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It is a concept of "unity without uniformity and diversity without fragmentation" [1] that shifts focus from unity based on a mere tolerance of physical, cultural, linguistic, social, religious, political, ideological and/or psychological differences towards a more complex unity based on an understanding that difference enriches human ...
Denmark is an example of a small power distance culture, while Japan embodies a large power distance culture; The United States is considered to be in the middle in regards to power distance. [ 22 ] Drawing on the research of Geert Hofstede , face-negotiation theory notes that while individualism and power distance are two separate dimensions ...
Positive psychology in the workplace focuses on shifting attention away from negative aspects such as workplace violence, stress, burnout, and job insecurity; it shifts attention to positive and hopeful attributes, resilience, confidence, and a productive work culture that emphasizes professional success and human success. [2]
The forces that push group members together can be positive (group-based rewards) or negative (things lost upon leaving the group). The main factors that influence group cohesiveness are: members' similarity, [ 15 ] [ 16 ] group size, [ 17 ] entry difficulty, [ 18 ] group success [ 19 ] [ 20 ] and external competition and threats.
Organizational culture encompasses the shared norms, values, behaviors observed in schools, universities, not-for-profit groups, government agencies, and businesses reflecting their core values and strategic direction. [1] [2] Alternative terms include business culture, corporate culture and company culture. The term corporate culture emerged ...
Culture differences have an impact on the interventions of positive psychology. Culture influences how people seek psychological help, their definitions of social structure, and coping strategies. Cross cultural positive psychology is the application of the main themes of positive psychology from cross-cultural or multicultural perspectives. [1]
In contrast, empathetic concern is hypothesized to have positive effects on responsiveness in international and on outcomes for the worker. A worker with empathetic concern will have feelings for the client but will be able to deal more effectively with the client's problems because there is not a direct sharing of the client's emotions". [ 13 ] "
Participative decision-making (PDM) is the extent to which employers allow or encourage employees to share or participate in organizational decision-making. [1] According to Cotton et al., the format of PDM could be formal or informal. [2]