REGIONAL TRAINING CENTER 11

HUMAN
RELATIONS
JUNIOR LEADERSHIP COURSE
 Opening Prayer

Lord,
We offer to you our class today.
We pray that through your Divine
Guidance, we would learn how to listen
attentively to the inputs of our teacher.
We pray that you keep us safe from harm
and illnesses.

Amen.
Welcome to the class on
Human Relations!
In our class, we respect each other, we do our best,
and we support one another as we learn together.
 Prof. Mae
ROSEMARY M. FERNANDEZ
RETIRED PROFESSOR
ATENEO DE DAVAO UNIVERSITY

AB SOCIOLOGY
MS IN APPLIED SOCIOLOGY &
ANTHROPOLOGY
MPA major GOVERNMENT ADMINISTRATION
PhD EDUCATIONAL MANAGEMENT
“The rules for work are changing, and we’re all being judged,
whether we know it or not, by a new yardstick—not just how
smart we are and what technical skills we have, which employers
see as givens, but increasingly by how well we handle ourselves
and one another.

Daniel Goleman, Author, Working With

Emotional Intelligence
Course Description
Practical application of the principles and
concepts of the behavioral sciences to
interpersonal relationships in the business,
industrial and policing environment.
Course Student Learning
Outcomes
Upon successful completion of this course,
student will be prepared to:

• evaluate human relations including diversity,

attitudes, self-esteem, and interpersonal skills
• identify the causes and effects of stress in the
workplace
• identify communication skills
• identify decision-making skills
• describe how theories of motivation and human
behavior impact strategies of change management
Content of the Subject
Nature, Purpose, and Importance of Human Relations
Definition of Human Relations
Major Trends in Human Relations
Human Relations in the context of Policing
The Development of the Human Relations Movement
Understanding Behavior, Human Relations and Performance
Myths of Human Relations
Goals of Human Relations
The Total Person Approach
Levels of Behavior
Major Influences on Worker Behavior
Nature, Purpose, and
Importance
HUMAN RELATIONS DEFINED

• in its broadest sense covers all types of interactions

among people – its conflict, cooperative efforts, and
group relationships.
• is the study of why beliefs, attitudes, and behaviors
can cause problems in personal and professional
relationships.
 HUMAN RELATIONS DEFINED (continuation)
• (Keith Davis) - is an area of management practice that is concerned with the integration
of people into a work situation in a way that motivates them to work productively,
cooperatively & with economic, psychological & social satisfaction.
• are the relations between human beings that are affected by many other factors & helps in
the accomplishment of the goals of an organization.
IMPORTANCE OF HUMAN RELATIONS

• helps us understand how people fulfill both personal growth needs and
organizational goals in their careers.
⚬ gives people an understanding of basic behavior concepts that may enable
them
⚬ to make wiser choices when problems arise,
⚬ to anticipate or prevent conflicts, and
⚬ to keep minor problems from escalating into major ones.
 Why is Human Relations Important?
Organizational goals are achieved by people working together effectively.

People are the most important resource in an organization =

Total Person Approach to Management
 Instability of the labor market due to
01 TREND 1 mergers, closings, bankruptcies,
downsizing, and outsourcing

“Free Agent Nation” of self-employed,

TREND 2 temporary, and part-time workers creates
02 opportunities and challenges

MAJOR Increasing focus on customer service to

03 TREND 3 clients, patients, and customers
TRENDS IN
HUMAN 04 TREND 4
Growing epidemic of workplace rudeness,
insensitivity, and disrespect
RELATIONS Increasing use of team organization and
05 TREND 5 worker participation in problem-solving

Increasing work force diversity in many

dimensions, such as ethnicity, age, physicality,
06 TREND 6
values, expectations, and work habits
HUMAN RELATIONS IN THE AGE
OF INFORMATION
• Increased reliance on information technology
often comes at a price - less personal human
contact
• Over-emphasis on information causes us to lose
sight of nonverbal cues and clues
Why have the approaches to Human Relations
been changing?

