Human relations : personal and professional development

목차 (Table of Contents)

• CONTENTS
• PART Ⅰ : Starting the Journey = 1
• Chapter 1 : Introduction to Human Relations = 2
• Chapter 2 : Challenges for the 21st Century = 32
• PART Ⅱ : Human Behavior : The Individual = 65
• Chapter 3 : Building Blocks of Your Behavior = 66
• Chapter 4 : Developing a Personal Communications Style = 98
• Chapter 5 : Dealing with Personal Issues = 130
• PART Ⅲ : The Organization = 161
• Chapter 6 : Effectively Grouping Employees = 162
• Chapter 7 : Being a Part of Groups and Teams = 194
• Chapter 8 : Hiring, Developing, and Appraising = 226
• Chapter 9 : Power, Politics, and Status = 262
• Chapter 10 : Organizational Communications = 294
• PART Ⅳ : Human Behavior : Interaction in the Organization = 323
• Chapter 11 : Excelling on the Job = 324
• Chapter 12 : Influencing Others = 358
• Chapter 13 : Understanding Change, Conflict, and Creativity = 390
• PART Ⅴ : Achieving Your Potential = 421
• Chapter 14 : Reaching Your Personal Goals = 422
• Glossary = 461
• Index = 473
• Preface to the Instructor = xix
• A Memo to Students = xxv
• PART Ⅰ : Starting the Journey = 1
• CHAPTER 1 : Introduction to Human Relations = 2
• Learning Objectives = 2
• Up-Close and Personal = 3
• Introduction = 4
• What Is Human Relations? = 5
• Why Is Human Relations Important? = 6
• The Critical Factors = 8
• Personal Characteristics = 8
• Personality = 8
• Attitude = 9
• Values = 9
• Communication Style = 9
• Organizational Culture = 9
• Organization Management = 11
• The History of Human Relations = 12
• The Forerunners of the Human Relations Movement = 13
• Frederick Taylor and Scientific Management = 14
• The Gilbreths and Gantt = 15
• The Rise of the Bureaucracy = 15
• Self Assessment : Your Organizational Preference = 18
• The Human Side of Organizations = 20
• Value Judgement : Psychological Testing and the Honesty Test = 20
• The Hawthorne Studies = 21
• Promoting Employee Satisfaction = 22
• Carnegie, Maslow, and McGregor = 22
• Moving Human Relations Forward = 24
• People Management = 24
• Why Study Human Relations? = 26
• Summary = 26
• Key Terms = 28
• Reviewing Your Understanding = 28
• Answers to Checking Your Understanding = 28
• Experiential Exercise = 29
• Case 1A : The Human Relations Movement = 30
• Case 1B : Monitoring Employees at Lemco-Miller Custom Machine Parts = 31
• CHAPTER 2 : Chaooenges for the 21st Century = 32
• Learning Objectives = 32
• Up-Close and Personal = 33
• Introduction = 34
• Working In a Diverse Society = 34
• Self Assessment : how Informed Are You About Diversity? = 35
• What is Work Force Diversity? = 39
• How Does Diversity Affect You? = 40
• Globalization = 42
• The Globalization of Business = 42
• How Does Globalization Affect Human Relations? = 44
• Changing How We Do Business = 47
• Doing More With Less = 47
• Implementing Total Quality Management = 48
• Reengineering Our Work Efforts = 49
• Human Relations Implications = 51
• Downsizing and Human Relations = 51
• TOM and You = 51
• Reengineering and Human Relations = 51
• Understanding the New Work Force = 52
• We All Don't Have Full-Time Jobs = 53
• Value Judgement : The Contingent Workforce = 54
• The Contingent Work Force and You = 54
• Can Organizations be "Good" and Still be Profitable? = 55
• Socially Responsible Organizations = 55
• The Ethical Individual = 56
• Skills Checklist : Acting Ethically = 58
• Summary = 59
• Key Terms = 60
• Answers to Checking Your Understanding = 61
• Experiential Exercise = 61
• Case 2A : The Changing Work World = 62
• Case 2B : A Socially-Responsible Issue for Bausch & Lomb? = 63
• PART Ⅱ : Human Behavior : The Individual = 65
• CHAPTER 3 : Building Blocks of Our Behavior = 66
• Learning Objectives = 66
• Up-Close and Personal = 67
• Introduction = 68
• Personality = 69
• Personality Traits = 69
• The Building Blocks = 69
• Behavior in Organizations = 70
• Self Assessment : Who Controls Your Life? = 71
• Personality and Job Choices = 74
• Personality and National Cultures = 76
• Attitudes = 77
