report (TEM 711) Advance ad and sup.pptx

Doctoral subject

1. Hannah May M. Pepino Reporter HUMAN RELATIONS AND SUPERVISION

2. Human Relations Human relations typically refer to the interactions between individuals or groups within a workplace, focusing on building positive relationships, fostering communication, and promoting teamwork. It emphasizes understanding human behavior, motivation, and creating a conducive work environment. A love and like of people is among the v ital ingredients for supervisory excellence .

3. Human relation skills T he ability to work effectively with other people .

4. HOW HUMAN RELATION CAN BE IMPROVED Giving due respect to human dignity. Convincing the workers about the importance of his job. Creating confidence in workers . Good working condition in workers. Given security of the job. Giving credit where ever due. Selecting better supervisors. Training supervisors in human relation.

5. FOUNDATION FOR GOOD RELATION Let each person know how he is doing his job. Decide what you expect of him. Point out ways to improve. Give credit when due. Look for extra or unusual performance. Tell him about his performance as soon as possible. Tell people in advance about the changes that will effect him. People must be treated as individuals.

6. Make best use of each person’s ability. Ensure that changes are accepted by them. Never stand in a man’s way.

7. INDICATION OF GOOD HUMAN RELATION Increase productivity Less number of grievances Reduced absentism Reduced labour turnover

8. RELATIONSHIP WITH SUPERIORS Supervisor should try & adjust according to the advice of superiors. Accept the responsibility Understand policy of the org Implement the orders given by superiors Give progress of work without demand

9. RESULTS OF POOR HUMAN RELATIONSHIP Unhappy human relation cause the following results: > Reduction of productivity. >Frequent turnover of personnel. >Deterioration discipline. > Labour unrest. >Absenteeism , disease. >Exhaustion and substandard work. >Accident and mistakes. > Enimity .

10. DEALING WITH EMPLOYEES Inform workers about company policies. Discipline (sense of discipline). Motivate. Try to get good result in punctuality, temperament, neatness and efficiency. Consult employees and encourage to make suggestions. Ensure adherence of rules, policies, instructions and std of good conducts. Reprimand.

11. Evaluate the jobs and keeps records of merit - rating. Recommend transfer, promotion or demotion. Delegates part of his authority and work. Develop a good communication system, system of instructions and orders both upward and downward.

12. RELATED THEORY ABOUT HUMAN RELATION Hierarchy of Needs Theory There is a hierarchy of five needs —physiological, safety, social, esteem, and self-actualization; as each need is substantially satisfied, the next need becomes dominant. Self-Actualization The drive to become what one is capable of becoming. Hierarchy of Needs Theory (Maslow)

13. Theory X and Theory Y (Douglas McGregor) Theory X Assumes that employees dislike work, lack ambition, avoid responsibility, and must be directed and coerced to perform. Theory Y Assumes that employees like work, seek responsibility, are capable of making decisions, and exercise self-direction and self-control when committed to a goal.

14. Two-Factor Theory (Frederick Herzberg) Two-Factor (Motivation-Hygiene) Theory Intrinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction. Hygiene Factors Factors —such as company policy and administration, supervision, and salary—that, when adequate in a job, placate workers. When factors are adequate, people will not be dissatisfied.

15. SUPERVISION It involves overseeing and guiding employees to ensure they perform their roles effectively. It includes tasks such as providing feedback, setting goals, resolving conflicts, and supporting professional development.

16. SUPERVISORY SKILLS

17. Set the stage Be timely Be prepared Be clear, specific and consistent Listen attentively and actively

18. 49 Administration Education Consultation Counseling Evaluation Supervisory Functions

19. “If you think you can, you can, if you think you can’t, you can’t.”