Dem 735 – fundamentals of human relations

Gov't employed en Department of Education Philippines
22 de Nov de 2014

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Dem 735 – fundamentals of human relations

  3. DEFINE HUMAN RELATIONS In its broadest sense, covers all the types of interactions among people – their conflicts, cooperative efforts and group relationships. It is the study of why our beliefs, attitudes and behaviors sometimes cause relationship problems in our personal lives and in work-related situations.
  4. What are Interpersonal Skills? Interpersonal skills are the life skills that we use every day to communicate and interact with other people, both individually and in groups. People with strong interpersonal skills are usually more successful in both their professional and personal lives.
  5. A list of Interpersonal Skills Verbal Communication - What we say and how we say it. Non-Verbal Communication - What we communicate without words, body language is an example. Listening Skills - How we interpret both the verbal and non-verbal messages sent by others.
  6. Negotiation - Working with others to find a mutually agreeable outcome. Problem Solving - Working with others to identify, define and solve problems. Decision Making – Exploring and analyzing options to make sound decisions. Assertiveness – Communicating our values, ideas, beliefs, opinions, needs and wants freely.
  7. How to improve and develop your interpersonal skills? Learn to Listen Listening is not the same as hearing. Take time to listen carefully to what others are saying through both their verbal and non-verbal communication.
  8. Choose Your Words Be aware of the words you are using when talking to others. Could you be misunderstood or confuse the issue? Practice clarity and learn to seek feedback to ensure your message has been understood. Encourage others to engage in communication and use appropriate questioning to develop your understanding.
  9. Relax When we are nervous we tend to talk more quickly and therefore less clearly. Being tense is also evident in our body language and other non-verbal communication. Instead, try to stay calm, make eye contact and smile. Let your confidence shine.
  10. Clarify Show an interest in the people you talk to. Ask questions and seek clarification on any points that could be easily misunderstood.
  11. Be Positive Try to remain positive and cheerful. People are much more likely to be drawn to you if you can maintain a positive attitude.
  12. Empathize Understand that other people may have different points of view. Try to see things from their perspective. You may learn something whilst gaining the respect and trust of others.
  13. Understand Stress Learn to recognize, manage and reduce stress in yourself and others . Although stress is not always bad, it can have a detrimental effect on your interpersonal communication.
  14. Reflect and Improve Think about previous conversations and other interpersonal interactions; learn from your mistakes and successes. Always keep a positive attitude but realize that you can always improve our communication skills.
  15. Negotiate Learn how to effectively negotiate with others paving the way to mutual respect, trust and lasting interpersonal relations.
  16. Working in Groups We often find ourselves in group situations, professionally and socially.
  17. Ten ways to improve interpersonal skills
  18. Smile Few people want to be around someone who is always down in the dumps. Do your best to be friendly and upbeat with your fellow group members. Maintain a positive, cheerful attitude about school and life. Smile often. The positive energy you radiate will draw others to you. Be appreciative Find one positive thing about everyone you work with and let them hear it. Be generous with praise and kind words of encouragement. Say thank you when someone helps you. Make group members feel welcome when they call or ask questions. If you let others know that they are appreciated, they’ll want to give you their best.
  19. Bring people together Create an environment that encourages others to work together. Treat everyone equally, and don't play favorites. Avoid talking about others behind their backs. Follow up on other people's suggestions or requests. When you make a statement or announcement, check to see that you have been understood. If folks see you as someone solid and fair, they will grow to trust you. Resolve conflicts Take a step beyond simply bringing people together, and become someone who resolves conflicts when they arise. Learn how to be an effective mediator. If group members bicker over personal disagreements, arrange to sit down with both parties and help sort out their differences. By taking on such a leadership role, you will garner respect and admiration from those around you.
  20. Communicate clearly Pay close attention to both what you say and how you say it. A clear and effective communicator avoids misunderstandings with coworkers, colleagues, and peers. Verbal eloquence projects an image of intelligence and maturity, no matter what your age. If you tend to blurt out anything that comes to mind, people won’t put much weight on your words or opinions. Humor them Don’t be afraid to be funny or clever. Most people are drawn to a person that can make them laugh. Use your sense of humor as an effective tool to lower barriers and gain people’s affection.
  21. See it from their side Empathy means being able to put yourself in someone else’s shoes and understand how they feel. Try to view situations and responses from another person’s perspective. This can be accomplished through staying in touch with your own emotions; those who are cut off from their own feelings are often unable to empathize with others. Don’t complain There is nothing worse than a chronic complainer or whiner. If you simply have to vent about something, save it for your journal. If you must verbalize your grievances, vent to your personal friends and family, and keep it short. Spare those around you, or else you’ll get a bad reputation.
  22. Importance of Interpersonal Skills At work, interpersonal skills can get us jobs, gain promotions and enhance our personal effectiveness. In our personal lives interpersonal skills can help in marriage and with our social friendships. Improving these skills build confidence, enhances our relationships with others and thereby improves our personal effectiveness.
  23. People with good interpersonal skills have learn to identify which are the best ways of interacting with others in different situations. Our ability to interact with people helps us identify value in potential relationships and develop those that will yield value in our lives. Interpersonal skills create effective interpersonal communication and allow us to build successful relationships with our coworkers, managers, employees, and customers.
  24. Family relationships may be our strongest relationships, but effective interpersonal skills create maximum value within them. A little time and effort spent working and practicing your interpersonal skills will pay huge rewards in your professional and personal lives.
  25. The Challenge of Human Relations
  26. One-to-one Group Members Self ALL WORK IS DONE THROUGH RELATIONSHIPS
  27. Types of Relationships
  28. 1. Manage relationship with self People who have negative feelings about their abilities and accomplishments and who engage in constant self-criticism must struggle to maintain a good relationship with themselves.
