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Traditional authority is a form of leadership in which the authority of an organization or a regime is largely tied to tradition or custom. Reasons for the given state of affairs include belief that tradition is inherently valuable and a more general appeal to tradition .
Hogg and separately Deanne et al. stated that groupthink can occur, for example, when group members rely heavily on a charismatic figure or where members evince an "evangelical" [37] [38] belief in the organization's values. Groupthink can also occur in groups characterized by a friendly climate conducive to conflict avoidance.
Traditional authority is based on a tradition or custom that is followed by the traditional leaders. In traditional authority, status is a key concept. There are no requirements to serving as a traditional leader but there are no salaries. The consequences to traditional authority are discouragement of education and rational calculation.
The model appears to mix together an attitude toward a target, that being the organization, with an attitude toward a behavior, which is leaving or staying. They believe the studies should return to the original understanding of organizational commitment as an attitude toward the organization and measure it accordingly.
A polyphonic organization is an organization that is connected to several function systems without a predefined primary function system (multiple binary codifications). In other words, the polyphonic organization is an organization that describes itself through many codes.
Traditional society has often been contrasted with modern industrial society, with figures like Durkheim and Pierre Bourdieu stressing such polarities as community vs. society or mechanical vs. organic solidarity; [3] while Claude Lévi-Strauss saw traditional societies as 'cold' societies in that they refused to allow the historical process to define their social sense of legitimacy.
The World Intellectual Property Organization (WIPO) and the United Nations (UN) include traditional cultural expressions (TCE) in their respective definitions of indigenous knowledge. Traditional knowledge systems and cultural expressions exist in the forms of culture , stories , legends , folklore , rituals , songs , and laws , [ 4 ] [ 5 ] [ 6 ...
Similarly to perceived organizational support, the organization's prestige is an antecedent to OI, for as the organization becomes well regarded, the employee “basks in reflected glory” and gladly identifies with its reputation and goals. [25] [21] The stereotypes of the organization reflect central beliefs and missions of the organization ...