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PowerPoint Slides for Aamodt and Raynes
Human Relations in Business
Chapter 1
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Description
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A cumulative model for understanding behavior
Genetic Influences
Physiological influences
Physical appearance
Physical attractiveness and crime
Learning history
Learning influences
Developmental era
Urban vs. rural background
Birth order
Demographics
Television and the media
When is our personality set
Situational factors
Cognitive reasoning
Opportunity
Personality characteristics
Communication styles
Chapter 2
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What is stress?
Types of stress
Individual differences in stress
Dempcy and Tihista’s seven stress personalities
Stressors: Personal
Stressors: Occupational
Stressors: Others
Organizational consequences of stress
Managing stress: Planning for stress
Managing stress: During and after stress
Workplace violence perpetrators
Reducing workplace violence
Chapter 3
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Definition of time management
Time wasters
Why people procrastinate
Situational time wasters
Effective meetings: Prior to the meeting
Effective and efficient meetings
Time management strategies
Goal setting: Smart goals
Goal setting and Action-step planning
Delegation considerations
Steps for successful delegation
Decision-making: Why people get stuck
Effective decision-making
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Professionals develop competence (1)
Professionalism develop competence (2)
Emotional I.Q.
Rules of office politics
Reducing workplace harassment (1)
Reducing workplace harassment (2)
Professional customer service
Customer needs
Type A ethical dilemmas
Type B ethical dilemmas
Individual reasons for unethical decision-making
Situational reasons for unethical decision-making
Organizational reasons for unethical decision-making
Influencing the socialization process
Influencing ethical behavior
Ethical decision-making model
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Understanding prejudice and discrimination
Minority group characteristics
Sources of prejudice
Types of discrimination
Types of discrimination: Federally protected classes
Americans with Disabilities Act
Prejudice and discrimination in the 21st century
Affirmative action strategies
Terms in workplace discrimination
Managing workplace diversity
Chapter 4
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Chapter 5
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Chapter 6
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Conflict defined
Factors influencing conflict
The conflict process
Consequences of conflict
Types of conflict
Hidden conflict
Surface conflict
Types of difficult people
Angry customers
Handling diversity disputes
Individual differences in dealing with conflict
Conflict response styles: The sage
Conflict response styles: The diplomat
Conflict response styles: The ostrich
Conflict response styles: The philanthropist
Conflict response styles: The warrior
Conflict management: Analysis (1)
Conflict management: Analysis (2)
Conflict management: Analysis (3)
Ury negotiation model
Conflict management: Stage 2 & Stage 3
Summary of conflict management stages
Interpersonal communication techniques
Active listening
Reflecting Means
Communication reminders
Dealing with difficult people
Effectiveness of techniques
Preventing workplace conflict
Managing Workplace conflict: Mediation step 1
Managing Workplace conflict: Mediation step 2
Managing Workplace conflict: Mediation step 3
Managing Workplace conflict: Mediation step 4
Chapter 7
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Interpersonal & Organizational Communication
Upward communication
Downward communication
Horizontal communication
Problem area I
Problem area II
Actual words used
Be concrete
Gender differences in communication
Communication channels
Noise
Nonverbal cues
Types of nonverbal cues
Use of space
Use of time
Basic assumptions
Paralanguage
The importance of inflection
Artifacts
Amount of information
Reactions to communication overload
Problem area III
Importance of listening
Listening skills
Listening styles
Other factors
Writing tips
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Description
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Understanding Group Interaction
What is a group?
Reasons for joining groups
Factors affecting group performance
Factors affecting group cohesiveness
Group homogeneity research
Group size
Communication structure
Group roles
Presence of others
Individual dominance
Groupthink
Group versus individual performance
Chapter 8
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Chapter 9
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Description
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Getting Other People to Like Us
Factors associated with the person being judged
Situational factors
The person making the judgement
How do we weight information?
Making attributions
Managing others’ impressions
Rules for writing resumes
Types of resumes
Writing cover letters
Disastrous cover letter openings
Cover letter advice
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Understanding and Applying Leadership Skills
Leader characteristics: Leader emergence
Leader characteristics: Leader performance
Traits
Needs
Task- versus person-orientation
Relationship among theories
Consequences of leader orientation
Unsuccessful leaders
Interaction between the leader and the situation
Fiedler’s contingency model
IMPACT theory
Path-Goal theory
Situational leadership theory
VDL theory
Decision-making
Leadership through contact
Leadership through power
Transformational leadership
Chapter 10
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Chapter 11
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Employee Satisfaction
Why worry about job satisfaction
Individual differences in employee satisfaction
Your predisposition to be satisfied
Discrepancy theories
Maslow’s need hierarchy
ERG theory
Two-factor theory
McClelland’s needs theory
Job facets
Equity theory
Growth and challenge
Increasing job satisfaction
Hold special events and friendly competitions
Hire satisfied employees
Express appreciation and provide proper feedback
Increase opportunities to socialize
Hold special events
Increase humor
Have surprises
Assign the right tasks to the right people
Premack principle
Reinforcement hierarchy
Eliminate dissatisfiers
Why employees are absent
No consequences
Adjustment to work stress
Other causes
Chapter 12
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Description
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Motivating Others
Individual differences in motivation
Increasing self-esteem
Goal setting
Providing feedback
Rewarding excellent performance
Financial incentive plans
Punishing poor performance
The Premack Principle
Expectancy theory
Treating employees fairly
Social learning
Chapter 13
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Managing Change
Sacred-cow hunts
Stages of change
The reason behind the change
The person making the change
The person being changed
Implementing change
Steps to changing culture
Assessing the new culture
Maintaining the new culture
Coping with change
Empowerment title
Factors to consider in empowerment
Vroom-Yetton model
Vroom-Yetton revised chart
Levels of employee input
Empowerment charts
Consequences of empowerment
Teams title
What is a team?
How teams develop
Why teams don’t always work
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Persuading and Influencing Others
Milgram’s research
Milgram’s results
Problems with giving orders
Trying to get people to conform
The original Asch study
Minority influence
Compliance techniques
Characteristics of the persuader
Characteristics of persuasive people
Characteristics of the person being persuaded
Characteristics of the message
Chapter 14
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Chapter 15
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Description
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Job description parts
Performance appraisal title
Purpose for evaluating employees
Who will appraise performance?
How will performance be appraised?
Types of rating scales
Example of an appraisal
Why document performance?
What we tend to remember
What we tend to forget
Critical incidents
Evaluating performance
Common rating errors
Low rater reliability
Consider sources of contamination
Making attributions about behavior
Other rating issues
Effective performance reviews
Legal reasons for terminating employees
Violation of the organization’s rules
Inability to perform
Employment-at-will doctrine