Human Relations: A Personal Experience

homo transaction A Personal Experience Allison R. westbound Introduction to Graduate Studies in gaykind Relations 12/4/13 date reading Modern Human Relations at Work I instal information that I jolly more expected to find in a book on this subject. I found more or less(prenominal) specific studies that I had non read ab break through to begin with and ideals that I found to be confessedly in theory, barely not so much in example. The supportard questions of whether a happy thespian is a amentiferous prole and do open door policies work were addressed. Ten years ago I would guess read this textbook book in a much assorted manner, with a completely different erspective than I do to sidereal day.I may consume viewed the ideals of organizational human dealings with some sort of hope that people tramp actu every last(predicate)y work in environments where in that location be superiors and subordinates fundament maintain a sense of respect and humanity towar ds angiotensin converting enzyme another, but that has not always been my experience. The erstwhile(a) expression its l acely at the snarf raft be interpreted in several ways thither ar not many top dogs proscribed there, or that the higher you go the less time you mystify to mingle with the lowly, or the less you re eachy care to, or the misguided belief that you should founder a self-imposed separation .Whatever the meaning or reason one thing is received to my takeing organizations are sincerely yours not classless societies and while they, in theory, should come across human traffic better than anyone, they practice very little of what they profess to preach. I do not mean to hand the impression that I do not understand the get for hierarchies and the important social function they play in efficient organizations, it is not the paradigm, but the players, with which I take issue.In this typography I would like to address the twain areas that were of greatest inte rest to me as they defy to my experiences working within large organizations. The front area referred to the fundamentals of human dealing and included a study conducted by the Hawthorne plant of Western Electric in Illinois that I found interesting. The second discussed the forethought of conflict in the midst of individuals and organizations and included exercises that companies can use to build stronger relationships between botn I wou d like to snare my thoughts on these areas trom twain theoretical and practical stand points.The book defined human relations as follows The process by which commission brings workers into contact with the organization in much(prenominal) a way that the objectives of oth groups are achieved is human relations (pg. 5) and takes the point of view of the four-in-hand. While the conjunction and the worker share a common purpose of beingness fortunate and making money, the worker also has goals that the company may or may not be aware of or pertain with. Successful human relations addresses both the company and the worker and finds a copesettic solution to all inevitably.This, in my opinion, is where closely companies dont seem to be able to conk kayoed it right. It is not enough for an organization to govern that they care intimately their workers, what their needs are, what their opinions are and how they can best use their talents to nhance the organization, there has to be follow through and this is what unremarkably does not happen. You solely have to tactile sensation at a companys turnover of employees to abbreviate a good idea of their pose towards human relations. I spent 10 years working for an organization that truly did not care at all active their workers, though they professed to.It is my experience with this accompaniment organization, which I will call confidence X that I will be referring to in this paper. delegacy X has a high turnover for several reasons, one of which is the amount of stress that comes with the Job and the econd is the response, or lack thereof, on the part of the office staff to try and understand, alleviate, or even have a go at it the fact that the needs of the workers are not being met. So while I read through the book, I depend I was more Jaded and had a more pessimistic attitude than I should have, but I truly intrust that few companies actually care about human relations in practice.I found the Hawthorne studies interesting in that it showed that a worker who feels that they are valued and has some level of relationship with those they work with is productive and that the step of the supervision they receive effects the uality and mea authoritative of their work (pg. 9). When I worked for Agency X I was a case manager for 4 years and had a supervisor who truly cared and was concerned for the well-being of her workers and the pretend the Job was having on us. This supervisor did a good Job of shielding us from the bureaucratic issue s that came from above.She believed that the quality of services to clients and the needs of the workers were both equally as important. by and by 4 years she changed Jobs and I was promoted to her position, it was at this same time that our contract was obtained by another big agency and shortly things changed. While I continued to pull off in the way I had been taught, ensuring that what ask to be done was done, that clients were receiving the best likely services and that workers were not burning out and were taking care of themselves I began to see the differences in field work and middle(a) vigilance.I was accused of babying my workers whenever I tried to distinguish things a little easier for them. It is important to label that we worked with abused children and families in volatile situations that ask a tremendous amount of get off and field time (we were not child welfare). Let me give an example of a worker who was close to burning out. We had both been at a h ome base in the country where the situation became fragile and volatile and we decided that it was best to digress.After we had driven out (we took enjoin cars) my worker pulled over to the stead of the road and just sat there. I pulled in behind ner and Just watched tor a tew seconds wondering if she was going to get out of the car, but she did not. I walked up to her window to find her in tears. I allowed her to waiver her feelings and frustrations and finally I suggested to her that she go home for the rest of the day (it was early Friday afternoon) and hand time with her daughters and not intend about work until Monday morning.I told my worker that we would meet in my office on the Monday and talk about what we needed to do make sure her needs and the needs of the client were being met. While this was an appropriate solution to me, I was then counseled as I told my worker to go home when she had not alter out a request for leave form. That was my first indication that A gency X did not care at all about my worker, all they cared about was a piece of paper that they would not have received until timesheets were turned in the hobby week anyway.So I took that hit, signed y piece of paper that said I was a bad supervisor that day and never said a news show to my worker about it. Human relations works at a worker level and even at a middle watchfulness level if you have a supervisor who gives a cursed about you, but it is only a slogan on a lineup for those in upper management. The human resources bewilder outlined on page 11 of our book gives 4 systems that an agency can reach into when dealing with human relations. I feel that an agency can fall into several systems at one time.I think those in middle management motionlessness see their workers as valuable assets that should not be easily discarded. Middle anagement have better relationships with their workers and probably fall between system 3 (consultive democratic) and system 4 (participati ve democratic) depending on how long the subordinate and superior have been working together. Upper management would have you believe that their agency is participative democratic, but they are, in reality, benevolent autocratic (system 2) where scorn and punishment are the main staples of management.It was labored upon me many times that I should separate myself from my workers and make sure they understood we were not the same. While I understand that it is not always wise for supervisors o be friends with workers, we do not need to sit in ivory towers looking down on them either. There is a happy medium that upper management ignore. As I progressed in Agency X, I was promoted again to Regional handler and was responsible for services all 16 counties in Southwest Oklahoma. This was my first and only experience with upper management and I have no desire to go there again.