• The Need for Consistency = 77
• Value Judgement : Convincing a Candidate to Take Your Job = 78
• Keeping Up-To-Date On Attitudes = 78
• Can You Change Your Attitude? = 79
• Perception = 80
• Skills Checklist : Developing a Positive Attitude = 81
• What Influences Perception? = 81
• Using Perceptions to Judge Others = 82
• Creating Positive Perceptions From Those Who Evaluate You = 84
• Values = 85
• Factors that Influence Your Values = 86
• Understanding Organizational Values = 88
• Shaping Your Behavior = 89
• Learning Through Consequences = 90
• Being Open to New Experiences = 91
• A Foma ; Wprd = 91
• Summary = 92
• Key Terms = 93
• Reviewing Your Understanding = 94
• Answers to Checking Your Understanding = 94
• Experiential Exercise = 94
• Case 3A : Understanding the Individual = 95
• Case 3B : Japanese Women Strike Back = 96
• CHAPTER 4 : Developing a Personal Communications Style = 98
• Learning Objectives = 98
• Up-Close and Personal = 99
• Introduction = 100
• What is Communication? = 100
• The Communication Process = 101
• Working Through the Process = 102
• The Responsible Party = 103
• Value Judgement : The Truth and Nothing but the Truth = 104
• How We Communicate With Others = 105
• Verbal Communications = 105
• Written Communications = 105
• Nonverbal Communicatios = 106
• Barriers to Effective Communication = 107
• Enhancing Our Communication Effectiveness = 108
• Using Feedback = 108
• Simplifying and Targeting Language = 109
• Listening Actively = 109
• Skills Checklist : Active Listening Techniques = 110
• Constraining Emotions = 111
• Aligning Verbal and Nonverbal Cues = 111
• Developing your Interpersonal Communications Style = 111
• The Assumptions of An Interpersonal Style = 112
• Interpersonal Styles = 113
• Lions = 113
• Foxes = 113
• Saint Bernards = 113
• Speaking Their Language = 114
• Self Assessment : Your Interpersonal Style = 115
• The Johari Window = 118
• The model = 118
• Tapping Into Hidden Potential = 120
• Developing Feedback Skills = 122
• Give Feedback to Be Helpful = 122
• Assess the Readiness of the Receiver = 122
• Make It Recent = 123
• Describe Behaviors Rather Than Evaluate Them = 123
• Don't Demand Change = 123
• Focus on Those Things a Person Controls = 123
• Be Empathetic = 123
• Confirm Understanding = 123
• Summary = 125
• Key Terms = 126
• Reviewing Your Understanding = 126
• Answers to Checking Your Understanding = 126
• Experiential Exercise = 127
• Case 4A : Communicating Effectively = 127
• Case 4B : Communication Breakdown and the Aviance Disaster = 128
• CHAPTER 5 : Dealing with Personal Issues = 130
• Learning Objectives = 130
• Up-Close and Personal = 131
• Introduction = 132
• Stress = 132
• Self Assessment : Are You Stressed? = 133
• What is Stress? = 134
• Causes of Stress = 135
• Personality Types = 135
• Family and Finances = 137
• From the Job = 137
• Stress Reduction Strategies = 138
• A Special Stress Reduction Strategy : Manage Your Time = 140
• The Time Wasters = 140
• Techniques for Managing Your Time = 140
• Identify Your Time Wasters = 143
• Make a List of Things To Do = 144
• Prioritize the To Do List = 144
• Schedule Your Day = 145
• Prepare Yourself for Work = 145
• The Four D Strategies = 145
• Abusing Substances = 147
• Alcohol Abuse = 147
• Substance Abuse = 147
• Seeking Help From the Organization = 149
• Employee Assistance Programs = 149
• Value Judgement : Should Employees Be Required To Take Drug Tests? = 150
• Wellness Programs = 151
• Helping Yourself : Protection From Sexual Harassment = 152
• Skills Checklist : Protecting Yourself From Sexual Harassment = 155
• Summary = 156
• Key Terms = 157
• Reviewing Your Understanding = 157
• Answers to Checking Your Understanding = 157
• Experiential Exercise = 158
• Case 5A : Dealing with Difficulties = 159
• Case B : Plowing the South Forty = 160
• PART Ⅲ : The Organization = 161
• CHAPTER 6 : Effectively Grouping Employees = 162
• Learning Objectives = 162
• Up-Close and Personal = 163
• Introduction = 164
• Do All Organizations Have Structures? = 164
• The Common Components = 164
