high contex
Contingency approach of power suggests that no particular power base is effective in all situations; rather, effectiveness of power base depends on its matching the situational requirements prevailing at the time of use of power.Contingency variables that affect power effectiveness:Agent's Characteristics: The agent characteristics determine the extent to which power exercised by him will be effective or not. An agent may exercise power in both directions, downward or upward. Therefore it is not necessary that the agent always functions as superior: he may be a subordinate and influences his superior's behaviour. Two characteristics of an agent affect power effectiveness:1. Organisational Position:Organisational position of an agent determines his positional power. In a traditionally designed organisation structure with a large number of hierarchical levels, a person at a higher level commands more power bases than a person at a lower level. Thus, people at higher level can use positional power more effectively to get things done.2. Personality Characteristics: It has been observed that people working at the same hierarchal level in the same organisation differ in terms of power use; some people become more effective in power use, others remain less effective. Following conclusions about personality characteristics and power effectiveness can be drawn:· People with high mach score (high mach score means high willingness to twist and turn facts to influence other) tend to use coercive power and information power more effectively than those with low mach score.· More conscientious people use legitimate and reward power more effectively than less conscientious people.· People with self-esteem rely more on personal power than their positional power. This happens because such people develop expertise and other relevant skills to protect their high self-esteem.· People with high openness and extroversion tend to use personal power more effectively than other people.Target's Characteristics: Power effectiveness based on agent's characteristics is moderated by target's characteristics because power involves a reciprocal relationship between the agent and the target. Therefore, any power used by the agent will be effective or ineffective depending on the influencibility of the target. This influencibility is affected by the following factors:o Dependency: Dependency of the target depends on the resources controlled by the agent. If the dependency is high, power influence will be high or vice-versa.o Uncertainty: Certainty or uncertainty in the mind of the agent about appropriateness of his behaviour determines his influencibility.o Personality: There are various research studies show relationship between personality and influencibility. For example, people who cannot tolerate ambiguity or who are highly anxious are more susceptible to influence.o Intelligence: Though there is no conclusive proof about direct relationship between intelligence and influencibility, it has been observed that more intelligent people are less susceptible to influence generated by positional power.o Culture: Characteristics of culture to which targets belong affect their influencibility. For example, people coming from a culture which is oriented to authority are highly susceptible to influence while people coming from a culture having low authority orientation are less susceptible to influence.Organisational Characteristics: Power relationship between agent and target does not exist in a context; in the society, in social context, in the organisation, organisational context. Therefore, in organisational context, power relationship between the agent and the target based on their characteristics is modified, to a great extent, by the organisational characteristics. The major organisational factors that affect power relationship are:1. Organisation Structure:Organisation structure prescribes relationship among different positions. Since these positions are held by individuals, organisation structure prescribes relationship among different individuals.2. Nature of Task: Nature of task in terms of autonomy and visibility affects power relationship. Degree of autonomy indicates whether the task performance is autonomous or it is dependent on others. Task that have autonomy have in-built power for task performance. Visibility of task determines its power. For example, marketing function in a business organisation has high visibility and, therefore, more power; human resource function has low visibility and less power.3. Performance Evaluation and reward system: Irony is that performance evaluation is done not by those who perform but by those who have control over reward distribution. If this performance evaluation and reward system if faulty, task performers are highly susceptible to power influence.4. Organisational culture: Organisational culture is the set of assumptions, beliefs, values, and norms that are commonly shared by organisational members. Organisational culture is, perhaps, the most important factor that affects management practices including power relationship among organisational members. Every organisation sets its culture, either explicitly or implicitly to be identified by the behaviour of people, more particularly those who are at higher levels.
What do you understand by the term Strategy in the context of Business Management andPolicy
HR strategy - vision and mission - Business strategy HR strategy - Internal context - External context
The term "preiment" does not appear to be a recognized word in English. It may be a typographical error or a misspelling of "preeminent," which means outstanding or superior in a particular domain. If you meant a different term or context, please provide more details for clarification.
Cultural Relativism
The keyword "kaneh" is significant in the context of ancient herbal remedies because it is believed to refer to cannabis, which was used for medicinal purposes in various ancient cultures.
Major determinants of interpersonal behavior include individual personality traits, cultural values, social norms, past experiences, and situational context. These factors can influence how individuals communicate, build relationships, resolve conflicts, and respond to various social situations.
Generalization has occurred in operant conditioning when a behavior that has been reinforced in one context starts to be exhibited in different contexts and situations. This means that the individual is demonstrating the learned behavior beyond the original setting where it was reinforced.
Julie Francis Horton has written: 'The evaluation of information systems in the organisational context of the National Health Service'
i think its innate behavior but depending on the context, it could also be learned helplessness,too
It depends on the context.
Behavior is shaped by its consequences. Behavior that is reinforced is more likely to be repeated. Behavior that is not reinforced may decrease or extinguish. Behavior is influenced by the environment and context in which it occurs.
Functional context theory suggests that behavior is influenced by the environment in which it occurs, and can be best understood by examining the functions it serves. This theory emphasizes that behavior can be adaptive and purposeful, aimed at fulfilling a specific need or goal within a given context.
The broader social context includes cultural norms, societal values, economic systems, and political structures that shape human behavior. It encompasses factors such as social inequality, discrimination, family dynamics, and community influences, all of which play a role in influencing individual actions and decisions. Understanding this context is crucial for comprehending the complexities of human behavior in different social environments.
Rocking back and forth is a behavior that could indicate different things in different situations. It might be a coping mechanism for anxiety or stress, a stimming behavior for individuals with autism, or a way to self-soothe. It's important not to make assumptions or stigmatize behaviors without understanding the context.
The concept of chivalry varied across different time periods and cultures. Some ancestors may have practiced chivalrous behavior according to the standards of their time, while others may not have. It is important to consider historical context when examining the behavior of ancestors in relation to chivalry.