About the Author
Free

About the Author

By kyharper
Free
Book Description
Table of Contents
  • Preface
  • Features
  • Chapter 1
  • What Is Human Relations?
    • 1.1 Why Study Human Relations?
      • LEARNING OBJECTIVES
    • Why Human Relations?
    • Evolution of Human Relations Study
    • Human Relations, Technology, and Globalization
      • KEY TAKEAWAYS
      • EXERCISES
    • 1.2 Human Relations: Personality and Attitude Effects
      • LEARNING OBJECTIVES
    • What Determines Our Personality?
      • Examples of Values
    • What about Our Attitudes?
      • Changing Your Attitude
      • Self-Assessment: What’s My Attitude?
      • Why Human Relations?
      • KEY TAKEAWAYS
      • EXERCISES
    • 1.3 Human Relations: Perception’s Effect
      • LEARNING OBJECTIVE
    • Why Does Perception Matter to Human Relations?
    • What Influences Our Perception?
      • KEY TAKEAWAYS
      • EXERCISES
    • 1.4 Human Relations: Self-Esteem and Self-Confidence Effects
      • LEARNING OBJECTIVES
    • What Is Self-Esteem, Self-Image, and Projection?
    • Improving Self-Confidence
      • KEY TAKEAWAYS
      • EXERCISES
    • 1.5 Summary and Exercise
      • CHAPTER SUMMARY
      • CHAPTER EXERCISE
  • Chapter 2
  • Achieve Personal Success
    • 2.1 Emotional Intelligence
      • LEARNING OBJECTIVE
      • KEY TAKEAWAYS
      • EXERCISES
    • 2.2 Goal Setting
      • LEARNING OBJECTIVES
    • Goal Setting
      • Why Human Relations?
    • Time Management
    • Dealing with Change
      • KEY TAKEAWAYS
      • EXERCISES
    • 2.3 Continuous Learning
      • LEARNING OBJECTIVE
      • Continual Learning
      • KEY TAKEAWAYS
      • EXERCISE
    • 2.4 Chapter Summary and Case
      • CHAPTER SUMMARY
      • CHAPTER CASE
  • Chapter 3
  • Manage Your Stress
    • 3.1 Types of Stress
      • LEARNING OBJECTIVE
      • KEY TAKEAWAYS
      • EXERCISES
    • 3.2 Symptoms of Stress
      • LEARNING OBJECTIVES
      • Why Human Relations?
      • KEY TAKEAWAYS
      • EXERCISE
    • 3.3 Sources of Stress
      • LEARNING OBJECTIVE
    • Work Stress
    • Personal Stress
      • Stress Quiz: How Stressed Are You? [9]
      • KEY TAKEAWAYS
      • EXERCISES
    • 3.4 Reducing Stress
      • LEARNING OBJECTIVE
      • KEY TAKEAWAYS
      • EXERCISE
    • 3.5 Chapter Summary and Case
      • CHAPTER SUMMARY
      • CHAPTER CASE
  • Chapter 4
  • Communicate Effectively
    • 4.1 Verbal and Written Communication Strategies
      • LEARNING OBJECTIVES
    • Communication Directions
    • Communication Styles
    • Listening
    • Written Communication
      • KEY TAKEAWAYS
      • EXERCISES
    • 4.2 Principles of Nonverbal Communication
      • LEARNING OBJECTIVES
    • Nonverbal Communication Is Fluid
    • Nonverbal Communication Is Fast
    • Nonverbal Communication Can Add to or Replace Verbal Communication
    • Nonverbal Communication Is Universal
    • Nonverbal Communication Is Confusing and Contextual
    • Nonverbal Communication Can Be Intentional or Unintentional
    • Nonverbal Messages Communicate Feelings and Attitudes
    • We Believe Nonverbal Communication More than Verbal
      • KEY TAKEAWAYS
      • EXERCISES
    • 4.3 Nonverbal Communication Strategies
      • LEARNING OBJECTIVE
    • Space
    • Time
    • Physical Characteristics
    • Body Movements
    • Touch
    • Paralanguage
    • Artifacts
      • Why Human Relations?
    • Environment
      • KEY TAKEAWAY
      • EXERCISES
    • 4.4 Public Speaking Strategies
      • LEARNING OBJECTIVE
    • Positions on the Stage
    • Gestures
    • Facial Gestures
      • KEY TAKEAWAY
      • EXERCISES
    • 4.5 Chapter Summary and Case
      • CHAPTER SUMMARY
      • CHAPTER CASE
  • Chapter 5
  • Be Ethical at Work
    • 5.1 An Ethics Framework
      • LEARNING OBJECTIVES
    • What Is Ethics?
    • Levels of Ethics: An Organizational Framework
    • Sources of Personal Ethics
      • Why Human Relations?
