Human relations
Concept: are the interrelationships
- Interpersonal: communication between people, groups, or people to groups. Intrapersonal: they refer to the interiority of each one.
It is an instrumental team, that is, a set of methods and techniques that help the end of Human Relations, which is to make people work comfortable and feel good.
- Techniques: practical application of knowledge. Science: it gives us the knowledge Technology: it is know-how Methods: it is the way of doing things.
Has guidelines
- Ethics: we must be ethical in our actions, since with our decisions we can affect the people we treat. Scientific: it takes laws from other sciences, that is, it is comprehensive.
Historical evolution
Old age
Cosmocentrism: the Greeks saw the cosmos as the center of everything. They saw it as perfect and beautiful, so what they were looking for was just that: beauty and perfection.
Middle Ages
Theocentrism: the Romans sought to expand their territory to expand their empire, so they invaded, transmitting their culture and beliefs. They were Christians, that is, they believed in God; and its government was based on hierarchies. Theocentrism begins, that is, man needed a livelihood to live, believe in something and then he leans on what the Bible says, in which it was written how one should live. This was so for a long time, until he began to realize that the Bible did not provide knowledge that would allow him to grow intellectually and he began to doubt it, looking for other ways. The interiorization begins and reason begins to have a greater boom. Alchemists give the first hints of experimentation and are persecuted for questioning what the Bible said.
Rebirth: there is a bid between God and reason, which produces a long period of uncertainties, that is, a crisis, which will be the starting point for great changes.
Modern age
Rationalism: at the end of the 16th century and after going through a long crisis, man finally found security in science. Through technique, science seeks to satisfy primary needs with minimal effort. There is a greater deepening in the topics. Galileo defines this new science as follows: it consists of measuring everything that can be measured and managing to measure the non-measurable. Science advances and man's reason is imposed as the center of everything (Anthropocentrism). Man abandons his concern for the existential and devotes himself to the study of things, giving rise to the mechanistic conception.
The mechanistic theory has three basic concepts:
- Reductionism: to understand things you have to reduce them to their simplest components, selecting and classifying them. Analytical study method: once these parts are obtained, their behaviors are studied, and the sum of these partial explanations is used to understand the entire mechanical structure. Determinism: phenomena are explained by the cause and effect relationship.
The Industrial Revolution (1,780)
The gear mechanism of watches is studied and helps the development of the steam engine. Science is applied to production which gives rise to the rise of industrialism. Industry was the most important thing, as it was synonymous with progress. Reductionism is applied to work and the division of this arises, increasing production. Indivisible tasks were mechanized as much as possible, and organized men and machines performed elementary tasks repeatedly (assembly line).
Consequences of the Industrial Revolution
- The country man, attracted by easy money, moves to the city. He loses his values and his roots. He is morally destitute and he is exploited. He goes from an agricultural-livestock society to an industrial society. Industrialism emerges. industry is the most important thing; production and not survival was the goal. Capitalism arises.
Systems theory
The mechanistic conception of the time influences the sciences, which is reflected in an exaggerated specialization of these, which led to the scientists understanding each other less and less. There was no communication between the different fields of science which led to, in some cases, the same discoveries being made over and over again. This raised the need for a greater exchange of scientific knowledge to avoid this repetition of discoveries and the consequent waste of time, so that the sciences began to form a unit and to interrelate, which began to be the systemic approach.
- technique: production of goods or services, that is, what the company produces. commercial : purchase, sale and exchange of goods or services. financial: search and management of capital. Security: protection and preservation of property and personnel. accounting: performs inventories, records, balances, costs and statistics. administrative: integrates the other functions. Coordinates and synchronizes the actions of the other functions of the company.
Administrative function (for Fayol it had 5 elements)
- Planning: foreseeing the future, drawing lines of action. Organization: it provides the useful things to the operation of the company, that is, the human and material resources. Direction: execution of orders. Coordination: harmonizes business activities, that is, unites acts. Control: verification that all things happen according to what is planned and established.
The 14 principles
- Division of work: it consists of the specialization of people and tasks. Authority and responsibility: giving orders that must be obeyed. Discipline: respect for the established agreements. Command unit: each employee receives orders from a single Management Unit: a head and a plan for each group of activities that have the same objective. Subordination of private interests to the general interest: everyone must work to achieve the company's objective. Remuneration: must be fair, reasonable reward for effort. Centralization: concentration of authority in the highest hierarchy of the organization.Hierarchy: line of authority from highest to lowest. Order: a place for everything and everything in its place. Equity: middle ground between fairness and benevolence. Staff stability: the longer a person lasts in his position, the better. Initiative: great source of strength in business. Team spirit: unity is strength.
George Elton Mayo (HR school)
From the experiments carried out between 1927 and 1932, in the Hawthorne workshops of the General Electric Company, it was found that the amount of work carried out by a worker is not a function of his physiological capacity, but is conditioned by social guidelines. It was also accepted that workers do not react to leadership as individuals, but as members of groups.
In one of the experiences, two groups of workers from the same area were operated on. In one of the groups the lighting was increased successively the days passed and the other was left with the previous conditions. They hoped that the group with the best working conditions would increase production and this was the case, but the other group also did. This happened because the researchers asked for the help of these groups to carry out the experiences, that is, they were told that they were going to be part of an experiment to improve working conditions. The workers felt that they were leaving anonymity, that they were not the simple gears of a machine, that is, they felt they were participants in the company.
Abraham Maslow. Hierarchy of needs
- Basic physiological needs (food, shelter, clothing, etc.) Safety Love (belonging - feeling part of the group) Esteem Self-actualization (through work or other means)
Douglas Mc Gregor
Theory x: identified with Taylorism, maintains that man is lazy by nature and that they have to be directed.
- Man is lazy by nature and does everything to avoid work. Consequently, people have the need to be forced, controlled, directed and threatened with sanctions. Man wants to avoid responsibilities, he seeks safety above all.
Theory and: Consider that employees are creative, dedicated and can be trusted with responsibilities.
- Work is as necessary as play and rest. External control and threat are not the only means of obtaining effort. The employee is committed to the extent that his effort is rewarded, and the best reward is ego satisfaction. Under the right conditions, you not only accept responsibilities, but also look for them - employees are creative.
Administrative function (Planning, organization, direction and control)
Planning
Advantage:
- Decreased uncertainty. Increased productivity. Control efficiency. Decreased costs.
Disadvantages:
- Non-adaptive plans to changing reality. Rigid plans that do not allow creativity.
Planning process: once the objective is set, the following steps are followed.
- Determining the planning opportunity: It is essential to determine if it is really time to plan. Obtaining information: we must obtain as much information as possible according to the objective that we have set ourselves, in order to avoid possible errors. Establishment of premises: they are the assumptions that will guide the actions of the administrative process, that is, the conditioning factors of the plan. Determination and evaluation of alternative courses of action: the strengths and weaknesses are examined, to see the pros and cons of the various paths we can take to carry out our objective. Selection of course of action:Once the different paths have been evaluated, we take one, taking into account the premises and the goals. Management control: the success of the plan is measured by the results that are obtained.
