Robert Lussier
2008
Human Relations in Organizations
7th Edition
Irwin/McGraw-Hill
ISBN 978-0-07-321055-1
Through study and in-class discussions, simulations, and exercises:
1. Develop interpersonal competencies.
2. Extend the boundaries of common sense by the systematic application of this
new knowledge and these competencies.
3. Achieve a greater understanding of yourself.
4. Understand that you are responsible for your own development, particularly in
the area of interpersonal effectiveness. There are no "free lunches" here.
Either you develop these skills and your confidence in them, or you will not
have them.
5. Understand situations by understanding their dynamics, looking for not only
what is happening, but also for WHY it is happening.
Because all of the above can arm you with a broader, deeper, and more complex understanding of reality, you will have the potential to develop more appropriate and effective solutions to the problems about people in organizations. You will then be prepared to make a major contribution to the productivity of an organization through the use of effective human relations.
Through participation and involvement in small group discussion:
1. Sharpen your communications skills---skills that we know are absolutely vital
to your success.
2. Develop analytical skills that will help you to reduce the uncertainty about
many human relations problems.
3. Develop a broader range of solutions to problems that involve people. People
are different; environments are different. The interactive effect of the two
yields different results at different times. Simply put, attempts to deal with
people on a simplistic basis, without regard for their essential being and the
environment in which they work, are doomed to produce stress in the short run,
chaos in the mid-run, and failure in the long run.
1. Develop interpersonal competencies.
2. Extend the boundaries of common sense by the systematic application of this
new knowledge and these competencies.
3. Achieve a greater understanding of yourself.
4. Understand that you are responsible for your own development, particularly in
the area of interpersonal effectiveness. There are no "free lunches" here.
Either you develop these skills and your confidence in them, or you will not
have them.
5. Understand situations by understanding their dynamics, looking for not only
what is happening, but also for WHY it is happening.
Because all of the above can arm you with a broader, deeper, and more complex understanding of reality, you will have the potential to develop more appropriate and effective solutions to the problems about people in organizations. You will then be prepared to make a major contribution to the productivity of an organization through the use of effective human relations.
Through participation and involvement in small group discussion:
1. Sharpen your communications skills---skills that we know are absolutely vital
to your success.
2. Develop analytical skills that will help you to reduce the uncertainty about
many human relations problems.
3. Develop a broader range of solutions to problems that involve people. People
are different; environments are different. The interactive effect of the two
yields different results at different times. Simply put, attempts to deal with
people on a simplistic basis, without regard for their essential being and the
environment in which they work, are doomed to produce stress in the short run,
chaos in the mid-run, and failure in the long run.
The human relations skills that managers need to develop interaction skills that contribute directly to effective human resource management and the development of higher productivity are studied. Skill areas include leadership, motivation, communications, group dynamics, organizational development, management by objectives, and stress and time management. Students learn techniques for becoming more effective managers, subordinates, peers and persons. Students are introduced to the international aspects of human relations.
Extract from SNHU 2008-2009 Undergraduate Catalog, p 150.
Extract from SNHU 2008-2009 Undergraduate Catalog, p 150.
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