• Putting the Pieces Together = 166
• Foundations of Structures = 166
• Standardized Jobs = 166
• Having One Boss = 168
• Authority = 169
• Span of Control = 171
• Grouping Employees at Work = 172
• Grouping Employees in the Global Village = 173
• By the Jobs We Perform = 173
• The Strengths = 173
• The Weaknesses = 175
• By the Products We Produce = 176
• The Strengths = 177
• The Primary Weakness = 178
• A Coordinated Approach = 178
• Its Unique Nature = 178
• The Strengths and the Weaknesses = 179
• Value Judgement : Are You Being Forced to Choose? = 180
• Self-Assessment : Will You Work Well in a Matrix Orgamization? = 181
• Organizational Structures Evolve Over Time = 182
• Why Organization Designs Change = 183
• Movement to a Simpler Structure = 183
• Simple-Like Structures and Larger Organizations = 185
• The Horizontal Structure = 185
• Horizontal Structures and You = 186
• Skills Checklist : Succeeding in a Simpler Structure = 187
• Summary = 188
• Key Terms = 189
• Reviewing Your Understanding = 190
• Answers to the Checking Your Understanding = 190
• Experiential Exercise = 190
• Case 6A : Grouping Employees = 191
• Case 6B : East Carolina State Bookstore = 192
• CHAPTER 7 : Being Part of Groups and Teams = 194
• Learning Objectives = 194
• Up-Close and Personal = 195
• Introduction = 196
• What is a Group? = 196
• Types of Groups = 197
• Reasons We Join Groups = 198
• Factors Influencing Our Behavior in Groups = 201
• Group Roles = 201
• Group Norms and Conformity = 202
• Group Cohesiveness = 204
• Groups and Diversity = 205
• Group Size = 205
• Group Prestige = 206
• Group Leaders = 207
• Group Decision Making = 207
• Advantages of Group Decision Making = 207
• Disadvantages of Group Decision Making = 208
• Value Judgement : Agreeing With the Boss = 209
• Using Groups Appropriately = 210
• Building Consensus = 210
• Skills Checklist : Building Group Consensus = 211
• Cpmsemsis-Building Techniques = 212
• Work Teams = 213
• Self Assessment : Is a Team For You? = 214
• Being Part of a Work Team = 216
• Developing a High Performance Work Team = 217
• How Can You Contribute to a Team? = 218
• Teams Have Problems, Too = 220
• Summary = 220
• Key Terms = 222
• Reviewing Your Understanding = 222
• Answers to Checking Your Understanding = 222
• Experiential Exercise = 223
• Case 7A : Group Efforts = 224
• Case 7B : Imedia Gets a Team = 225
• CHAPTER 8 : Hiring, Developing, and Appraising = 226
• Learning Objectives = 226
• Up-Close and Personal = 227
• Introduction = 228
• An Overview of The Employment Process = 228
• Laws Promoting Equal Opportunity For All = 230
• Value Judgement : Cultural Diversity and Fair Employment = 232
• Starting The Hiring Process = 232
• Recruiting and Selecting Employees = 235
• Finding Job Openings = 235
• Newspaper Advertisements = 235
• Employee Referrals = 237
• School Placements = 237
• The Selection Process = 237
• Reliability and Validity = 238
• Jumping all the Hurdles = 239
• Congratulations. You Made It = 241
• Orientation and Training = 241
• Adapting to the Organization = 241
• Training and Development : For Today and Tomorrow = 242
• How Will Your Performance Be Evaluated? = 243
• Setting Performance Goals = 244
• Skills Checklist : Preparing for the performance Evaluation = 246
• Having Your Performance Appraised = 247
• Pre-set Standards = 248
• Compared to Other Employees = 248
• Compared to Established Objectives = 249
• When Performance Falls Short = 249
• Employee Counseling = 249
• Disciplinary Procedures = 250
• Belonging to a Union = 251
• What is a Labor Union? = 251
• How Do You Become a Union Member? = 251
• Does Your Union Constrain the Organization? = 253
• Self-Assessment : What Do You Think Of Unions? = 254
• Building Cooperative Labor-Management Relations = 255
• Summary = 256
• Key Terms = 258
• Reviewing Your Understanding = 258
• Answers to Checking Your Understanding = 259
• Experiential Exercise = 259
• Case 8A : Maldonado Book Binders = 260
• Case 8B : Hiring Family and Friends at Applied Computer = 261
• CHAPTER 9 : Power, Politics, and Status = 262
