978-0538731089 Chapter 1 Solution Manual

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Teachers Manual – 4th Edition

Chapter 1

Human Relations:

The Key to Personal and Career Success

FOCUS

The overall goal of the fourth edition of Human Relations is to provide relevant

content and activities that will enable students to embrace 21st century skills,

integrate new ideas/change, offer new solutions, and apply a global perspective to

issues so that they may in turn produce new knowledge, services, processes, and

products. The Partnership for 20th Century Skills called for skill in interacting

competently and respectfully. The purpose of this chapter is to introduce students

to the study of human relations and help them appreciate the role human relations

skills play in their personal and career success. The development of human

relations in business occurred for reasons that are equally valid in 21st century

organizations. Therefore, the history of management practices is traced to give

the student an understanding of how human relations became important to

business.

21st century competencies and individual responsibilities in a 21st century

organization are discussed. An explanation of the changes that occur in businesses

is presented to assist students in understanding what they must be prepared to

contribute to the organization and why their contribution is essential. Perhaps the

most important aspect of this chapter is that students see connections among

numerous forces, their responsibilities and how they fit in the overall organization.

CHAPTER PREVIEW

OBJECTIVES

After studying this chapter, you should be able to:

1.1 Explain what human relations is.

1.2 Discuss the importance of human relations to organizations and

careers.

1.3 Trace the development of human relations in business.

1.4 Discuss 21st century competencies and your responsibilities in a

21st century organization.

1.5 Explain which outside forces can affect organizations.

TEACHING-LEARNING SUGGESTIONS

Supplementary Exercise 1.1 (Getting Acquainted Interviews)

Explain that participants are to look around the room, select the person who looks

most interesting, and pair up. Pairs are to spend 10 minutes interviewing each

other, person A interviewing person B for 5 minutes and then reversing roles.

Interviewers can ask anything but must be willing to answer the same question.

Interviewees can choose not to answer a particular question.

At the end of 10 minutes, ask for the person who feels that he/she interviewed the

most interesting person to begin by introducing that person to the rest of the class.

Then, the person introduced introduces his/her partner. Continue by asking for the

next volunteer, being careful to pull from all sides of the room. After all are

introduced, ask volunteers to name as many participants as possible and give an

interesting fact about each.

Answers to Jump Start

1.1 Human Relations Definition and Study

Human Relations Definition and System

Human relations is the study of relationships among people and how they

interact. It looks at how this knowledge can be used to improve personal, job,

and career effectiveness. Broadly, it includes all types of interactions,

including conflicts, collaborations, and groups. Effective human relations is a

What Human Relations Is Not

If you are practicing human relations effectively, you:

Are strong and self-confident—but not overbearing

Are modest—but not timid or self-effacing

Are considerate of others—while keeping in mind both your own and

your organization’s needs

KeyPoint

Human

relations, the

A Systems Approach to Studying Human Relations

Human relations and organizational productivity are the sum total of six parts.

These are all connected to each other, and each part affects the whole and at

least one other part. Each part, in turn, is made up of a number of actions or

behaviors:

Answers to Ask Yourself

1. Human relations is the study of relationships among people, how they

1.2 Why Human Relations Is Important

Effective human relations skills contribute to organizational and individual

success.

Answers to In the News

1. Student answers will vary.

Importance of Human Relations to Organizations

Teaching Master 1.1

Use the prepared teaching master to discuss Characteristics of 21st C

Organizations (taken from Figure 1.2 in text).

Employers want to feel confident that you’ll treat customers and coworkers

professionally, will speak, listen, and contribute in meetings, and will use

etiquette and other aspects of human relations skills. Organizations today

are faced with serious challenges that require effective use of their

resources. People are their most important resource. Because jobs are

becoming more interdependent, organizations need people who can

cooperate, collaborate, and produce results by working with others.

Importance of Human Relations to Your Career

If you interact well in a variety of relationships, you’re more likely to be

able to influence others and achieve success. In fact, effective human

relations skills may be the greatest contributor to the success or failure of

your career.

Where Human Relations Starts

Ask students to discuss their outcomes and reactions to the human

relations quiz.

Building your human relations skills starts with you—with understanding

your own mental and emotional makeup and your effect on others.

Knowing yourself, your values, and your principles will help you

understand others, practice effective human relations, and achieve your

goals.

Answers to Ask Yourself

1. Most people are fired from their jobs because they do not get along with

1.3 Development of Human Relations

An appreciation for human relations developed as businesspeople looked for new

ways to increase productivity as the economy evolved.

Briefly discuss the schools of thought, emphasizing how they evolved into a

clear understanding of the importance of human relations.

Teaching Master 1.2–Social Sciences Basic to Study of Human Relations

Use the prepared teaching master to lead the discussion.

Answers to Ask Yourself

1.4 21st Century Skills and Responsibilities

Three categories of skills are learning and innovation skills; information,

media and technology skills; and life and career skills. Each category includes

both personal qualities and acquired skills, as well as certain responsibilities.

Employees should have the right attitude, be flexible, retrain, and use human

relations skills. They can contribute by doing a job well and communicating

effectively.

Teaching Master 1.3—21st Century Skills

Use the prepared teaching master to lead the discussion of 21st Century Skills.

Answers to Ethics Connection

Discuss Figure 1.5 in the text, Your Responsibilities in the 21st Century

Organization.

