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G O O D  H U M A N  R E L A T I O N S 17
G O O D  H U M A N  R E L A T I O N S 17
G O O D  H U M A N  R E L A T I O N S 17
G O O D  H U M A N  R E L A T I O N S 17
G O O D  H U M A N  R E L A T I O N S 17
G O O D  H U M A N  R E L A T I O N S 17
G O O D  H U M A N  R E L A T I O N S 17
G O O D  H U M A N  R E L A T I O N S 17
G O O D  H U M A N  R E L A T I O N S 17
G O O D  H U M A N  R E L A T I O N S 17
G O O D  H U M A N  R E L A T I O N S 17
G O O D  H U M A N  R E L A T I O N S 17
G O O D  H U M A N  R E L A T I O N S 17
G O O D  H U M A N  R E L A T I O N S 17
G O O D  H U M A N  R E L A T I O N S 17
G O O D  H U M A N  R E L A T I O N S 17
G O O D  H U M A N  R E L A T I O N S 17
G O O D  H U M A N  R E L A T I O N S 17
G O O D  H U M A N  R E L A T I O N S 17
G O O D  H U M A N  R E L A T I O N S 17
G O O D  H U M A N  R E L A T I O N S 17
G O O D  H U M A N  R E L A T I O N S 17
G O O D  H U M A N  R E L A T I O N S 17
G O O D  H U M A N  R E L A T I O N S 17
G O O D  H U M A N  R E L A T I O N S 17
G O O D  H U M A N  R E L A T I O N S 17
G O O D  H U M A N  R E L A T I O N S 17
G O O D  H U M A N  R E L A T I O N S 17
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G O O D H U M A N R E L A T I O N S 17

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  • 1. Accountability and Good Human Relations The key to High Retention of Manpower & Consistent Growth year after year. Presented and prepared by: Charlie Mernagh
  • 2. AS A MANAGER/SUPERVISOR YOU ARE WHERE THE BOOK STOPS YOU ARE THE The Motivator And Developer With Good Human Relations You can have a very definite impact on peoples lives
  • 3. DEFINITION <ul><li>The ability to get along well with others. </li></ul><ul><li>POWER OF EXPECTATION </li></ul><ul><li>(Extract from Pygmalion in Management) </li></ul><ul><li>“ Managers cannot avoid the depressing cycle of events that flow from low expectations from subordinates. If a Manager believes a subordinate will perform poorly, it is virtually impossible for him to mask his expectations because this message is usually unintentionally without conscious action on his/her part. </li></ul>
  • 4. FACT <ul><li>INDEED A MANAGER OFTEN COMMUNICATES MOST WHEN HE/SHE BELIEVES THEY ARE COMMUNICATING LEAST. </li></ul><ul><li>The silent treatment communicates negative feelings even more effectively at times than a tongue – lashing does. </li></ul>
  • 5. How then are we to hold people accountable and maintain Good Human Relations <ul><li>A starting point is to agree on what should the Employee be held accountable for? </li></ul>
  • 6. WHAT IS THE JOB OF THE EMPLOYEE? <ul><li>Have a list of duties and responsibilities. </li></ul>
  • 7. EXPECTATIONS <ul><li>Find out what the employee wants…Goals…Expectations </li></ul><ul><li>Find out if he/she has Family support…or are there any personal problems etc. </li></ul><ul><li>Explain your expectations…Standards. Tell them you expect them to do their best. </li></ul><ul><li>Tell them you have confidence in their ability to get the job done. </li></ul><ul><li>How can I help you…Discuss where they feel they need the most help. </li></ul>
  • 8. Training and Motivation <ul><li>The worst form of Motivation is fear. </li></ul><ul><li>Nobody works well under threat of their job…and usually good Human Relations will deteriorate to the point where the employee quits or you follow through on your threat. </li></ul><ul><li>Conversely people do feel secure when they know what is expected of them…(Standards of performance) </li></ul>
  • 9. IF A PERSON IS NOT FOLLOWING THROUGH ON A COMMITMENT ON A REGULAR BASIS IT MEANS THAT EITHER: <ul><li>They cant do it! </li></ul><ul><li>They are not Motivated to do it </li></ul><ul><li>THEY CANT DO IT </li></ul><ul><li>This will normally apply to a new employees. </li></ul><ul><li>Find out where He/She needs help…Get involved and follow through with action. </li></ul>
  • 10. MOST INFLUENTIAL BOSS <ul><li>(Extract from pygmalian in Management) </li></ul><ul><li>“ a young persons first Manager is likely to be the most influential person in His/Her career. If this Manager is unwilling or Unable to develop the skills the young person needs to perform effectively, the latter will set lower standards for themselves than they are capable of achieving, their self image will be impaired and they will develop negative attitudes toward their job. </li></ul>
  • 11. Continued, <ul><li>Their employer, and in all probability…their Career in Business. </li></ul><ul><li>Since their chances with their employer will decline rapidly, they will leave, if they have high aspirations in hope of finding a better opportunity. </li></ul><ul><li>If on the other hand their Manager helps them achieve their Maximum potential, they will build the foundation for a successful career” </li></ul>
