human relations exam 1 review

human relations

the skill or ability to work effectively with or through others; requires us to understand others

• understanding how people work in groups

bureaucracy: max weber

formal organization in which each person has a specific duty and responsibilites and is assigned to one supervisor

• the need for merit-based placement as he believed many human relations problems were born from favoritism and nepotism

hawthorne experiment

workers performed better when someone was watching them, and the relationships that formed naturally in the workplace

informal organization

the ever changing set of relationships and interactions that are not formally put together

what is human relations not

manipulation, a cure all, or common sense

theory x

managers see workers as lacking ambition, disliking work and wanting security above all, this theory leads to establishing a controlled and strict work environment where managers used financial incentives, such as bonuses for motivation

theory y

managers see workers as happy to work, able to assume responsibility and quite creative, participative management styled of this theory allows workers to have responsibility and freedom from work

total quality managment - edwards denning

process of how something is done is more importance than the product

communication

the process of sending ideas, feelings, and information from one individual or group to another and having them recieved in the way you intended

group dynamics

set of interpersonal relationships within a group that determine how group members relate to one another and that influence task performance

growth mindset

belief that out basic abilities can be developed and improved through dedication and hard work

self esteem

the feeling of confidence and worth as a person

mutual respect

the positive consideration or regard that two people have for eachother, can exist only when you self esteem is stable

self awareness

the knowledge of how you are being perceived by others

self disclosure

process of letting other people know what you are really thinking and feeling

motivation

the force that compels someone to want to do their tasks

scientfic management

system based upon scientific and engineering principles

• managers should carefully select and train workers for specific tasks

• managers should try to motivate workers to increase productivity

trust

firm belief in the reliability, truth, ability, or strength of someone or something

history of human relations - the knights of labor 1869

organization like a labor union, denounced bad working conditions and unfair treatment in many workplaces of the time

robert owen

came up that treating workers better would actually increase productivity and in doing so would increase profits. stopped child labor and drinking on the job

andrew ure

the philosophy of manufacturers; suggested that workers should have medical help, hot tea on a regular basis, good ventilation, and even sick leave

max weber

saw human relations problems as being caused by favoritism, nepotism, came up with the bureaucratic organizations approach

frederick taylor

began scientific management, showed how crucial the human element is in the performance of any organization

frank gilbreth

identified 18 different motions that has been used by bricklayers, got it down to 5 with labor saving devices and changing the basic routine

lillian gilbreth

especially interested in studying workers and their reactions to working under stressful conditions. taught the importance of standard work days, relaxed and regular lunch breaks, and period rest periods

• helped pass child labor laws

  • one of first women to have a PhD in psychology

mary parker follett

workers should be allowed to be involved in decisions affecting them, stressed that the workplace is dynamic (constantly changing), and belived that the main job of managers at all levels was to maintain positive relationships with workers

elton mayo

studied hawthorne experiment , a five year study conducted at the western electric plant in hawthorne illinois

douglas mcgregor

wrote the human side of enterprise, introduced theory x and y which allowed management to understand their influence on employee morale and productivity

w edwards deming

created total quality managment

george ritzer, what is mcdonaldization

corporate culture built on control efficiency, calculability, and predictably , people tend to feel like machines

eric berne, what is transactional analysis

psychological model that studies human interactions and communication through the lens of three distinct ego states: parent, adult, and child

self concept

the way you picture yourself; foundation of all you thoughts about yourself including your self esteem

ideal self

the way you would like to be or plan to become

looking glass self

the self you assume others see when they look at you

self image

the way you honestly see yourself

real self

the way you really are when nobody is around to approve or disapprove

self esteem

the regard in which an individual holds themselves; extent to which they deem themselves capable, sufficient, and worthy

higher self esteem

when individuals have healthy feelings about themselves and are therefore more likely to succeed in personal and career goals

lower self esteem

when individuals are unable to see themselves as capable, sufficient, or worthy

lower self worth

when indiviuals belive they have little value to offer the world

compensating

the use of a strength to make up for a real or perceived weakness

self efficacy

the confidence an individual has in his or her ability to deal with problems when they occur and to achieve goals

self respect

positive self image with high self esteem

unconditional positive regard

the acceptance of individuals as worthy and valuable regardless of their behavior, usually applied to parental acceptance of children

conditional postive regard

acceptance of individuals as worthy only when they behave in a certain way

locus of control

the percieved location of the control you feel you have over events that happen to you; this control is percieved to be located within the individual (internal locus) or is attributed to external factors (external locus)

internal locus of control

when people feel they are in control of the events in their own lives

external locus of control

when people feel they have no control over the events in their lives

mentor

a person who acts as a guide or teacher for another, leading that person through experiences