Answers to Ask Yourself

1.5 Outside Forces at Work

All organizations are vulnerable to a number of outside forces, such as dual

careers, divorce and single-parent households, multi-generational dependents,

and increasing competition for jobs. If they don’t adjust to a changing

environment, they’ll suffer financially or even go out of business. Generational

differences alone are creating a major shakeup in the workforce: more

generations are working simultaneously today than ever before, the over-55

workforce is growing rapidly, fewer young workers are entering the

workforce, and the number of mid-career workers is declining.

At the same time, many organizations are merging, reorganizing, or

downsizing and relying on outside consultants, temporary employees, and

part-time workers. Simultaneously they are stressing the importance of

service to clients and customers and watching in despair the growing

instances of workplace incivility. Added to this is the daily stress resulting

from a roller coaster economy, corporate scandals, income inequity, and

other problems. The frequency of changes within organizations requires

that employees be open to change if they are to survive and thrive.

Types of External Forces

Discuss Figure 1.6 in the text. Point out the following: Note how interrelated

these external environments are, demonstrating why forces outside the

organization can have powerful effects on the organization and you and your

co-workers. Many of these forces can’t be controlled by the organization or its

employees but can have a powerful effect on them. Think, for example, of

ways in which you and your friends may have already felt the effects of the

economy or competition.

Examples of Two External Forces and Their Impacts

Discuss organizational changes and technology changes and their impact

on organizations and employees.

Answers to Technology Connection

Answers to Global Connection

Supplementary Exercise 1.2

Have students bring articles from newspapers or magazines that depict businesses

or organizations being affected by one of the environments described in the

chapter. Have them tell what the effect is and which environment is responsible

KeyPoint

If organizations

don’t adjust to

changing

environments,

they’ll suffer

financially or

even go out of

business.

for the changes. Group discussion can then center on how these changes can affect

employees at the organization.

Answers to Ask Yourself

1. Answers will vary but should reflect an understanding of the chapter

content.

KEY TERMS DEFINITIONS

Human relations Study of relationships among people.

System A set of interrelated elements or parts that function as a whole. All

parts are connected to all other parts and are affected by at least one other part,

and each part affects the whole.

Classical school of management Study of management that focused on the

technical efficiency of work as a way to maximize production.

Behavioral school of management Study of management that focused on

techniques to motivate workers.

Hawthorne effect The idea that the human element is more important to

productivity than the technical or physical aspects of the job; identified through

experiments conducted by Mayo.

Management science school Branch of management that began after World War

II and was used to solve complex management problems; the computer has played

an important role in this school.

Statistical models Mathematical models that assist managers with planning and

controlling factors such as inventory, product mixes, and sales forecasts.

Virtual office Computer and information networks that link people in different

(remote) locations so they can interact and share work as if they were located in

one office building.

Telecommuters People, frequently based at home, who use technology networks

to send and receive work and information to and from different locations (such as

offices) to which they would once have needed to commute.

Hoteling Sharing an office space in your company’s building through

reservations.

SUGGESTED RESPONSES TO REVIEW QUESTIONS

1. Explain what human relations is and where it starts. Human relations is

the study of relationships among people, how they interact, and how this

2. Why is human relations important in our personal and work lives? What

do you think would happen to a business that did not use effective human

relations skills? Organizations will expect you to have a mix of technical

3. What are the three categories of skills identified by the Partnership for

21st Century Skills and discussed in this book? Give examples of the

4. What are your human relations responsibilities in an organization? Your

human relations responsibilities are the following: demonstrate your

5. What outside forces can affect organizations? Outside forces or external

6. How is technology changing the world of work and affecting human

relations? Technology changes sometimes require radical changes in

CRITICAL THINKING

1. The roots of Mr. Mitchell’s hiring criteria and the study’s behaviors

originate in the behavioral school beginning in the Industrial Era. These

skills correlate with the 21st century “learning and innovation” and “life

2. Piracy is a very serious problem in and of itself plus it breeds or leads to

other serious problems. It is also an ethical consideration. Regarding a

3. The three schools of management theory are the classical school of

management, the behavioral school of management, and the management

science school of management. Student examples will vary but should

reflect an understanding of the chapter material.

4. The two most likely skills and behaviors related to these quotations are

initiative/self-direction and collaboration. The quotations suggest that we

should be willing to move forward and act and to put ego aside and work

together.

5. Student answers will vary but should reflect true consideration.

6. The suggestions in the article are all related to communications or what

CASE STUDIES

Answers to Case Study 1.1 (Will Attitude Help?)

Yes, this happens frequently. Outstanding employees react in a variety of

ways when they find themselves in this classic situation. First of all, look at

your work and personal life. Is it balanced? Are you getting enough sleep and

exercise and eating healthily? These are important in keeping matters in

perspective.

(Frontline Employee, The University of Texas Employee Assistance

Programs, March 2006, www.uteap.com.)

Answers to Case Study 1.2 (Are You Personally Effective?)

The space program relies on these skills to develop the leading edge

Answers to Case Study 1.3 (What Now?)

Joan is being impacted by several outside forces, particularly economic events,

international competition, and macro concerns about the environment. Car

HUMAN RELATIONS IN ACTION

Groups should exchange papers and compare the following: formats used,

summaries presented, and analyses made. Each group should then select a leader

who will present the paper to the class. Each presentation should lead to a full

class comparison and discussion. Individual students should describe their use of

the Internet in finding the article. Because collaboration is an important 21st

century skill, individual contributions should also be briefly described.