• Learning Objectives = 262
• Up-Close and Personal = 263
• Introduction = 264
• Power = 264
• What is This Thing We Crave? = 264
• Power Sources = 265
• Developing a Power Base = 268
• Respecting Others = 268
• Building Power Relationships = 269
• Developing Associations = 269
• Controlling Important Information = 269
• Gaining Seniority = 269
• Building Power in Stages = 270
• Dealing with Politics = 271
• Value Judgement : Turning in a Colleague = 271
• Politics in Organizations = 272
• Understanding the Game = 273
• Organizational Expectations = 273
• The Power of Others = 274
• Self Assessment : Are You Political? = 275
• The Power You Have = 277
• Becoming Politically Smart : A Skills Perspective = 277
• Portraying the Proper Image = 277
• Being Loyal = 277
• Accepting Challenging Assignments = 277
• Compromising With Others = 278
• Avoiding Tarnished Individuals = 278
• Finding a Mentor = 278
• Supporting Your Boss = 278
• Mentors and Diversity = 279
• Skills Checklist : Becoming Politically Astute = 279
• Status = 281
• What is Status? = 281
• The Importance of Status = 282
• Status Sources = 283
• Status Symbols = 284
• Work Related Status Symbols = 284
• Personal Factors and Status = 288
• Summary = 289
• Key Terms = 290
• Reviewing Your Understanding = 290
• Answers to Checking Your Understanding = 290
• Experiential Exercise = 290
• Case 9A : Power and Status at Underwood Medical = 291
• Case 9B : Can You Speak Freely to Coworkers? = 292
• CHAPTER 10 : Organizational Communications = 294
• Learning Objectives = 294
• Up-Close and Personal = 295
• Introduction = 296
• Formal Communications Patterns = 298
• From the Boss to You = 298
• From You to the Boss = 299
• Communications With Your Peers = 301
• Promoting Upward Communications = 302
• c2 : Resolving Internal Disputes = 302
• Step 1 : You and Your Boss = 304
• Step 2 : You and Employee Relations = 305
• Step 3 : You and a Senior Manager = 305
• Step 4 : You and the President = 305
• Making Suggestions = 307
• Skills Checklist : Making Suggestions = 307
• Informal Communication : The Grapevine = 308
• Being Informed by the Organization = 309
• Bulletin Board = 309
• Value Judgement : Using the Grapevine = 310
• Newsletter = 311
• Companywide Meetings = 311
• Electronec Methods = 311
• The Employee Handbook = 312
• Self Assessment : Understanding the Student Handbook = 312
• The Purpose of an Employee Handbook = 313
• A Critical Factor = 315
• Summary = 317
• Key Terms = 318
• Reviewing Your Understanding = 318
• Answers to Checking Your Understanding = 319
• Experiential Exercise = 319
• Case 10A : Milano's Pizza = 320
• Case 10B : Voicing Concerns at Sun Nursery = 321
• PART Ⅳ : Human Behavior : Interaction in the Organization = 323
• CHAPTER 11 : Excelling on the Job = 324
• Learning Objectives = 324
• Up-Close and Personal = 325
• Introduction = 326
• Behavior and Your Needs = 327
• Why You Do What You Do = 327
• Efforts and Organizational Goals = 328
• Your Needs = 329
• You're Not Lazy, You're Just Not Motivated = 330
• Early Motivation Theories Focused on You = 330
• Fulfilling You Needs = 331
• Self Assessment : Which Needs Dominate? = 333
• A Supervisor's Perception of You = 334
• The Organization's Perception of You = 334
• Toward Explaining Motivating Behavior = 338
• Personality and Your Needs = 338
• Something for Something = 339
• Getting What You Expect = 340
• Value Judgement : Are Some Organizational Members Overpaid? = 340
• Designing Jobs to Meet Your Needs = 432
• Having a More Meaningful Job = 342
• Enriching Your Job = 343
• Job Rotation = 343
• Flexible Hours = 344
• Flexibility in Pay, Too = 345
• Some Rewards Don't Cost Money = 346
• knowing When You're Motivated = 347
• If I'm Happy, I'm Productive = 348
• Skills Checklist : Are You Getting the Most From Your Job? = 348
• I'm Not Feeling Well Today = 350
• Take This Job and Shove It = 350
• A Final Word = 351
• Summary = 351
• Key Terms = 353
• Reviewing Your Understanding = 353
• Answers to Checking Your Understanding = 354
