Human Relations Challenges of the Future

1
Chapter 14

• Human Relations Challenges of the Future

2
Learning Objectives

• Describe the characteristics of creative people.
• Explain how creativity in an organization setting
  can be both encouraged and nurtured.
• Discuss some of the reasons why the nature of
  work is changing and the role that imagination,
  entrepreneurial spirit, engaged employees, and
  hiring practice are playing in this process.

3
Learning Objectives (contd.)

• Review the current state of diversity in the
  workplace.
• Explain how awareness-based, skill-based, and
  integrated-based training programs are being used
  to deal with the challenge of diversity.
• Identify the major pillars of world-class
  organizations and explain how organizations are
  using the pillars.
• Describe several human relation challenges facing
  managers in the next decade.
• Explore the possibilities of switching careers.

4
Characteristics of Creative People

• Creative people tend to be bright rather than
  brilliant.
• Creative people have a youthful curiosity
  throughout their lives.
• Creative people are open and responsive to
  feelings and emotions and the world around them.
• Creative people tend to have a positive
  self-image.

5
Characteristics of Creative People (contd.)

• Creative people have the ability to tolerate
  isolation.
• Creative people frequently are nonconformists.
• Creative people enjoy finding imaginative
  solutions to problems.
• Creative people are persistent.

6
Figure 14.1 - Job Requirements Distribution
Superimposed on Ability Distribution
7
Contrasts in Moral Reasoning

• Men are more likely to
• Respect the other persons rights
• Value the importance of being decisive
• Seek a solution that is objectively fair
• Rely on rules
• Be guided by logic
• Accept authority

• Women are likely to
• Respect the other persons feelings
• Avoid being judgmental
• Search for a compromise
• Rely on communication
• Be guided by emotion
• Challenge authority

8
Meeting the Cultural Diversity Challenge

• Women and Minorities
• Pay for Women
• Upper Management Positions
• Harassment, Discrimination and Retaliation
• Other Forms of Discrimination
• Diversity Training

9
The Major Pillars of World-Class Organizations
World-Class Organizations
Fluid, Flexible or Virtual Organizations
Technological Support
Customer-based Focus
Continuous Improvement
Creative HRM
Egalitarian Climate
10
Creating World-Class Organizations

• Train workers to employ multiple skills
• Rely heavily on cross-training and job rotation
  of employees
• Create multifunctional work teams
• Empower employees
• Use innovative approaches that reduce the time
  needed to deliver goods and services

11
Creative Human Resource Management

• Constant training
• Employee suggestion systems
• Empowered teams
• Promotion of those who take risks, whether they
  succeed or fail
• Creation of an effective reward system that
  encourages teamwork and effort

12
Some of the Human Relations Challenges in the
Future

• E-mail
• Organized labor
• Going Euro
• The simmering malaise
• Defined benefit plans
• Consumer-driven health care
• Recruiting older workers
• Skill shortage

13
Changes Impact Human Relations Management

• Identity Management
• Building Designs
• Video Cameras and Privacy
• Cost-cutting Labor Practices
• Impact of Global Events
• Opportunities for Older Employees
• Impact of Technology
• Collaboration Between Employees

14
Key Terms in the Chapter

• Reengineering
• Entrepreneurial spirit
• Engaged employees
• Awareness-based diversity training
• Skill-based diversity training

• World-class organization
• Virtual organization
• Asset-based thinking