• Global competition
• Diversity of the workforce
• Technology is electronic not
mechanical
• Accepting of change and chaos
• Request for sharing of power
 Human relation in the context of Policing

IN POLICING, HUMAN RELATIONS IS

• the relationship of individuals with colleagues & other police personnel & community
constituents.
• interdepartmental, interdepartmental & interpersonal relationships to provide quality
service to their colleagues and constituents..
 THE DEVELOPMENT OF HUMAN RELATIONS MOVEMENT

EARLY ATTEMPTS TO LATER ATTEMPTS TO

improve productivity: focused IMPROVE PRODUCTIVITY:
on plant layout & mechanical FOCUS ON NATURE OF
process WORK & WORKERS AS
COMPLEX HUMANS

CONCERN FOR THINGS CONCERN FOR PEOPLE

Human Relations
Movement A shift from home-based craftwork
to factory production had a
profound impact on the nature of
work and workers’ role
The Impact of the
Industrial Revolution Little understanding of employee
needs and relation to production

Increased output, but processes

still lacking in efficiency and
uniformity…until…
HUMAN RELATIONS
MOVEMENT

• Frederick Taylor redesigned jobs to

Taylor's increase efficiency
Scientific
• Productivity increased but required
Movement little thinking by worker
HUMAN RELATIONS
MOVEMENT
• Original Intentions: To study effects of
illumination and ventilation on worker fatigue
• Fortuitous Discoveries :
Mayo’s ⚬ Workers increased performance when
they felt important and had greater
Hawthorne freedom from supervisory control
Studies ⚬ Interaction among workers created an
“informal organization”
 HUMAN RELATIONS
MOVEMENT
• During Great Depression
From the Great ⚬ Interest in human relations research
waned as other concerns gained
Depression to momentum
New • During postwar economic expansion
⚬ Interest in human relations field
Millennium increased
⚬ Important theories emerge (McGregor,
Maslow, Herzberg, et. al.)
Themes concern two goals:
1) Personal growth and development
2) Achievement of organizational objectives
Human relations means
interactions
with people
 MYTHS OF HUMAN RELATIONS

MYTH 1 MYTH 2 MYTH 3 MYTH 4

Technical skills
are more Human relations is Diversity is Leaders are born,
important than just common sense overemphasized not made
human relations
skills

Learn and Act Lecture Series: Orcas

GOALS OF HUMAN
RELATIONS
Create a win-win situation by:
• satisfying employee needs
while achieving
organizational objectives
Win-win situation:
• occurs when the organization
and the employees get what
they want
The “Total Person” Approach
 Levels of Behavior

Individual Human relations take place

at the group and
Group organizational levels

Organizational
 Levels of Behavior
Organizational Behavior
Individual Behavior Group Behavior
Organization – a group of people working
to achieve one or more objectives
influences group consists of the things — Created to produce goods and
services for the larger society
behavior two or more people do
and say as they interact Organizational behavior – the collective
behavior of an organization’s individuals
and groups
Human Relations Challenge:
Managing Three Relationships
 Human relations have
an effect on performance
Major Forces Influencing Worker Behavior
Major Forces Influencing Worker Behavior

Reflect on the organizational culture of

your workplace.

How does the culture influence the

behavior of the employees and bosses?
 Major Forces Influencing Worker Behavior

Supervisors/Management influence:
• Productivity
• Customer relations
• Safety
• Loyalty to the organization
Group membership functions by:
• Satisfying social needs
• Providing emotional support
• Lending help in solving problems and reaching
goals
Major Forces Influencing Worker Behavior

What kind of job motivates you to

work up to your potential, and with
zest?

What drains you?

Major Forces Influencingng Worker Behavior

Family influences:
• Increase in dual-income families
• Problems on the job, such as tardiness, are often linked to family issues

Personal characteristics:
• Behavior often reflects a match between environment and individual’s

characteristics
THE SELF
UNDERSTANDING THE SELF

• George Herbert Mead: THE SELF is the sum total of people’s

conscious perception of their identity as distinct from others. It
is not a static phenomenon but continues to develop & change
throughout our lives.
• Richard Stevens: The understanding self is thinking about what
is involved in being? What distinguish you from being an
object, an animal, or different person?
 IMPORTANCE OF UNDERSTANDING
THE SELF
Self-understanding has been
recognized as a key competency It influences an individual’s Understanding the self equips
for individuals to function ability to make key decisions individuals with making more
efficiently organizations. about self, others around & effective career & life choices.
organizations.

