Human relations

- applies broadly to the interaction of people in all types of endeavor - in business, government, social cubs
schools and homes.
- Defined as “motivating people in an organizationto develop teamwork which effectively fulfills their needs
and achieve organizational objective.
- The art of getting along with people involves certain principles in psychology.

Principles for Creating Human Relations Atmosphere

1. Recognition of human dignity and the infinite worth of an individual- every man has a high estimate of
himself and values his honor, no matter how ill we think of him.
2. Recognition of individual differences- Recognition of individual differences - "Every human being has a
work to carry within, duties to perform, influences to exact which are peculiarly his own."
3. Use motivation not force. Encourage or urge a person to perform tasks and to strike for achievement in
order to satisfy his motives.
4. Love- neutralizes aggression and lessens hostility. "A soft tone turneth away wrath," says the old aphorism.
5. Empathy- is the ability to put oneself in the other person's place. It is paying attention to other people plus
the capacity to take in emotional signals and to make them mean something in a relationship with an
individual or with others.
6. Understanding- includes the principle of reciprocal behavior, "you" approach and person-centered
attitude.
a. Principle of reciprocal behavior. The Golden Rule is an application of this behavior. "We should
behave to people as we would wish people to behave to us." You get back what you hand out -
sometimes with interest added. If you smile, the other person will likely smile. If you complain, he
is likely to do the same.
b. "You" approach. The "you-attitude" should be developed not only in conversations but also in
correspondence. Substitute "You" for "I" as often as possible. Cultivate the art of listening and
give the other fellow a chance to talk. Be considerate of the opinion of others.
c. Person-centered attitudes needed. Workers are human beings and expect to be treated as such and
not as machines. Supervisors who are centered on machines, profits or themselves are likely to
have difficulties in human relations. Bosses who are employee-centered enhance output and
morale of workers. Individuals selfesteem, likes ,, interest and aspirations are considered more
likely capable to adjusting adequately to his work environment.

Approaches to human relations

1. Bottom up. This is a design that permeates the entire management in order that all persons in it may
contribute as fully as possible to the achievement of the goals of the organization.
- "feeling of personal freedom to think and plan boldly; to undertake new and untried ventures; to
fight back if ideas and plans are attacked by superiors; to take calculated risks in which mistakes
are accepted without punishment."
2. The two-way flow system. This is a technique by which employees and managers effectively participate in
policy making. The downward flow comprises authority to implement the policy.
3. Affective listening. All people have problems, but some have very serious ones that affect their work
performance and interpersonal relationships.
4. The referral system. Every organization should have channels for referral. A person who has
responsibility for other people should have formal organizational channels for referral.
5. Maintaining a watchful eye on ourselves. If we find that we are having difficulties that interfere with our
work or with pleasant relationship with other people, then we should be wise enough to seek professional
help.

Strategies of the Human Relations approach to change

1. "Sensitivity Training" or the use of T-Groups. Sensitivity training attempts to change individual and
interpersonal behavior through unstructured group processes.
2. On-site Consulting. - The Tri-Shock Institute in England pioneered the effort to bring psychological and
sociological information directly to heap on change processes in an organization and examine the
interpersonal relationship within it in order to suggest changes that might help.
 3. Information Feedback - This strategy is the information gained in on-site research for promoting change
in group processes. Basically it attempts to gather information about the attitudes of the people working
within an organization, to fill the data book for both management and monitors and then to use the
information to structure interpersonal relationships more effectively.
4. Other Strategies - Peer group dynamics counseling procedures and group therapy are other strategies for
change. Taken together, they are essentially designated to change individual attitudes and intergroup
relationships.

Morale
1. "Morale is the feeling of well-being that an individual experiences when his needs are filled to his
satisfaction."
2. "Morale is a synthesis of employee attitudes towards the employment situation.
3. "Employee morale is the attitude or feeling of individuals or groups toward their jobs, their associates, and
the company."