    • Sources of Company Ethics
      • Coca-Cola [9]
      • Whole Foods [10]
      • Banner Bank’s Values: [11] “Do The Right Thing”
      • Examples of Ethical Situations
      • KEY TAKEAWAYS
      • EXERCISES
    • 5.2 Making Ethical Decisions
      • LEARNING OBJECTIVE
    • The Twelve Questions Model
    • Josephson Institute of Ethics’ Model
    • Steps to Ethical Decision Making
      • Department of Defense Decision-Making Framework
    • Philosopher’s Approach
      • KEY TAKEAWAYS
      • EXERCISES
    • 5.3 Social Responsibility
      • LEARNING OBJECTIVE
      • KEY TAKEAWAYS
      • EXERCISES
    • 5.4 Chapter Summary and Case
      • CHAPTER SUMMARY
      • CHAPTER CASE
  • Chapter 6
  • Understand Your Motivations
    • 6.1 Human Motivation at Work
      • LEARNING OBJECTIVES
    • Theories on Job Dissatisfaction
    • Progression of Job Withdrawal
    • Theories on Human Motivation
    • Hawthorne Studies
    • Maslow’s Hierarchy of Needs
    • Herzberg Two-Factor Theory
    • McGregor
    • Carrot and Stick
      • Why Human Relations?
    • Why Does Motivation Matter?
      • KEY TAKEAWAYS
      • EXERCISES
    • 6.2 Strategies Used to Increase Motivation
      • LEARNING OBJECTIVE
    • Salaries and Benefits
    • Training and Development
    • Performance Appraisals
    • Succession Planning
    • Flextime, Telecommuting, and Sabbaticals
    • Management Training
    • Conflict Management and Fairness
    • Job Design, Job Enlargement, and Empowerment
    • Pay-for-Performance Strategies
    • Other ways to motivate
      • KEY TAKEAWAYS
      • EXERCISE
    • 6.3 Chapter Summary and Case
      • CHAPTER SUMMARY
      • CHAPTER CASE
  • Chapter 7
  • Work Effectively in Groups
    • 7.1 What Is a Group?
      • LEARNING OBJECTIVES
    • Types of Groups in the Workplace
    • Primary and Secondary Groups
    • If Two’s Company and Three’s a Crowd, What Is a Group?
      • KEY TAKEAWAYS
      • EXERCISES
    • 7.2 Group Life Cycles and Member Roles
      • LEARNING OBJECTIVES
    • Group Life Cycle Patterns
      • Why Human Relations?
    • Life Cycle of Member Roles
    • Group Member Roles
      • KEY TAKEAWAYS
      • EXERCISES
    • 7.3 Effective Group Meetings
      • LEARNING OBJECTIVES
    • Preparation
    • Conducting the Meeting
    • Using Technology to Facilitate Meetings
    • Audio-Only Interactions
    • Audio-Visual Interactions
    • Social Media
      • KEY TAKEAWAYS
      • EXERCISES
    • 7.4 Chapter Summary and Case
      • CHAPTER SUMMARY
      • CHAPTER CASE
  • Chapter 8
  • Make Good Decisions
    • 8.1 Understanding Decision Making
      • LEARNING OBJECTIVES
    • Types of Decisions
    • Making Rational Decisions
    • Making “Good Enough” Decisions
    • Making Intuitive Decisions
    • Making Creative Decisions
    • How Do You Know If Your Decision-Making Process Is Creative?
      • Ideas for Enhancing Creativity in Groups
      • Why Human Relations?
      • KEY TAKEAWAYS
      • EXERCISES
    • 8.2 Faulty Decision Making
      • LEARNING OBJECTIVES
    • Avoiding Decision-Making Traps
      • KEY TAKEAWAYS
      • EXERCISES
    • 8.3 Decision Making in Groups
      • LEARNING OBJECTIVES
    • When It Comes to Decision Making, Are Two Heads Better Than One?
    • Groupthink
      • Recommendations for Avoiding Groupthink
    • Tools and Techniques for Making Better Decisions
      • KEY TAKEAWAYS
      • EXERCISES
    • 8.4 Chapter Summary and Case
      • CHAPTER SUMMARY
      • CHAPTER CASE
  • Chapter 9
  • Handle Conflict and Negotiation
    • 9.1 Understanding Conflict
      • LEARNING OBJECTIVES
    • Types of Conflict
    • Intrapersonal Conflict
    • Interpersonal Conflict
    • Intergroup Conflict
    • Is Conflict Always Bad?
      • KEY TAKEAWAYS
      • EXERCISES
    • 9.2 Causes and Outcomes of Conflict
      • LEARNING OBJECTIVES
    • Causes of Conflict
    • Organizational Structure
    • Limited Resources
    • Task Interdependence
    • Incompatible Goals
    • Personality Differences
    • Communication Problems
    • Outcomes of Conflict
      • Is Your Job at Risk for Workplace Violence?
      • KEY TAKEAWAYS
      • EXERCISES
    • 9.3 Conflict Management
      • LEARNING OBJECTIVES
    • Ways to Manage Conflict
    • Change the Structure
    • Change the Composition of the Team
    • Create a Common Opposing Force
    • Consider Majority Rule
    • Problem Solve
    • Conflict-Handling Styles
    • Avoidance
    • Accommodation
    • Compromise
    • Competition
    • Collaboration
    • Which Style Is Best?
