Human Relations Approach in Organizations

A manager who shares crucial information with subordinates.

A manager who represents the company to outsiders.

A managerial function focused on initiating improvements and innovations.

A manager's role in addressing unexpected issues like strikes or complaints.

The manager responsible for distributing resources effectively.

Regarded as the father of the School of Human Relations, focused on human factors in organizations.

An approach emphasizing the significance of psychological and social factors in organizations.

A management theory emphasizing social dynamics and informal groups over strict command.

The concept that organizations operate as interconnected social systems.

Individual behavior is largely influenced by the informal groups they belong to.

Employees require social and psychological satisfaction, not just economic incentives.

Success in organizations depends more on collaboration than mere commands.

Research from 1924-1932 examining the impact of environment on worker productivity at Western Electric.

Management art refers to the intuitive and creative aspects of managing, existing since human history.

Management science is a systematic study of management practices, which is a relatively recent development.

The key functions of management include Planning, Organizing, Staffing, Leading, and Controlling.

Planning is the process where managers define the organization's mission, goals, and steps to achieve them.

Organizing involves determining what tasks need to be done and how to allocate resources effectively.

Staffing is the function of planning and appointing the necessary personnel required to fulfill organizational roles.

Leading refers to guiding and directing employees towards achieving the organization’s objectives.

Controlling is the monitoring process to ensure that work meets the planned standards and objectives.

An organization existing alongside formal structures, influenced by and influencing them.

The influence of group attitudes and behaviors on individual workers in the workplace.

Communication in organizations that flows both downward and upward, fostering engagement.

The collaborative effort of employees, enhanced by open communication and participation.

Incentives beyond money, such as praise and interpersonal relations, that motivate workers.

A feeling of contentment at work, influenced by opportunities to express opinions.

Elements that drive human behavior at work, including social and psychological needs.

The involvement of employees in the processes that affect their work and environment.

Focuses on achieving organizational goals and objectives.

Aims to fulfill individual goals and objectives.

Includes contemporary methods beyond traditional management approaches.

Views an organization as an interconnected system with external influences.

Includes inputs, outputs, transformation processes, and feedback.

Resources required to produce goods/services like money and materials.

Processes that convert inputs into outputs, utilizing skills and resources.

The results produced by the organization, including products and profits.

Information regarding outcomes and position relative to the environment.

A management theory suggesting no single way to solve all problems; it varies by situation.

Another name for contingency theory focused on adapting management strategies to circumstances.

Choices made by managers based on various situational factors to achieve goals.

Contingency theory emphasizes the importance of external factors in management decisions.

Objectives that managers aim to achieve through the application of strategies.

Contingency theory is practical and action-oriented, focusing on what works in specific situations.

Contingency theory posits that every organization has unique traits requiring specific management styles.