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The book's second part concerns "The Theory and Structure of Formal Organizations." Pages 65–81 contain Chapter VI, "The Definition of Formal Organization." In the chapter, Barnard defines "formal organization" twice as "a system of consciously coordinated activities or forces of two or more persons."
In philosophy, political science and sociology, elite theory is a theory of the state that seeks to describe and explain power relations in society.In its contemporary form in the 21st century, elite theory posits that (1) power in larger societies, especially nation-states, is concentrated at the top in relatively small elites; (2) power "flows predominantly in a top-down direction from ...
Michels argues that democratic attempts to hold leadership positions accountable are prone to fail, since with power comes the ability to reward loyalty, the ability to control information about the organization, and the ability to control what procedures the organization follows when making decisions. All of these mechanisms can be used to ...
outcome power – the ability of an actor to bring about or help bring about outcomes; social power – the ability of an actor to change the incentive structures of other actors in order to bring about outcomes. This framework can be used to model a wide range of social interactions where actors have the ability to exert power over others.
The authoritarian leadership style, for example, is approved in periods of crisis but fails to win the "hearts and minds" of followers in day-to-day management; the democratic leadership style is more adequate in situations that require consensus building; finally, the laissez-faire leadership style is appreciated for the degree of freedom it ...
Contingency theory of leadership In the contingency theory of leadership, the success of the leader is a function of various factors in the form of subordinate, task, and/ or group variables. The following theories stress using different styles of leadership appropriate to the needs created by different organizational situations.
Charismatic authority grows out of the personal charm or the strength of an individual personality. [2] It was described by Weber in a lecture as "the authority of the extraordinary and personal gift of grace (charisma)"; he distinguished it from the other forms of authority by stating "Men do not obey him [the charismatic ruler] by virtue of tradition or statute, but because they believe in him."
Rewarding and Punishing subordinates is generally seen as a legitimate part of the formal or appointed leadership role and most managerial positions in work organizations carry with them, some degree of expected reward and punishment." [13] This type of formal power relies on position in an authority hierarchy.