Industrial Supervision - IndM 4260

Chapter 1

Introduction: People are Human

Fundamentals of Human Relations

Human Relations refers to all the interactions that occur among people

Organizational Behavior the study of how people groups and organizations behave

Fundamentals of Human Relations

Management is human relationships at work, it is defined as an integrated hierarchy and team
of people whose activities must be coordinated to achieve specific objectives

Fundamentals of Human Relations

Hierarchy implies leadership

Team is working together

Fundamentals of Human Relations

Misconceptions
HR is not making people feel good or
manipulation of others to achieve your goals or
just common sense
managers need not manage all the time
HR is
being direct, honest, and positive in dealing with others. Managers need to be leaders,
facilitators and standard setters.
Fundamentals of Human Relations

Why study human relations

when working in a group conflicts will occur

The study of human relations is:

is how people can work effectively in groups to satisfy both
an organizations objectives and
personal goals
Fundamentals of Human Relations
Human Relations
refers to all the interactions that occur among people

Organizational Behavior
the study of how people groups and organizations behave
Fundamentals of Human Relations
Why is HR important to supervisors?

The lack of Human Relations is seen as the number one reason for the failer of a manager

Fundamentals of Human Relations

Understanding Human Relations?
know your personal goals (self)
know others goals (others)
these guide leadership (life)

Fundamentals of Human Relations

Next Class Meeting

History of Human Relations

Scientific Management
Labor Unions
Mayo?s Experiment
Influences
Quality Issues

Fundamentals of Human Relations

Current Knowledge of Supervision
Essential to increase our supervisory effectiveness
Fredrick Taylor, Scientific Management, 1900
Mayo?s, Hawthorne Studies, 1920s
Maslow?s, Needs Theory, 1943
McGregor, How People See Other People, 1950
Theory X (traditional) and Theory Y (Humanistic)

Fundamentals of Human Relations

Current Knowledge of Supervision
Hertzberg, Motivational Satisfiers-Dissatisfiers, 1950
Deming and Porter, Fourteen Points, 1960
Peter Drucker, Management by Objectives, 1960
William Ouchi, Quality Circles, 1970's
Theory Z (Team Approach)
Current Knowledge of Supervision - continued
Peters and Waterman, Industrial Democracy, 1980's
In Search of Excellence
Bushnell and Halus, TQM, 1990?s
John Case, Emancipation Capitalism, 1990's
 Oakley and Krug, & Others

Fundamentals of Human Relations

What we've learned through our social science research has evolved around human motivation
and work:
Employees centered supervisors are higher producers than job-centered supervisors
Employees with participation produce more than those who do not participate
Productivity allows for participation
Motivation is internal not external
Individuals sustain or initiates certain acts because of a desire to satisfy a particular need
A supervisor has the responsibility to turn on the psychological generator
get involved
Create high expectations in those you work with
Display an honest and genuine belief in specified expectations.
Subordinates appear to do what they believe they are expected to do.
A supervisor clears obstacles to expedite the work of others and ensure success.

Fundamentals of Human Relations

Motivation is defined as the force that energies, directs and sustains behavior.
It's behaviorally specific
Expectancy Theory - how individuals make decision regarding various behavioral alternatives
(MF=E * I * V)

Expectancy EP (Effort and Performance)

Instrumentality PR (Performance and Reward)
Valance VR (Value place on Rewards)

Fundamentals of Human Relations

What Motivates
Work itself
Achievement, Accomplishment
Responsibility, Accountability
Recognition
Advancement
Growth

What Motivates, continued?.

Incentives (Financial & Non-Financial)
Involvement, Participation
Communication
Leadership
Group, Peers
Chapter 4
Managing Yourself Stress, Time and Career Management

Stress
Stress/distress
Type A - workaholics
Type B - more relaxed
Type H - a subset of type A (hostile)
How to survive stress
Make stress work for you
Controlling anger
Avoiding burnout

Time Management
Constant amount of time
Time analysis/setting priorities
The telephone paradox
Managing your own time

Meetings - Time Wasters? Or communications Tools?

Where to meet
Formal meetings
Value of time

Career Development
Individual responsibility
Organizational responsibility
Career pathing
Career advancement
Alternative schedule choices
Flextime, job sharing, and telecommuting

Success
Mutual respect
Maturity
Success - not perfection, depends in large on how well we:
Cope with stress and tension
Manage our time, meetings, and other human interactions
Plan and otherwise manage our personal careers
Additional Topics:
Personal Problems and Counseling

Types and Identification of Personal Problems

Exaggerated behavior
Distress symptoms
Radical change symptoms

Alcoholism
How widespread is the problem
Problem drinkers and industry
Spotting an alcoholic
Stages/phases of alcohol addiction
Dealing with alcoholics

Substance Abuse
Tobacco & Snuff
Sex and the Workplace
Marijuana
Hard Drugs
Depressants/Stimulants
Designer drugs
Confronting drug abuse (documentation)

Societal Issues
Preventing Sexual Harassment
Homosexuality

How to Counsel
Directive Method
Nondirective Method
Cooperative Method
Comparisons

Company programs
Employee assistance programs

Post-Treatment Procedures
Follow-up (if the employee improves)
Follow-up (if the employee does not improve)

Work Purposeful activity, as natural as other life relationships.

Stress Pressure, strain, or force on a system.

Eustress A positive type of stress that has its foundations in meeting the challenges of
a task or job.

Distress A negative type of stress that can have overpowering effects on individuals.

