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Workplace politics involves processes and behaviors in human interactions that include power and authority. [ 1 ] [ better source needed ] It serves as a tool to assess operational capacity and balance diverse views of interested parties.
In one paper, power was defined "as a possibility to influence others." [47]: 1137 Research experiments were done as early as 1968 to explore power conflict. [47] One study concluded that facing one with more power leads to strategic consideration whereas facing one with less power leads to a social responsibility. [47]
French and Raven defined social influence as "a change in the belief, attitude, or behavior of a person (the target of influence) which results from the action of another person (an influencing agent)", and they defined social power as the potential for such influence, that is, the ability of the agent to bring about such a change using ...
In the social sciences, a social group is defined as two or more people who interact with one another, share similar characteristics, and collectively have a sense of unity. [1] [2] Regardless, social groups come in a myriad of sizes and varieties. For example, a society can be viewed as a large social group.
Power culture – concentrates power among a small group or a central figure and its control radiates from its center like a web. Power cultures need few rules and little bureaucracy, but swift decisions can ensue. Role culture – authorities are delegated within a defined structure.
Group dynamics is a system of behaviors and psychological processes occurring within a social group (intragroup dynamics), or between social groups (intergroup dynamics). The study of group dynamics can be useful in understanding decision-making behaviour, tracking the spread of diseases in society, creating effective therapy techniques, and ...
Organizational conflict, or workplace conflict, is a state of discord caused by the actual or perceived opposition of needs, values and interests between people working together. Conflict takes many forms in organizations. There is the inevitable clash between formal authority and power and those individuals and groups affected.
Cog's ladder of group development is based on the work, "Cog's Ladder: A Model of Group Growth", by George O. Charrier, an employee of Procter and Gamble, published in a company newsletter in 1972. The original document was written to help group managers at Procter and Gamble better understand the dynamics of group work, thus improving efficiency.