Boosters of Morale
One crucial index of a wholesome group organization is high morale which reflects security. The attitudes. that
reflect morale are the antithesis of conflict, discouragement, inertia, apathy or surrender.
Here are other important factors to consider in boosting morale:
1. Morale is always implemented by the knowledge that those around us have a similar attitude, that we and
our fellows feel the same about things. The group can marshall its zest when there are common strivings.
2. Faith in man and his eventual outcome is another valuable item. A leader who knows the way and gains
respect is essential.
3. Satisfaction of physical needs, a sense that we are contributing to the common cause, are moving toward
victory and are "in the know" even though the news may not be good.
4. Recreation has been found to assist in maintaining morale.
5. In industry being part of the team or firm, knowing he has status, that he is important than the profit makes
a lot of differences in the workers production and performance.
6. Respectable work. Individual morale is lowered when the job does not tap the individual's abilities and
interests or that one is supervised by someone who is not respected.
7. Group morale falls when the members feel that security and permanence in the job are jeopardized. Morale,
as well as personal problems and social stability of the individuals, reflects itself in such behavior as
absenteeism, tardiness, indifference towards his job, his associates and the organization or company. This is
a case of low morale.

Morale and Productivity- A supervisor who places emphasis on the tools of scientific management, such as time
and motion economy and close supervision may achieve high productivity although morale may be low. Conversely
a manager who believes in human relations, regardless of its effects on performance may be successful in
developing and maintaining morale among employees without necessarily increasing output.

Transactional analysis (TA) is an approach to understanding human behavior based on how people relate to others,
that is, how they interact.

The Ego State

There are three ego states - also called programs that influence each of our transactions called Parent, Adult and
Child - symbolized by the letter P, A, C each within a circle.
➔ Parent Ego State: Talks, act thinks or feel like a parent figure.
➔ Adult Ego State: Deals with reality collect facts appraise objectively, calculate probabilities before making
decisions.
➔ Child Ego State: Think, talk, acts and feels like a child. Mischievous and wild.
Parent Ego State
The Parent ego represents all the attitudes and behaviors that we have copied from our parents, and others who
served as parent figures as we were growing up - for example teachers, brothers, sisters, and grandparents.
Here are some of the verbal and non-verbal behavior clues that identify the Parent ego state:
➔ Verbal Clues
Always, never, remember, stupid, absurd, ridiculous, disgusting; if I were you; as long as you live (or) work in this
department unthinking judgmental reactions of all types; poor thing, honey, dear.
➔ Non-Verbal Clues
Pointing a finger accusingly; shaking your head; winging your hands, tapping your foot, standing or sitting with
arms folded; pursing your lips, sighing, snorting impatiently; patting a person on the head or shoulders; making
consoling sounds; holding and rocking.

Adult Ego State

The Adult ego state has nothing to do with age, it is related to the person's ability to size up reality, to analyze the
odds, and to act accordingly.
Adult Ego Stage: Practical, not easily swayed, weigh things wisely, objective, decisive.

Child Ego State

This Child ego stage is always selfish, easily angered, often fickle and fascinated by the idea of doing wrong.
Child Ego State: Childish, restless, tricky, artful dodger, wily, loves to play jokes on others.

Life Position
The way we feel about ourselves and others - determine to a large extent the kind of transactions we make with other
people, the kind of strokes we give and seek, and the kind of games we play.
There are four positions:
1. Position Number 1 (I'm OK - You're OK.)- is a pleasure to everyone concerned. This position is finally
decided upon maturity. The person in this position is free of hang-ups that result from No OK feelings he
does not play psychological games.
2. Position Number 2 (I'm Not OK - You're OK) is a kind of servile self-demeaning stance in relation to
others. It is a loser's position; the person who holds it feels inferior and is unlikely to attain happiness even
if he achieves some success. No
3. Position Number 3 (I'm Not OK - You're Not OK) is extremely difficult to cope with because it is so
negative toward self and others. The employee who holds it may distrust everyone and see little worth in
life and work - certainly a loser's position. ategory.
4. Position Number 4 (I'm OK - You're Not OK) is one in which a person feels good about himself but
distrusts and may well look down on others. Such an employee tend to feel superior to others and, to the
degree that he does, his supervisor will find it difficult to integrate him into the work team.

Role Playing
Depending upon our inclination to dominate or to be dominated by others, we may be masters of the art of role
playing. TA identifies three basic role - Victim, Persecutor and Rescuer.