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Center for Curriculum and Transfer Articulation
Human Relations in Business and Industry
Course: GBS110

First Term: 1995 Fall
Lecture   3 Credit(s)   3 Period(s)   3 Load  
Subject Type: Occupational
Load Formula: S

Description: Exploration of fundamental theories and concepts of human relations in business and industry. Particular emphasis is placed on developing effective interpersonal relationships and leadership skills within an organization

MCCCD Official Course Competencies
1. Define Human Relations as it is used in business and its importance to the individual. (I)
2. Explain the role personality and perceptions play in our interactions in the work environment. (II)
3. Identify how attitudes and job satisfaction affect the way people behave in organizations.(III)
4. Apply techniques to manage time and career more effectively.(IV)
5. Explain why interpersonal communication skills are important and demonstrate improved communication skills. (V)
6. Describe types of organizational communication and how to overcome communication barriers. (VI)
7. Identify selected motivation theories and evaluate their impact on behavior and human relations. (VII)
8. Describe the difference between leadership and management and discuss the changing role of the supervisor/manager. (VIII)
9. Identify the sources of power and how to use ethical politics to help achieve objectives. (IX)
10. Explain the value of groups/teams and how to use participation in problem solving and decision making. (X)
11. Discuss the purpose and value of job performance appraisals. (XI)
12. Distinguish between prejudice and discrimination and identify laws protecting against discrimination. (XII)
13. Identify the characteristics and impact of a culturally diverse work environment.(XII)
MCCCD Official Course Outline
I. Introduction to Human Relations
   A. Goals of Human Relations
   B. Human Relations: Past, Present and Future
   C. Developing Human Relations Skills
II. Personality and Stress
   A. Personality and Stress
   B. Signs and Causes of Stress
   C. Controlling Stress
   D. Learning/ Working Styles
   E. Nature of Perceptions
III. Attitudes and Job Satisfaction
   A. Attitudes and Behavior
   B. Nature and Determinants of Job Satisfaction
   C. Effects of Job Satisfaction on Performance
IV. Time and Career Management
   A. Time Management Techniques
   B. Career Planning and Development
   C. Writing a Resume
   D. Preparing for an Interview
   E. Career Advancement Strategies
V. Interpersonal Communication
   A. Goals of Communication
   B. Steps in the Communication Process
   C. Sending and Receiving Messages
   D. Importance of Feedback
   E. Assertive Communication
VI. Organizational Communication
   A. Vertical and Horizontal Communication
   B. Informal Communication Networks
   C. Conflict Resolution
VII. Motivation
   A. Motivation Process
   B. Theories of Motivation
   C. Motivation Techniques
VIII. Leadership
   A. Leadership Theories
   B. Leadership Traits
   C. Difference between Leadership and Management
IX. Power and Politics
   A. Sources and Types of Power
   B. Techniques to Increase Power Base
   C. Organizational Politics
   D. Ethical and Unethical Politics
X. Group Problem Solving and Decision Making
   A. Importance of Groups/Teams
   B. Group/team Leadership Skills
   C. Problem Solving Model
   D. Problem Solving and Decision making techniques
XI. Performance Appraisals
   A. Purposes of an Appraisal
   B. Steps in Performance Appraisal Process
   C. Achieving Individual Objectives Through Performance Appraisals
XII. Equity in Employment and the Workplace
   A. Areas of Employment Discrimination
   B. Laws Affecting Employment
   C. Sexual Harassment Guidelines
   D. Cultural Diversity in the Workplace
MCCCD Governing Board Approval Date:  6/27/1995

All information published is subject to change without notice. Every effort has been made to ensure the accuracy of information presented, but based on the dynamic nature of the curricular process, course and program information is subject to change in order to reflect the most current information available.