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Power Relations in Organizations
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achieve activities allocation alternatives autonomy balance of power behavioural tendencies central authority change strategy Chapter client co-operation co-ordination competition compromise concrete conflict management decision-making dency departments dependency aspect dependency relations described discussed dynamics effective emphasized employees equal vs equal escalation example four relational aspects framework for interventions goals groups high vs low impasse important improve increasing influence insights instrumental integration intervention theory involved irritations ization job rotation management by objectives matters means mutual dependency negotiating relations one-on-three opponent organization theory organizational culture organizational development parties model personnel phase points possible power and dependency power centre power relations problem-solving problems procedures programme proposal relations between units relationship role role conflict scarce resources situation skills Socio-emotional aspect socio-emotional relations solutions sometimes specific structure and culture style of leadership systems model Table tactics task tension balance third party tions types of relations