role model

person to whom an individual can look for guidance by example. they do not necessarily actively interact with you and might even be a celebrity or someone else you admire, but dont know personally

positive self talk

telling you subconscious mind that you are a good person and doing fine

self-fulfilling prophecy

when you are so convinced or=f a negative or positive outcome that you actually influence the outcome, directly or indirectly

growth mindset

the belief that our basic abilities can be developed and improved through dedication and hard work

fixed mindset

the belief that talents and abilities are inborn and unchangeable

self distancing

when we examine a personal experience as an outside observer rather than seeing the experience through a focus on the self

inner critic

an inner voice that attacks and negatively judges you worthc

carl rodgers

said that your ideal self comes from the messages you recieve from you parents and people around you about what you should be like

alfred adler

developed theories about the inferiority complex and about compensation for feelings of deficiency compared with others. also coined the term lifestyle (a style of life in which people strive to succeed in their strengths)

julian rotter

refined social learning theory to say that personality comes from an interaction of individuals with their environments. people develop locus of control

carol dweck

the wrong kind of praise creates self defeating behavior, the right kind motivates students to learn

self awareness

the knowledge of how you are being perceived by others

self disclosure

the process of letting other people know what you are really thinking and feeling

the johari window

four panes that shows you ways of relating to others: the open, blind, hidden, and unknown panes

the open pane

contains information that you know about yourself and what you have no reason to hide it

the hidden pane

contains information and feelings that you conceal from others , such as info people are ashamed of

the blind pane

contains everything other people can see about you, but you cant see yourself

the unknown pane

contains unknown talents, abilities, and attitudes as well as forgotten and repressed experiences, emotions, and possibilities

repress

to block off memories that may cause pain, embarrassment, or guilt

john powell

writings in failing to self disclose: loss of relationships, waste of time and energy, loss of sense of identity, slowdown of personal growth

john powells level 5 cliche conversation

least amount of self disclusre, including niceties such as “have a nice day”

john powels nonconcersation

a way to describe the amount of actual conversation in cliche conversation

john powells level 4 reporting facts and judgement

“what so and so has been doing”, excludes all personal comments that might reveal anything about the self

john powells level 3 ideas and judgements

expressed through conscious thoughts, opinions, and theories

john powells level 2 gut communication

feelings are expressed honestly, genuine self disclosure

john powells level 1 peak communication

characterized by complete openness and honest self disclosure, happens rarely

abraham maslow

humanistic psychology which focused on free will and unique potential

RD lang

well known for his work in behavior of assumptions, said assumptions or hunches we have about others keeps us from operating on the real word

dale carnegie

wrote self improvement and motivational book how to win friends and influence people, concept of treating others with sincere interest, empathy, and respect

tasha eurich

increased self awareness with one simple fix, stop asking why and start asking what

attitude

evaluation of people, ideas, issues, situations, or objects

positive attitude

a postion resulting from healthy self esteem, optimism, extraversion, and personal control

extraversion

characteristic of a happy attitude in which a persons behavior is directed outward, toward others

personal control

the power people perceive they have over their destinies

feedback

information given to people on how well they are performing a task or on how clearly they are being understood

organizational citizenship behavior

an attitude of willingness to go above and beyond the behaviors that are generally associated with life in the workplace

values

the worth or importance you attach to different factors in your life

value systems

frameworks people use in developing beliefs about themselves, others, and how they should be treated

corporate culture

an organizations network that includes the shared values and assumptions within it

values conflict

conflict that occurs when one set of values clashes with another and a decision has to be made

cognitive dissonance

the emotional state that results from acting in ways that contradict ones beliefs, needs, or actions

denial

failure to confront your problem by denying it exists

self justification

explaining your behavior so that you feel it is correct

rath test

finds out if the values you think you have are the ones you truly have

terminal values

values likely to maintain a high priority throughout your life

instrumental values

values that reflect the ways you prefer to behave leading toward larger life goals

the seven questions of the rath test

• did i choose this value freely, with no outside pressure

• did i choose this value from several alternatives

• did i consider the consequences of my choice

• do i like and respect this value

• will i defend this value publicly

• will i base my behavior on this value

  • do i find this value persistent throughout my life

martin selgiman

how you handle adversity in the workplace tends to have much more impact on your career than how you handle the good stuff. the people who know how to overcome adversity are the ones who rise to the top of the organization

david meyers

says that by acting happy you can actually help yourself become happier. when things happen to you, you choose how to react d

daniel yankelovich: three value patterns that emerged after the 1970s

the nature of a persons paid job is now much more significant

leisure time is more valued mostly because it has become a rarer commodity

americans insist much more strongly that jobs become less impersoanl and more human and humane

louis rath - rath test

values clarification approach, guides students to freely choose cherish and act on their own personal values rather than accepting passive indoctrination