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Human Relations Dimension of Supervision Human Relations Dimension of Supervision

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Chris Vincent Claro Damayo

This document discusses key concepts in human relations and team dynamics. It defines human relations as relating to interactions between people, especially in professional contexts. A team is defined as having interdependent roles and shared goals, compared to a group which may lack structure or purpose. Factors that improve productivity and morale include effective communication, participation, and motivation. High performance teams respect each other and share accountability. A learning organization facilitates continuous learning at individual and team levels through developing shared visions and mental models.

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Human Relations Dimension of Supervision Human Relations Dimension of Supervision

Uploaded by

Chris Vincent Claro Damayo
276 views12 pages
This document discusses key concepts in human relations and team dynamics. It defines human relations as relating to interactions between people, especially in professional contexts. A team is defined as having interdependent roles and shared goals, compared to a group which may lack structure or purpose. Factors that improve productivity and morale include effective communication, participation, and motivation. High performance teams respect each other and share accountability. A learning organization facilitates continuous learning at individual and team levels through developing shared visions and mental models.

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HUMAN-RELATIONS

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This document discusses key concepts in human relations and team dynamics. It defines human relations as relating to interactions between people, especially in professional contexts. A team is defined as having interdependent roles and shared goals, compared to a group which may lack structure or purpose. Factors that improve productivity and morale include effective communication, participation, and motivation. High performance teams respect each other and share accountability. A learning organization facilitates continuous learning at individual and team levels through developing shared visions and mental models.

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© All Rights Reserved
Download as PPTX, PDF, TXT or read online from Scribd
Download as pptx, pdf, or txt
276 views12 pages

Human Relations Dimension of Supervision Human Relations Dimension of Supervision

Uploaded by

Chris Vincent Claro Damayo
This document discusses key concepts in human relations and team dynamics. It defines human relations as relating to interactions between people, especially in professional contexts. A team is defined as having interdependent roles and shared goals, compared to a group which may lack structure or purpose. Factors that improve productivity and morale include effective communication, participation, and motivation. High performance teams respect each other and share accountability. A learning organization facilitates continuous learning at individual and team levels through developing shared visions and mental models.

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HUMAN RELATIONS

DIMENSION OF
SUPERVISION
•What is a team? How important is it?
•What is the difference between a group and a team?
•How does a group become a high performance team?
HUMAN

• Relating to, characteristic of human.


• Subject to or indicative of the weaknesses,
imperfections, and fragility associated with
humans.

RELATION
• the way in which two or more concepts,
objects, or people are connected; a thing's
effect on or relevance to another.
 relations with or between people, particularly the
treatment of people in a professional context.

 the study of group behavior for the purpose of
improving interpersonal relationships, as among
ELTON MAYO
• Human Relations productivity in an
organization is an outcome of GROUP
DYNAMICS.

Improvement in productivity in organization


is due to Human-social factors such as :

 MORALE
A FEELING OF BELONGINGNESS
INTERPERSONAL SKILLS AS
MOTIVATING
LEADING
PARTICIPATIVE DECISION – MAKING
E FFECTIVE COMMUNICATION
A T E A M consists of two A GROUP
or more individuals who consists of two or
interact with each other more individuals
in an interdependent who are together
manner, operate under a with or without
set established roles and By: Herman and Herman (1998) structure or
norms, share a common purpose.
culture and environment, “TOGETHER” the activities are not
as well as common goods done individually, but collectively.
and objectives. The people comprising report to
a common superior (supervisor)
interact with each other
 possess complementary skills
Carry out their tasks
interdependently Robins
Robins and
and Finley
Finley (in
(in Larsen,
Larsen, K.,
K., et.
et. Al.
Al. 1996)
1996)
Hold themselves mutually
accountable
Commit themselves into a
common purpose
HIGH PERFORMANCE TEAM
Herman and Herman (1998)

1. Enjoy each other.


2. Respect and trust one another.
3. Share common concern and goals.
4. Understand their individual and Every SUPERVISOR hopes to establish and
team roles. work with a HIGH PERFORMANCE TEAM
5. Take responsibility for successes
and failures. French and Bell (in Larsen, K., et. al. 1996)
6. Display good organization, shared
power, and leadership. CHARACTERISTICS
7. Develop new ideas to achieve 1. A clear elevating goal.
vision-mission. 2. A results-driven structure
8. Display an unselfish, hardworking, 3. Competent team members.
and caring attitude. 4. Unified commitment.
9. Are friendly and comfortable with
5. A collaborative climate.
one another.
10. Share a feeling of togetherness.
6. Standards of excellence.
11. Communicate clearly. 7. External support and
12. Share ownership of tasks, goals, recognition.
and objectives. 8. Principled leadership.
LEARNING ORGANIZATION

• A learning organization is the term given to a


leader that facilitates the learning of its
members and continuously transforms itself.
• Learning organizations 
develop as a result of the pressures facing
modern organizations and enables them to
remain competitive in the field.
LEARNING ORGANIZATION

TEAM LEARNING PERSONAL MASTERY MENTAL MODELS

Accumulation of
Unlearn unwanted
individual learning, Individual
values, Learn new
shared together to commitment to the
and applicable
others and become process of learning
team knowledge values

SHARED VISION SYSTEMS THINKING

Interdependence
Vision owned by all
among all
levels, create focus
functions, working
and energy for
together as a
learning
whole system
Senge, 1990
TEAM LEARNING
The process of aligning and developing the capacity of a team to create
the results of its members truly desire. It builds on developing shared
vision. It also builds personal mastery, for talented teams are made up
of talented individuals.

PERSONAL MASTERY
This refers to “Individual Learning”. Organizations learn because
individual members continuously learn. Leaders can promote this
through faculty development programs and recognition of individual
efforts.

MENTAL MODEL
Defines their own behaviors and the way they understand others. Is a
personal view of the world that determines how one thinks and acts.
Knowing ones flaws and changing it through reflection or meditation.
SHARED VISION
It is not created by the leader alone, but through interaction of
individual members. The leader’s role is to share their vision with the
members and encourage to share their vision too.

SYSTEMS THINKING
Systems thinking has been defined as an approach to problem solving.
This concept emphasizes the primacy of the whole, rather than the part
of the whole. There are three major components of dynamic system 1.
Input 2. Output 3. Output
These components interact and interrelate with each other and with
the external environment.
CONCERNS ABOUT LEARNING ORGANIZATION
Adaptability of the system to response to both the internal and external
environment to maintain balance.
The effort members exert to continuously enhance their capability to change.
The importance of collective and individual learning.
The use of the results of learning to improve and achieve better results.
The commitment of the members to pursue a common goal or vision.

Parents and members of the community are considered as important


stakeholders of schools and are included in the expanded concept of a
team.
Participation of parents and community members is encouraged in
many school activities. Such as:
Setting of goals
Developing programs intended to strengthen the ties between the
school and the home and the community.
Developing and implementing policies on student discipline.
REFERENCES:
• SUPERVISION OF INSTRUCTION (THE PHILIPPINE PERSPECTIVE)
BY ADELAIDA L. BAGO

• http://www.business.com/management/your-annual-review-by-elton-may
o/
• http://ascd.com/ASCD/pdf/journals/ed_lead/el_199009_pajak.pdf
• http://businesscasestudies.co.uk/arm/motivation-within-an-innovative-
work-environment/mayo-human-relations-approach.html#axzz3i68FrILt

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