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HUMAN RELATION AND ORGANISATIONAL BEHAVIOUR

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HUMAN RELATION AND ORGANISATIONAL BEHAVIOUR

  1. 1. HUMAN RELATION AND ORGANISATIONAL BEHAVIOUR
  2. 2. TOPICS…… Significance of human relation and organizational – Individual in organization – Motivation – Personality and creativity – Group dynamics, Team working – Communication and negotiation skills.
  3. 3. • Human relations are an integral process through which the individual’s attitudes and work are combined or integrated. • Purpose of human relations is to help in working more effectively with other people in organizations. • Production increases with a better social climate. • Customer relations endeavors to promote, and increase the contact between the business and the individuals in the community.
  4. 4. • Establishing good consumer relations must also be considered since the companies survival depends on its customers. • Effective communication is vital especially in establishing good human relationships. • Communication refers to the process of conveying thoughts , ideas, information and facts by speech, writing etc. • Workplace relationships provide a source of employee motivation, which is important to maintaining productivity.
  5. 5. INDIVIDUAL IN ORGANIZATION
  6. 6. • The individuals play an important role in the functioning of the organization. The members of an organization must be induced, coerced or forced to participate in it. • People participate in the organizations when they are going to gain something out of them. • The degree of their identification with the organization depends on the nature and intensity of the motives for participating in them. • The success of an organization depends not only on the proper coordination and cooperation of its members but also on the cooperation of others.
  7. 7. MOTIVATION
  8. 8. • Motivation is the driving force that causes the flux from desire to will in life. • Motivation significantly influences productivity, and a high level of motivation results in a higher level of productivity. • Motivated employees will retain a high level of innovation while producing higher quality work at a higher level of efficiency. • Creating a motivating environment in your workplace produces happy employees
  9. 9. KEEPING EMPLOYEES MOTIVATED • Communicate with employees • Reward strong performances • Involve employees in decision making • Offer training and development • Define the employees' role
  10. 10. PERSONALITY AND CREATIVITY
  11. 11. PERSONALITY • Personality is the particular combination of emotional, attitudinal, and behavioral response patterns of an individual. • Personality plays a key role in organizational behavior because the way that people think, feel, and behave affects many aspects of the workplace. • An individual will handle a situation based on his/her personal values and personality traits. These traits are developed throughout a person's lifetime and cannot be easily changed.
  12. 12. • Traits such as openness, emotional stability, and agreeableness all predict that an individual will have less conflict, work better in teams, and have positive attitudes about his or her work. • People with this type of personality should be placed in situations where they would be working with or leading others. Those who do not have these traits will have less motivation and be more negative when they are placed in these same situations.
  13. 13. CREATIVITY • Creativity is the act of turning new and imaginative ideas into reality. • Creativity involves two processes: (i) Thinking (ii)Producing • Creativity in organisations focuses on achieving innovation, competitive advantage and social benefits by enhancing the ‘level’ of creativity in the organisation.
  14. 14. Creativity Involves…… • Concepts: ideas and/or technologies • Competences: skills and abilities of individuals (and the opportunity to use these skills in the organisation). • Connections: the relationships which individuals, teams and organisations create (networks). Sustained by collaboration and can be re-configured as new ideas emerge/are created.
  15. 15. GROUP DYNAMICS
  16. 16. • Group dynamics is a branch of social psychology which studies problems involving the structure of a group. • The interactions that influence the attitudes and behaviour of people when they are grouped with others through either choice or accidental circumstances.
  17. 17. OBJECTIVES OF GROUP DYNAMICS • To identify and analyze the social processes that impact on group development and performance. • To acquire the skills necessary to improve individual and group performance in an organizational context. • To build more successful organizations by applying techniques that provides positive impact on goal achievement.
  18. 18. PRINCIPLES OF GROUP DYNAMICS • The members of the group must have a strong sense of belonging to the group. • Changes in one part of the group may produce stress in other person, which can be reduced only by eliminating or allowing the change by bringing about readjustment in the related parts • The group arises and functions owing to common motives.
  19. 19. • Groups survive by placing the members into functional hierarchy and facilitating the action towards the goals • The intergroup relations, group organization and member participation is essential for effectiveness of a group. • Information relating to needs for change plans for change and consequences of changes must be shared by members of a group.
  20. 20. ELEMENTS OF GROUP DYNAMICS • COMMUNICATION • CONTENT VS PROCESS • DECISION • INFLUENCE • TASK VS RELATIONSHIPS • ROLES • MEMBERSHIP • FEELINGS • NORMS • GROUP ATMOSPHERE • GROUP MATURITY
  21. 21. TEAM WORKING
  22. 22. Teamwork holds a highly valuable place in organizations, with teamwork among employees every bit as important as collaboration among members of a sporting team. Problem Solving • Teamwork is important due to the problem-solving energy. • Using teamwork, team members pool their collective ideas together to generate unique ideas for dealing with problems.
  23. 23. Communication • Teamwork is the backbone of effective communication within a company. • Teamwork promotes conversation between employees regarding the task at hand, possibly preventing employees from working in opposite directions. Cohesion • Cohesion is an important byproduct of teamwork within a company. This cohesion could be the result of increased chemistry, trust or both from working on projects as a team. • Cohesion from teamwork can greatly increase the work- flow speed of a company.
  24. 24. Learning • When employees work together as a team within a company, every employee learns from one another. • employees from different departments may learn information from each other regarding the limitations and possibilities of those departments.
  25. 25. COMMUNICATION AND NEGOTIATION SKILLS
  26. 26. COMMUNICATION SKILLS • Being able to communicate effectively is the most important of all life skills. • Communication is simply the act of transferring information from one place to another, whether this be vocally, written visually or non-verbally.
  27. 27. COMMUNICATION SKILLS INCLUDE: • Speaking appropriately with a wide variety of people whilst maintaining good eye contact • demonstrate a varied vocabulary • listen effectively • present your ideas appropriately • write clearly and concisely • work well in a group
  28. 28. NEGOTIATION • Negotiation is a method by which people settle differences. It is a process by which compromise or agreement is reached while avoiding argument.
  29. 29. BASICS OF NEGOTIATION • There must be at least two or more parties involved. • There is a common interest between parties. • Have definite goals and objectives. • Allow adequate time for the process.
  30. 30. BASIC ELEMENTS OF SUCCESFUL NEGOTIATION • Positive Attitude • Knowledge of the Negotiation process • An understanding of people • A grasp of your subject • Creativity: settle on a solution before you negotiate • Communication skills
  31. 31. Negotiation Process REPA • Relate : Building a relationship • Explore : Interests of both sides • Propose: One concrete proposal addresses all underlying interests • Agree : Compromising & create alternatives
  32. 32. Five Ways To Negotiate Effectively • Learn to flinch • Recognize that people often ask more than they expect to get • The person with the most information usually does better • Practice at every opportunity • Maintain your walk away power

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