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Power in Perspective
Laboratory and Field Studies of Power
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Abraham Kaplan absolutist amount of influence approach asked authoritarian authoritarian person bargaining behavior Boulding Company Ohio conflict in organizations conflict resolution control curve Corporation University creative Daniel Katz decision decision-making democratic development groups deviants Dorwin Cartwright effects Elliott Jaques employees example exercise of power exerted expectations experiment experimental fact factors feel Figure flict foreman function hostility illegitimate individual involved Kahn Kenneth Boulding kind labor laboratory leader leadership legitimacy legitimate power less Low Strong Weak means ment morale move Murray Horwitz participation parties pathological perceived person position problem problem-solving production Professor of Psychology question refinery relationship resistance responsibility role conflict satisfaction sense SENT ROLE PRESSURES situation social system solution star Strong Weak Pressure structure subjectivist subordinate's subordinates supervisor suppose tension things tion union University of Michigan value theory variables Weak Pressure Pressure weight workers Zeigarnik effect