  • 12. THEY ARE NOT MOTIVATED TO DO IT. <ul><li>Hold a career interview. </li></ul><ul><li>Determine what the problem is. </li></ul><ul><li>List down all things He/She likes about the job. </li></ul><ul><li>List down what they find difficult. </li></ul><ul><li>Tell them you value them as part of the Team. </li></ul><ul><li>If you feel the Interview is going positive…you feel the employee would like to be back on track. </li></ul><ul><li>Express confidence in their ability to turn things around….remind them of their past achievements…awards etc. </li></ul><ul><li>Ask where they need help…get involved…follow through. </li></ul>
  • 13. NOTE <ul><li>If you feel after the Interview there has been no progress or change in attitude or commitment…you may have to make a decision to replace the employee, as to keep a person on the team with no commitment could effect the commitment and support you get from the other employees. </li></ul><ul><li>However in coming to this decision you would want to be absolutely sure that this is a lost cause. </li></ul>
  • 14. THE 4 GREAT PRINCIPLES OF MANAGING PEOPLE. <ul><li>Treat them like people. </li></ul><ul><li>Harness their desires. </li></ul><ul><li>Teach them how. </li></ul><ul><li>Criticise constructively. </li></ul>
  • 15. NO 1. TREAT THEM LIKE PEOPLE <ul><li>There is something praiseworthy about everyone. </li></ul><ul><li>Anything they do well …tell them so </li></ul><ul><li>And whenever possibly tell them in public. </li></ul>
  • 16. NO. 2. HARNESS THEIR DESIRES <ul><li>Your job is to get the best performance from your people, you must arouse their desire to do their work. </li></ul><ul><li>Our job is to find out what what desires people already have. </li></ul><ul><li>Everyone has different desires. </li></ul><ul><li>Show a person how doing their job will bring them prestige and they will move heaven and earth to undo themselves. </li></ul><ul><li>Show them how to get what they want of the job. </li></ul>
  • 17. NO. 3. TEACH THEM HOW <ul><li>John D Rockefeller Snr said – Good Management consists of showing average people how to do the work of superior people. </li></ul><ul><li>People learn best when they begin with something they know, then move on gradually to something they don’t know. </li></ul><ul><li>Move from the simple to the complex. </li></ul>
  • 18. Continued … <ul><li>Start with the known and simple </li></ul><ul><li>Demonstrate </li></ul><ul><li>Encourage </li></ul><ul><li>inspect </li></ul>
  • 19. NO. 4. CRITICISE CONSTRUCTIVELY <ul><li>The purpose of criticism… </li></ul><ul><li>Why do we criticise a person? </li></ul><ul><li>To prevent a recurrence of a certain behaviour. </li></ul><ul><li>To teach better ways…make job easier to perform </li></ul><ul><li>To increase efficiency. </li></ul>
  • 20. FOLLOW 5 SIMPLE BUT FUNDAMENTAL RULES <ul><li>Get all the facts </li></ul><ul><li>Stay calm </li></ul><ul><li>Criticise in private </li></ul><ul><li>Command before you criticise </li></ul><ul><li>Keep it constructive </li></ul><ul><li>People want to feel important…Everybody has pride </li></ul>
  • 21. HOW TO GET ALONG WITH OTHERS <ul><li>Ask questions to win cooperation </li></ul><ul><li>Be brief – to clear up troubles </li></ul><ul><li>Confidence bearing – to help others </li></ul><ul><li>Directness – to make personal contact </li></ul><ul><li>Sincerity </li></ul><ul><li>X + Y + Z = SUCCESS </li></ul><ul><li>X = Hard work! Y = Play! Z = Ability to keep your mouth shut. </li></ul>
  • 22. RULES FOR MANAGERS <ul><li>Jingle praise – to secure best effects. </li></ul><ul><li>FORGET looking for big things to praise – look for little ones. </li></ul><ul><li>Say something encouraging – or say nothing. </li></ul><ul><li>One of the best ways to get praise for oneself is to give it to others first. </li></ul>
  • 23. TEN SUGGESTIONS FOR PERSONAL DEVELOPEMENT <ul><li>Be conscious of the other person and note what they do. </li></ul><ul><li>Assume that people like you. </li></ul><ul><li>When you greet a person – greet them empathically. </li></ul><ul><li>Build up the other persons feeling of self worth. </li></ul><ul><li>Admit your own defects. </li></ul><ul><li>Practice the use of the word “ YOU ” ands avoid “I”. </li></ul><ul><li>Admire your friends. </li></ul><ul><li>Love someone intensely. </li></ul><ul><li>Change your environment occasionally. </li></ul><ul><li>Associate with people who are successful and happy. </li></ul>
  • 24. WHERE DOES IT START <ul><li>It started the day you got promoted </li></ul><ul><li>It could start now. </li></ul><ul><li>When you decide you are a peoples person and you alone will help others develop their careers. </li></ul>
  • 25. CONCLUSION <ul><li>Its not good enough to be good if you dream of being great. </li></ul><ul><li>Persistency prevails…and when all else fails…be the best you can be. </li></ul><ul><li>Don’t put off to tomorrow…what you can do today. </li></ul><ul><li>Follow the rules </li></ul><ul><li>All that is not given is lost. </li></ul>
  • 26. THANKS FOR YOUR ATTENTION HAVE A GREAT CAREER *** YOU ARE THE FUTURE Of YOUR COMPANY ***
  • 27. R2 : A2 Session <ul><li>R = Recognise the principle </li></ul><ul><li>R = Relate the principle </li></ul><ul><li>A = Assimilate the principle </li></ul><ul><li>A = Action.. When will you put the principles into action. </li></ul>
  • 28. Motto All that is not given is lost.

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