Four Functions Of Human Relations Management

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Register to read the introduction… When it comes to planning it focuses on selecting the most suitable goals for the organizational and the most efficient way on how to achieve those goals. Organizing involves deciding the tasks and how it may relate. Which allows employees to work together to accomplish the planned goals. In regards to leading, managers are placed there to motivate and coordinate employees to work together to achieve set goals in an organizational. When controlling, managers are placed there monitor and measure how much of the goal that the organizational has …show more content…
She felt as if the conflict should be embraced and not always disregarded. She wanted this so that both manager and employee could find some place to reach common ground. She was also known as the mother of scientific management. She often stated, “The study of human relations in business and the study of the technology of operating are bound up together.” Along with Mary P. Follet there others who contributed to the theory of human relations management. Elton Mayo was part of the Hawthorne studies. In his findings he came to the conclusion that worker’s attitudes as well as feeling do affect the way they work. Also he found that financials don’t always play a big part when it comes to workers being motivated it is behavior that motivates. Another contributor to this theory was a man who went by the name of Chester Barnard. He was a president of New Jersey Bell Telephone. He wanted to prove that there was an importance of willing cooperation in organizations. “Organizations endure, however, in proportion to the breadth of the morality by which they are governed. Thus the endurance of organization depends upon the quality of leadership; and that quality derives from the breadth of the morality upon which it rests”. Barnard was a firm believer that management should consist of efficiency vs. effectiveness. Effectiveness meaning being able to accomplish certain goals and he defined efficiency by an organization as the degree to which that organization is able to satisfy the motives of the individuals. He had a theory of incentive. In this theory he saw two ways of convincing subordinates to cooperate: tangible incentives and persuasion. Four general and specific inducements were material inducements such as money, personal non-material opportunities for distinction, desirable physical conditions of work, and ideal Benefactions, such as pride of workmanship. All of these people made great contributions to

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