  29. 2. Manage one-to-one relationship Racial, age or gender bias serves as a barrier to good human relations. Communication style bias is another common barrier to effective one-to-one relationships.
  30. 3. Manage relationships with members of a group. Many workers are assigned to a team on either a full-time or a part-time basis. Lack of cooperation among team members can result in quality problems or a slow-down in production.
  31. Human Relations and the “Total Person” Human relations - the study of how people satisfy both personal and work-related needs. Total Person – the combination of characteristics that make up the whole person.
  32. The Need for Supportive Environment Managers do believe that total person development, job enrichment, motivation techniques, or career development strategies help increase productivity or strengthen worker commitment to the job. When such practices are tried without full commitment or without full management support, there is a good chance they will fail.
  33. Human relations, when applied in a positive and supportive environment, can help individuals achieve greater personal satisfaction from their careers and help increase an organization’s productivity and efficiency.
  34. The Forces Influencing Behavior At Work
  35. Organizational Culture •Mission •Vision •Beliefs •Values Worker Behavior Family Influence •Work-family initiatives •Family-friendly culture Job Influence •Meaningfulness •Responsibility •Knowledge of result Supervisory- Management Influence • Philosophy •Competence •Leadership style Work Group Influence Social Support Emotional Support Support for meeting goals Personal Characteristics of the worker •Abilities •Interests •Aptitudes •Values •Expectations
  36. Major Forces Influencing Worker Behavior Organizational Culture Supervisory – Management Influence Work Group Influence Job Influence Personal Characteristics of the worker Family Influence
  37. 1. Organizational Culture Is the collection of shared values, beliefs, rituals, stories, and myths that foster a feeling of community among organizational members.
  38. Mission Statement vs Vision Statement About A Mission statement talks about HOW you will get to where you want to be. Defines the purpose and primary objectives related to your customer needs and team values: Answer: It answers the question, “What do we do? What makes us different” A Vision statement outlines WHERE you want to be. Communicates both the purpose and values of your business It answers the question, “Where do we aim to be?”
  39. Time: A mission statement talks about the present leading to its future. Function: It lists the broad goals for which the organization is formed. Its prime function is internal, to define the key measure or measures of the organization's success and its prime audience is the leadership team and stockholders. A vision statement talks about your future. It lists where you see yourself some years from now. It inspires you to give your best. It shapes your understanding of why are you working here
  40. Change Your mission statement may change, but it should still tie back to your core values, customer needs and vision. Developing a statement What do we do today? For whom do we do it? What is the benefit? Your vision should remain intact, even if the market changes dramatically, because it speaks to what you represent, not just what you do. What do we want to do going forward? When do we want to do it? How do we want to do it?
  41. Features: Purpose and values of the organization. Who are the organization's primary "clients" (stakeholders) What are the responsibilities of the organization towards the clients? Clarity and lack of ambiguity Paint a vivid and clear picture, not ambiguous Describing a bright future (hope) Memorable and engaging expression Realistic aspirations, achievable Alignment with organizational values and culture
  42. Vision: Francisco G. Nepomuceno Memorial High School is a school of CHOICE that promotes national culture of excellence and develops Filipino students who are God-loving, morally upright and equipped with knowledge and skills. Where there is …………………………. Child friendly atmosphere, Holistic development of students, Optimum use of resources, Innovative instructional styles, Committed educators and Empowerment of spiritual and moral values. Mission: To provide a learning environment that is Child-friendly that will produce young citizens who are values-oriented, active doers, effective communi cators, critical thinkers and nature stewards.
  43. 2. Supervisory-Management Influence The supervisors and managers are the spokepersons for the organization. Their philosophy , competence and leadership style establish the organization’s image in the eyes of employees.
  44. Philosophy a theory or attitude held by a person or organization that acts as a guiding principle for behavior: Principle a rule or code of conduct (2) : habitual devotion to right principles <a man of principle> an ingredient that exhibits or imparts a characteristic quality
  45. 3. Work Group Influence  Social Needs > When employees feel more connected to their colleagues at work, they are generally more productive. Many people find the hours spent at work enjoyable because coworkers provide needed social support. Emotional Support > The work group can provide coworkers the support needed to deal with pressures and problems on or off the job.  Assistance in solving problems and meeting goals >A cohesive work group lends support and provides the resources we need to be productive workers.
  46. 4. Job Influence When we find meaning and fulfillment in our jobs, we become more complete as human beings. Work has taken center stage in the lives of most people. Unfortunately, many people hold jobs that do not make them feel good. Some workers experience frustration because they are powerless to influence their working conditions.
  47. 5. Personal Characteristics of the worker Every worker brings to the job a combination of abilities, interests, aptitudes, values and expectations. Worker behavior on the job is most frequently a reflection on how well the work environment accomodates the unique characteristics of each worker. Today’s better-educated and better-informed workers value identity and achievement. They also have a heightened sense of their rights.
  48. Attitude vs Behavior Attitude is a person's inner thoughts and feelings, while behavior is usually an outward expression of attitude. Basically, attitude is the way in which we think. Behavior is the way we act. Attitude is internal, although it often shows on the outside - as behaviour. Behaviour is external - and can be observed.
  49. Distinction: 1. ‘Behavior’ is an inherent trait of an organism while ‘attitude’ is a human trait. 2. Our behavior is controlled by our endocrine system while our attitude can be influenced by factors that can be internal or external. 3. Our behaviors are set by our social norms while our attitudes are set by how we perceive things. 4. Organisms may have similar behavioral patterns while humans have attitudes that are distinct and different from each other.
  50. 6. Family Influence Marital distress often has a negative impact on organizational productivity. Many organizations have found that family problems are often linked to employee problems such as tardiness, absenteeism, and turnover.