Understanding the self equips individuals with

the ability to lead, guide & inspire with
authenticity resulting in significantly improved
organizational productivity.
Self-Awareness = Knowing Yourself
 Self-awareness makes
you know ...
1 2 3 4

Launch mobile Licensing Identifying Special projects

app support as requirements where our users are on the
this is the should be are on social sideline and
backbone of all available in two media and should not
other mobile weeks to give understand how impede major
compatibilities way to we can best goals
of our product application support them
Self-awareness makes you know ...
Your wishes and desires

Your strengths & weaknesses

What motivates you & makes you happy

What you want to change about yourself / your life

Your achievements so far

How you relate to others

Whether it is socially acceptable or beneficial to you

The JOHARI
WINDOW
• A tool to understanding self
⚬ • created by Joseph Luft & Harry Ingham,
• a useful tool for providing self-explanation.
• The four panes of the Johari window represent
the four parts of our self.
⚬ the public self,
⚬ the hidden self,
⚬ the blind spot &
⚬ the unconscious self.
 SOCIAL
BEHAVIOUR
 SOCIAL
BEHAVIOUR
The interaction that takes
place between members of
the same species or the
behavior directed towards
the society is known as
social behavior.
Stages of forming Human Relations

EXPLORATION PHASE
• Seek clues and information - form
opinions and impressions about each
other
• Learn about oneself and the people you
work with

CONSOLIDATION PHASE
• First impressions can be deceptive due
to misleading information
• Repeated behavior patterns help in
gauging levels of frankness, openness,
truthfulness, reliability, credibility and
integrity of a person

PRESERVATION PHASE
• Stage of mutual understanding based on
trust and acceptance of each other's
good and bad points, weaknesses and
strengths.
"No matter what you do
in life or how well you
do it, your relationship
with others is the key to
your success or failure"

Lowell Lamberton & Leslie Minor

 ESSENCE OF EFFECTIVE HUMAN
RELATIONS
"People will forget what you said. They will forget what you did. But they will never forget
how you made them feel"
Maya Angelou, Poet

Human Relations is about ...

• HOW to get along EFFECTIVELY and INSTINCTIVELY so
that it comes naturally without thinking
• BEING a NICER person, more approachable person
• BEING more SENSITIVE to the other person, first and
always
 THREE PRINCIPLES OF EFFECTIVE
HUMAN RELATIONS

Be a friendlier Be more approachable Become a leader

person • Emulate the qualities of effective
leaders ...
• Don't criticize, condemn or • Project a welcoming pose ⚬ Leaders ...
complain • Don't look busy or preoccupied ￭ instinctively focus on others
• Give honest, sincere • Avoid confrontations & arguments ￭ create a positive
appreciation • Be respectful of the other person's environment
• Create a desire in the other state of mind and opinions ￭ are naturally open, honest,
person to create • Find diplomatic ways to deal with and friendly
• Be genuinely interested in other differing opinions ￭ are accommodating
people • Admit your mistakes ￭ work well with others
• SMILE - BE HAPPY!
 FOUR REQUIREMENTS OF HUMAN
RELATIONS
GOOD EMPATHY MANAGE RESOLVE
COMMUNICATION •ASTRESS
body is a
CONFLICTS
Learn to
• • Understand the • AVOID ...
communicate feelings of the "pressure vessel": ⚬conflict if
when steam builds possible
more effectively other person up ...
⚬Speak clearly ⚬confrontations
• Put yourself in ⚬EXPLODE and ⚬a combative,
⚬Listen and wait their shoes take out people confrontational
for a response • Show a sincere around you - tone
⚬Let others Jeopardize • Be diplomatic
and genuine relationships and
express their interest in the put people on about
point of view other person edge disagreements
openly • Be compassionate ⚬IMPLODE and • Learn to apologize
⚬Make them feel damage yourself • Selectively choose
and - high blood battles ... lose a
comfortable so understanding battle to win a war
pressure,
people are • Have a helpful, nervousness, • Compromise over
more willing to caring disposition and tension minor problems;
talk with you • Lear to relieve assert yourself on
pressure before it matters of
builds up principle
• Avoid or prepare • Don't let the sun
for potentially go down on a
stressful things conflict
 1. PEOPLE HAVE NAMES, USE THEM!
⚬ Use a person's name whenever you can!
⚬ Repeat a person's name when you meet them ... then again
in the first minute of the conversation
⚬ Start a conversation with the person's name

FIVE VITAL 2. EVERYONE WANTS OT BE HEARD ... LISTEN!

HUMAN •
•
Become a listener, not a talker
Why don't we listen better?
￭ Preoccupation with what we want to say
RELATIONS ￭ We are better at talking tan listening

SKILLS 3. MAKE EVERYONE FEEL GOOD

⚬ Thank someone for an accomplishment in front of
others
⚬ Refer someone because of their skills
⚬ Give credit for good ideas or actions
⚬ Give a sincere compliment
⚬ Make people smile by smiling yourself
 4. DON'T ACT WHEN YOU ARE UPSET OR ANGRY!

⚬ Learn to walk away or remain quiet when you or the

other person is angry.

