HUMAN RELATIONS AND GROUP

DYNAMICS

ANALYN VALENCIA-INARDA

NOVEMBER 12, 2011

 Human Relations and Group
Dynamics
(An Overview)

Human Relations have to do with, by

and large, the interaction of people in
all types of undertakings, in
government, in business, in schools, in
socio-cultural associations and in the
homes.
Human Behavior is referred to as
organizational behavior. The cause
and effect or the behavior of the
constituents of an organization is
identified and analyzed.
Human Relations and
organizational behavior are
therefore complementary to one
another in the drive to attain
improved behavior. Human relations
are action-oriented, goal oriented
and operational.
Human Behavior and Management

The constituents of an organization,

from the lowest to the highest level in
the organizational hierarchy are
burdened with the responsibility of
bringing about successful human
relations.
It is incumbent upon a manager or
employer to integrate human
relations into every work situation in
order to motivate workers to be
productive and cooperative, hand in
hand with economic, psychological
and social satisfaction.
Four Basic Assumptions with regard
to the nature of man

1. Individual Difference
2. Whole person
3. Motivation (caused of behavior)
4. Human Dignity
The Nature of Organization as Social System

Two types of social systems coexist in an

organizationthe formal organization is
structured and operated on the official basis,
whereas the informal organization is one that
springs from the ranks of the employees, without
any official status and operates primarily to
safeguard its members well being.
Human Relations and Other
Disciplines

Human Relations call the application of all

disciplines that contribute to the
understanding of people in organizations.
Psychology, sociology, anthropology, political
science, organization theory and scientific
management and others should be integrated
in the study of man and his actions, in his
relationship with others, since man is to be
considered in his entirety.
What is Servant-Leadership?

Servant-Leadership is a practical philosophy

which supports people who choose to serve first, and
then lead as a way of expanding service to individuals
and institutions.

Servant-leaders may or may not hold formal

leadership positions. Servant-leadership encourages
collaboration, trust, foresight, listening, and the ethical
use of power and empowerment.
The Leader as Servant

devote themselves to serving the needs of organization

members.
focus on meeting the needs of those they lead.

develop employees to bring out the best in them.

coach others and encourage their self expression.

facilitate personal growth in all who work with them.

listen and build a sense of community.

10 Principles of Servant-Leadership

1. Listening
2. Empathy
3. Healing
4. Awareness
5. Persuasion
6. Conceptualization
7. Foresight
8. Stewardship
9. Commitment to the Growth of People
10. Building Community