Type A behavior - Highly competitive, pressured for time behavior that may result in
reacting to frustration with hostility.

Type B behavior Behavior exhibited by people who have more interests in leisure
activities than Type A people they may be more productive in the long run.

Type H behavior A subset of Type A behavior; the H refers to hostility.

Workaholic A person who takes great satisfaction in work but may carry that
commitment to an extreme preoccupation that endangers health.

Anger An emotional feeling of distress, as opposed to a physical manifestation of

anger, which is hostility.

Career development All of the activities necessary to help individuals become aware of
and acquire the knowledge, skills, and competencies to perform different jobs.

Career paths Alternative progressions through jobs in an organization planned by both

individuals and the organization.

Resume A summary of your educational and work accomplishments and goals.

Flextime Allows employees to set their own work schedules within defined limits.

Job sharing - dividing responsibilities usually held by one employee among two or
more employees

Telecommuting Allows employees to improve their productivity by working where they

are at their peak or prime times of performance.

Chapter 4 terminology

Polydrug user - a person that uses more than one drug

Depressant a drug that causes relaxation

Stimulant a drug that increases energy

Hallucinogen a drug, which alters perception of time and space

Sexism discrimination based on gender

Sexual harassment any unwanted attention in a sexual nature

Directive method of counseling common form of counseling where advice and

reassurance are given to an employee

Nondirective method of counseling method of counseling, which requires active

listening to stimulate employee growth

Cooperative counseling a counseling technique, which blends aspects of directive and

nondirective counseling

Chapter 5 terminology

Motivation anything that inspires people to act

Goal congruency the aligning of personal goals with organizational goals

Behavior modification the process of influencing behavior by rewarding an individual

for proper responses and failing to reward for improper responses

Reinforcement repeated awards for proper responses

Belong needs the social need to be a member of a group, team, or organization

Self-actualization the realization of one's fullest potential

Hygiene/motivation approach motivational theory, which states people are motivated

only to keep from being unhappy

Expectancy approach to motivation The motivation theory based on the strength of

an individual's belief that a course of action will result in a given performance and
reward.

Equity approach to motivation workers try to maintain balance between their own
inputs and their rewards in comparison to other workers

ERG approach to motivation a hierarchical approach to motivation based on three

sets of needs: (1) existence, (2) relatedness, and (3) growth

Incentive anything other than the job itself that motivates employees to produce
Intrinsic motivators motivators that occur on the job and help to make working more
enjoyable

Defense mechanisms ways in which an individual may try to reduce the tensions
caused by frustrations

Job design Includes all variables that will increase the quality and quantity of worker
performance; a conscious effort to organize tasks, duties, and responsibilities into a
work unit.

Job enrichment The view that a job may include duties that are more complex and
hence grant more responsibility and authority.

Job enlargement enlargement of a position to include more duties

Job rotation performance in several different jobs to learn a whole system and alleviate
boredom.

Core job dimensions skill variety, task identity, task significance, autonomy, feedback,
and interpersonal dimensions

Chapter Three Notes

Personal and Organizational Values

Supervision Defined
Supervision is defined by some as a dynamic force that moves the group to achieve
predetermined goals.

Types of Supervision
The Hardboiled Autocrat
The Benevolent Autocrat
Laissez Faire
Democratic

Aspects of Human Relations

Supervisors must learn how to conduct themselves individually, and to interact with one
another in both small and large groups in ways which are constructive.

Five Aspects of Human Relations

Primacy of feelings
Self understanding
Impact of person to person relationship
Dynamics of change
Dynamics of group effort
Disciplines involved in human relations
Psychology
Social psychology
Sociology
Anthropology
Political Science

Newest developments in human relations

Quality Circles
Total Quality Management
Zero-Defects Management
Employee Empowerment
Excellence
Organizational Transformations

Recurrent themes in human relations

Human dignity
Empathy
Individual differences
The whole person
Communications
Motivation
Leadership
Teamwork
Responsible job behavior
Constant change

Distinguish between leadership, management, administration, and supervision.

Leadership is communicating, setting examples and visioning for subordinates

Management is guiding employee’s activities to achieve specific objectives
Administration- is providing guidelines to managers that will improve paperwork
efficiency, as opposed to organizational effectiveness
Supervision is leading and directing employees in their day-to-day tasks

Personal and Organization Values

Honesty/Integrity
Loyalty
Knowing and Learning Entity
Trust and Respect
Commitment and Renewal
Quality, Service and Stewardship
Other Common Values are competitiveness, patience, confidence, diversity and fun

Personal Values
 Attitude and Humor
Courtesy/Enthusiasm
Compassion/Caring
Dependability/Reliability
Perseverance/Diligence
Self-Discipline

Organization Values
Action Orientation
Equity/Fairness
Entrepreneurship/Risk Taking
Teamwork/Cooperation/Collegiality
Visionary Leadership

Organizational Strategy
Basic Question:
Deliberate Strategy
Emergent Strategy
Levels of Strategy
Corporate Level Strategy
Business Level Strategy
Functional Strategies
Strategic Planning Process
Event or Continuous Process
Transactional approaches to Transformational

Organizational Structure
Perspective
Control
Coordination
Mechanisms
Control Example
Coordinate Example

Types of Structures
Organizational Control
Mechanistic and Organic
Coordination
Functional
Divisional
Forces in the Continuum

Organizational Structure
Coordination and Interdependence
Cross Functional Integration
Hierarchy
Direct Contact
Liaison Role
Task Groups
Integrating Role
Integrating Department
Matrix Structure