    • What If You Don’t Have Enough Conflict Over Ideas?
      • Why Human Relations?
      • KEY TAKEAWAYS
      • EXERCISES
    • 9.4 Negotiations
      • LEARNING OBJECTIVES
    • The Five Phases of Negotiation
    • Phase 1: Investigation
    • Phase 2: Determine Your BATNA
    • Phase 3: Presentation
    • Phase 4: Bargaining
    • Phase 5: Closure
      • Should You Negotiate for a Higher Salary?
    • Negotiation Strategies
    • Distributive Approach
    • Integrative Approach
      • Seven Steps to Negotiating a Higher Salary
    • Avoiding Common Mistakes in Negotiations
    • Failing to Negotiate/Accepting the First Offer
    • Letting Your Ego Get in the Way
    • Having Unrealistic Expectations
    • Getting Overly Emotional
    • Letting Past Negative Outcomes Affect the Present Ones
      • Tips for Negotiation Success
    • When All Else Fails: Third-Party Negotiations
    • Alternative Dispute Resolution
    • Mediation
      • You Know It’s Time for a Mediator When…
    • Arbitration
    • Arbitration-Mediation
      • KEY TAKEAWAYS
      • EXERCISES
    • 9.5 Ethical and Cross-Cultural Negotiations
      • LEARNING OBJECTIVES
    • Ethics and Negotiations
    • Negotiation around the Globe
      • KEY TAKEAWAYS
      • EXERCISES
    • 9.6 Chapter Summary and Case
      • CHAPTER SUMMARY
      • CHAPTER CASE
  • Chapter 10
  • Manage Diversity at Work
    • 10.1 Diversity and Multiculturalism
      • LEARNING OBJECTIVES
    • Power and Privilege
    • Why Diversity and Multiculturalism?
      • Why Human Relations?
      • KEY TAKEAWAYS
      • EXERCISES
    • 10.2 Multiculturalism and the Law
      • LEARNING OBJECTIVES
    • Equal Employment Opportunity Commission (EEOC)
    • EEOC Federal Legislation
    • Age
    • Disability
    • Equal Pay/Compensation
    • Genetic Information
    • National Origin
    • Pregnancy
    • Race/Color
    • Religion
    • Sex and Sexual Harassment
    • Retaliation
    • Military Service
      • KEY TAKEAWAYS
      • EXERCISES
    • 10.3 Chapter Summary and Case
      • CHAPTER SUMMARY
      • CHAPTER CASE
  • Chapter 11
  • Work with Labor Unions
    • 11.1 The Nature of Unions
      • LEARNING OBJECTIVES
    • History and Organization of Unions
    • Current Union Challenges
    • Labor Union Laws
    • The Unionization Process
    • Strategies Companies Use to Avoid Unionization
    • The Impact of Unions on Organizations
      • KEY TAKEAWAYS
      • EXERCISES
    • 11.2 Collective Bargaining
      • LEARNING OBJECTIVES
    • The Process of Collective Bargaining
      • Examples of Bargaining Topics
    • Ramifications of a Bargaining Impasse
    • Working with Labor Unions as Management
      • KEY TAKEAWAYS
      • EXERCISES
    • 11.3 Grievance Process
      • LEARNING OBJECTIVE
    • Procedures for Grievances
      • Why Human Relations?
      • KEY TAKEAWAYS
      • EXERCISE
    • 11.4 Chapter Summary and Case
      • CHAPTER SUMMARY
      • CHAPTER CASE
  • Chapter 12
  • Be a Leader
    • 12.1 Management Styles
      • LEARNING OBJECTIVES
    • Task Style versus People-Centered Style
    • Participatory, Directing, or Teamwork Styles
    • Autocratic, Participative, and Free-Reign Styles
    • Path Goal Model for Leadership
    • Applying Management Styles
      • KEY TAKEAWAYS
      • EXERCISES
    • 12.2 Leadership versus Management
      • LEARNING OBJECTIVES
    • Leadership
    • Types of Leaders
      • Why Human Relations?
      • KEY TAKEAWAYS
      • EXERCISE
    • 12.3 Chapter Summary and Case
      • CHAPTER SUMMARY
      • CHAPTER CASE
  • Chapter 13
  • Manage Your Career
    • 13.1 Career Growth: Power Positioning and Power Sources
      • LEARNING OBJECTIVE
      • KEY TAKEAWAYS
      • EXERCISE
    • 13.2 Career Growth: Behaviors and Change
      • LEARNING OBJECTIVE
      • KEY TAKEAWAYS
      • EXERCISES
    • 13.3 Career Growth: Impression Management
      • LEARNING OBJECTIVE
    • Introductions
    • Dining Out
    • Clothing
    • Technology
    • Reputation Management
    • General Etiquette for Career Success
      • KEY TAKEAWAYS
      • EXERCISES
    • 13.4 Career Growth: Personality and Strategies
      • LEARNING OBJECTIVES
      • Why Human Relations?
      • KEY TAKEAWAYS
      • EXERCISES
    • 13.5 Chapter Summary and Case
      • CHAPTER SUMMARY
      • CHAPTER CASE
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