchange, emphasizing that both communication parties play the role of addresser and addressee.
HUman relations/resources
Org. is like a garden, feed members self actualization, employees grow
Human Relations
- People want to be respoected and recognized
- People want to be important and useful
- People want to share their opinions about the company
- Superficial attitude about employeses abilities/assets
Human Resources
- Employee is valuable resource to be tapped
- Recognize superficial approach of human relations as inadequate
- Employess should be respected
- Employees can be tursted and are of value
- led to participant management approach
Maslow
1: .Physiological
2: Safety
3: Affiliation
4. Esteem
5: Self-Actuilization
System
Any organism or mechanism that processes raw materials to a finished product through combined efforts (processes) of its components
How is the human body like a system?
- Depends on subsystems to survive (cardiovascular system)
- Depends on the environment (temperature)
Components of System
Permeability: degree to which it is open or closed
Synergy: energy created through working together, coordinated activities
Homeostasis: systems like to be balanced, ideal baseline, desires stability
Hierarchical ordering: subsystems: active processing of inputs and outputs
Supersystems: every system is apart of a larger system
Interdependence: one function relies on other components of the system
Exchange processes: input-throughput-output
-input/output exchange with the environment, throughput exchanges within system
-Feedback: negative Corrective, serves to keep system on a steady track
growth (positive) serves to transform or change a system
Entrophy
Natural process of decaying and dying, if a system is closed. Natural tendency of closed systems to run down, if a body doesn’t eat you die
Negative Entrophy
Activities to reverse the entropy process, susatian themselves and grow by working with the environment, system success depends on working with environment (car industry, ford)
Systems New Science
Adaptive, complex, innovative, be open to information environment
Cybernectic Theory
- Goal: a target to reach in the control center
- Mechanisms to achieve this goal
- Performance level
- Feedback
Karl Weicks
-Goal: Reduction of uncertainty and equivocality
-Requisite variety: complex problems need complex solutions
-Sensemaking process:
-assembly rules- use when equivocality is low (rule book, syllabus)
-communication cycles: use when equivocality is high (travel agents, reporting emergencies
-Sensemaking process
Enactment process: determine level of equivocality of a problem
Selection process: when a person uses rules (low uncertainty) or cycles (high uncertainty) to solve the problem
Retention process: person remembers the solution for future use
Weicks sensemaking process
Enactment: determine level of equivocality of a problem
Selection: use rules (low uncertainty) or cycles (high uncertainty) to solve the problem
Retention: remember solution for future
Communication in Human Relations
Content: task and Social
Direction of flow: Vertical and Horizontal
Channel: Often face to face
Style: informal
HR Approach in Organizations Today
- Impact on managerial attitudes, recognize that employees have needs and desires that must be considered
- Job enrichment: tasks that satisfy higher-order needs
Likerts System of Organizational Design
System 1: Exploitative Authority classical approach Motivation: threats and fear Comm: downward & inaccurate Decision-Making: Top-level System 2: Benevolent Authority Motivation: economic & ego rewards Comm: limited Decision-making: top Similar to level 1 except does not try to exploit workers System 3: Consultative Org: Descisions made at the top, but before they are made employees are consulted
Ouchi’s Theory Z
Compares U.S. Organizations with Japanese organizations
- Individualist vs. collectivist
- emphasize importance of hr
Communication in Human Resources ORrganizations
Content: Task, Social, and innovation
Direction of Comm: All directions, team-based
Channel of Comm: All channels
Style: both, but especially informal
Human Resources in Organizations Today
Learning Organizations: mental felxibility, team learning, shared vision
Knowledge management: cycle of knowledge creation, development, and application
Components of Organizations
2 + people Division of tasks and sharing of resources to attain goals Must mutually perceive their interdependence Strength in working together Cooperative effort Transactional nature of comm Relatonships building Coordination of purpose Task orientation Controlling efficiency and effectiveness
Edgar Shein Onion Model
Level 1: Behavior and Artifacts: most visible, physical and social environment that organizational members have created. Things displayed by members and the overt behavior or orgs. members
Level 2: Values: preferences or what “ought” to happen
Level 3: Basic Assumptions: “core” assumption about the world and how it works
-Layered with interconnected levels
