Posts: 3,310
Threads: 505
Joined: Sep 2010
What are the fundamental concepts of human relations in industry?
Posts: 3,310
Threads: 505
Joined: Sep 2010
The fundamental concepts of human relations are as follows:
(1) Nature of the People—Regarding nature of people. There are four basic assumptions:
(i) Individual Differences: Though people have much in common (as they become excited or they are grieved by the loss of a loved one), yet each person is different from other in behaviour, thinking, attitude, likes and dislikes and other personal traits. Therefore, each individual needs attention or satisfaction of his desires in a particular way. Because of individual differences, organisational behaviour philosophy begins with the individual. Only a person can take responsibility and make decisions. A group is ineffective unless the individuals act therein.
(ii) A Whole person: Organisations employ not only 'skill' or 'brain' of an individual but a 'person as a whole', because neither the skill nor the brain can be separated from him. The main purpose of the management is to develop a better person in terms of growth and fulfillment. Employees belong to many organisations other than their employer, and they play many roles outside the firm. Therefore, if the 'whole person' can be improved, the benefits will accrue beyond the firm into the larger society in which each employee lives.
(iii) Caused Behaviour: Each individual can and is able to work but he may or may not be willing to work at all for want of fulfillment of some of his needs, or because of a certain work situation or out of mere indolence and lethargy. The management, therefore, should know why an individual is or is not willing to work. That is, he should understand that human behaviour has some cause. The cause of human behaviour is the result of an interaction between stimulus and a person's own interpretation of the stimuli. Actions of all people are goal-oriented and they are motivated not by what we think 'they ought to have' but by 'what they themselves want'. Until some type of motivation is there, the organisation cannot be made to run smoothly.
(iv) The Value of the Person: This concept confirms that "people are to be treated differently from other factors of production, because they are of a higher order in the universe." They need to be treated with respect and dignity. Since organisational behaviour always involves people, ethical philosophy is involved in one way or another in each action.
(2) The Nature of Organisation: The basic assumption is that the organisations are social systems and that they are formed on the basis of mutual interest.
(i) Social Systems: Since organisations are social systems, they are governed by social and psychological laws. Social roles and status of the people and their behaviour are influenced by their group as well as individual drives. Within the organisations, both the formal and informal social systems exist-which are interdependent and influenced by the other. The idea of social system makes the complexity of human behaviour in organisations situation.
(ii) Mutual Interest: This is concerned with the idea that people perceive organisations as a means to help them reach their goals, while at the same time organisations need people to help reach organisational goals mutual interest enable people to act cooperatively in achieving organisational goals.