FIVE VITAL ⚬ Don't engage people when they are preoccupied

⚬ Be sensitive to feelings and emotions
⚬ Forget about getting revenge ...
HUMAN
RELATIONS 5. REMEMBER TO SAY THANK YOU ... THANK
YOU ... THANK YOU
SKILLS ⚬ Thank people regularly and routinely (especially those
whom you tend to take for granted)
⚬ Challenge yourself to find creative and memorable ways
to say THANK YOU!
QUESTIONS?
 EVALUATE YOURSELF

• "KNOWING YOURSELF IS THE BEGINNING OF ALL WISDOM" - Aristotle (384: - 322 BC)

• Question: How good are you at Human Relations?

• The first step is to benchmark your current situation
• On the succeeding slides are 10 QUESTIONS that would help in your SELF-
ASSESSMENT ... each question has an indicator of where you are with Human
Relations progress
• READ each question carefully mark down the response that is most likely you!
 HUMAN
RELATIONS SELF-
ASSESSMENT
Let's Check Your Human Relations Progress!
https://docs.google.com/forms/d/e/1FAIpQLSdwSa5J_Jncratxdq
gPng5CezQJk0ex6MPmrcYqWiTX9iPklA/viewform?usp=sf_link
 Instruction
s:
01 02 03 04

INDICATE YOU RESPNSE

WRITE DOWN Be HONEST Questions will be
AS
YOUR ABOUT flashed for • NEVER
ANSWERS ON A YOUR 45 seconds. • SOMETIMES
PIECE OF PAPER RESPONSE • ALWAYS
STATEMENT #1:
I MAKE SURE THAT I
DISPLAY THE SAME
STANDARDS OF
BEHAVIOR THAT I EXPECT
FROM OTHER PEOLE.
• NEVER
• SOMETIME
S
• A LWAY S
 STATEMENT #2:
I GO ALONG WITH OTHERS;
DECISIONS RATHER THAN
INJECT MY IDEAS INTO THE
MIX.
• NEVER
• SOMETIMES
• A LWAY S
 STATEMENT #3:

I SAY "THANK • NEVER

YOU!" TO THE • SOMETIM
PEOPLE I WORK ES
WITH. • A LWAY S
 WHILE ACTIVELY
STATEMENT TALKING WITH
#4: SOMEONE, I HAVE
COMPOSED MY ANSWER
BEFORE THEY HAVE
FINISHED SPEAKING.
• NEVER
• SOMETIM
ES
• A LWAY S
STATEMENT #5:
I LOOK OUT FOR MYSELF AT
WORK AND DO THE
NECESSARY TO GET AHEAD.

• NEVER
• SOMETIM
ES
• A LWAY S
STATEMENT #6:
I THINK ABOUT HOW OTHERS
PERCEIVE A PROBLEM OR
ISSUE.
• NEVER
• SOMETIM
ES
• A LWAY S
 STATEMENT #7:
I COLLABORATE WITH OTHERS
TO SOLVE PROBLEMS USING A
VARIETY OF PROBLEM
SOLVING TOOLS AND
TECHNIQUES
• NEVER
• SOMETIM
ES
• A LWAY S
STATEMENT #8:
I PAY ATTENTION TO OTHER
PEOPLE'S BODY LANGUAGE.

• NEVER
• SOMETIM
ES
• A LWAY S
 STATEMENT #9:

I MAKE SURE EVERYONE

• NEVER
KNOWS ABOUT ANY
• SOMETIM
CONTRIBUTION TO A POSITIVE
OUTCOME. ES
• A LWAY S
STATEMENT #10:
I SPEAK FIRST, AND THINK
LATER

• NEVER
• SOMETIM
ES
• A LWAY S
 TAKE A LITTLE BIT OF TIME
AND TABULATE YOUR
RESULTS
SCORING MATRIX
• FOR QUESTIONS 1 THRU 8:
⚬ "NEVER= 1 POINT
⚬ SOMETIMES = 2 POINTS
⚬ ALWAYS - 3 POINTS
• FOR QUESTIONS 9 AND 10
⚬ NEVER= 13POINT
⚬ SOMETIMES = 2 POINTS
⚬ ALWAYS - 1 POINT
 QUIZ
20 MINUTES

https://docs.google.com/forms/d/e/1FAIpQLSczdOuU7tLhugsiYYs
VrAg4_MB912Aw2vKXxGLqBB_i-igITg/viewform?usp=sf_link
 Email Address
[email protected]

Do you have
any questions? Mobile Number
09276088011

Get in touch with Prof. Mae for any

concerns.