• Experiential Exercise = 354
• Case 11A : Motivating Mildred = 355
• Case 11B : Employees React to Pay Cuts = 356
• CHAPTER 12 : Influencing Others = 358
• Learning Objectives = 358
• Up-Close and Personal = 359
• Understanding Leadership = 360
• Are All Those Who Supervise Us Leaders? = 360
• Can There Ever Be "No" Leader? = 360
• Are Some People Born To Lead? = 362
• Traits of Successful Leaders = 362
• An Example = 363
• A Special Characteristic : Charisma = 364
• Value Judgement : Creating a Self-Image = 368
• How Do I Become a Leader? = 368
• Technical Skills = 369
• Conceptual Skills = 369
• Networking Skills = 369
• Human Relations Skills = 370
• Skills Checklist : Becoming an Effective Leader = 370
• Leadership Behaviors and Styles = 372
• Task-Centered Behavior = 372
• People-Centered Behaviors = 373
• And the Winner Is = 374
• Self Assessment : Your Preferred Influencing Behavior = 374
• Effective Leadership = 377
• The Building Block Models = 377
• Leadership and the Global Village = 378
• Applying the Concepts : A Situational Approach = 378
• Leadership Issues Today = 381
• Do Men and Women Lead Differently? = 382
• The Transactional and Transformational Leaders = 383
• Summary = 384
• Key Terms = 386
• Reviewing Your Understanding = 386
• Answers to Checking Your Understanding = 386
• Experiential Exercise = 387
• Case 12A : Leading Whistle Laundry = 388
• Case 12B : Barry Ingels at Toronto Mutual = 389
• CHAPTER 13 : Understanding Change, Conflict, and Creativity = 390
• Learning Objectives = 390
• Up-Close and Personal = 391
• An Introduction to Change = 392
• What Causes Change? = 392
• The External Forces = 392
• The Internal Forces = 394
• Making Changes in Organizations = 394
• Two Processes of Change = 395
• Calm Waters Change = 395
• White Water Rapids Change = 396
• Prepare to Go Rafting = 396
• Why You May Fear Change = 398
• Planned Change : Organization Development = 399
• Organization Development = 399
• OD Techniques = 400
• Conflict = 401
• Three Views of Conflict = 401
• Value Judgement : Creating Conflict = 402
• Conflict-Handling Skills = 404
• Pick Your Battles = 404
• Know Who Is Involved = 405
• Determine the Conflict Source = 405
• Respond to the Conflict = 405
• Self Assessment : What's Your Conflict-Handling Style? = 407
• Stimulating Conflict = 409
• Creativity = 410
• The Creative Process = 411
• Skills Checklist : Becoming More Creative = 413
• Summary = 414
• Key Terms = 416
• Reviewing Your Understanding = 416
• Answers to Checking Your Understanding = 416
• Experiential Exercise = 416
• Case 13A : Troutwein Manufacturing = 417
• Case 13B : kansas City Police and Conflict Resolution = 419
• PART Ⅴ : Achieving Your Potential = 421
• CHAPTER 14 : Reaching Your Personal Goals = 422
• Learning Objectives = 422
• Up-Close and Personal = 423
• Introduction = 424
• Careers = 424
• The Value of Developing Your Career = 424
• Self Assessment : Defining Your Success = 427
• Career Stages = 430
• Exploration = 430
• Establishment = 430
• Mid-career = 431
• Late Career = 432
• Decline = 432
• Making a Career Decision = 432
• Getting Into the Organization = 432
• Skills Checklist : Planning for Your Career = 433
• Preparing the Resume = 434
• Excelling at the Interview = 439
• When the Good News Arrives = 443
• Adjusting to the Job = 443
• Surviving to First Few Months = 443
• When the boss is Demanding = 447
• Preparing for the Future = 448
• Accepting Challenging jobs = 448
• Continuing Your Education = 448
• Changing Jobs When Necessary = 449
• Maintaining a Healthy Work and Personal Life = 449
• Work Hard, Play Hard, Too = 449
• Keeping Life Properly Focused = 450
• Choosing the healthy Life = 450
• Value Judgement ; Will Only the Strong Survive = 451
• Realize Life is Not a Fair Game = 452
• Some Concluding Remarks = 454
• Summary = 455
• Key Terms = 456
• Reviewing Your Understanding = 456
• Answers to Checking Your Understanding = 457
• Experiential Exercise = 457
• Case 14A : Career Issues and You = 458
• Case 14B : Michael Giles Cleans Up = 459
• Glossary = 461
• Index = 473