Power in Organisational Interactions(2013), Saffar Pub.

Power in Organisational Interactions(2013), Saffar Pub.

Power is one of the most complex concepts in the humanities, and in particular management. Managers, employees and their families, shareholders, the community and, in general, all of the stakeholders of the organisation are affected or affected by this type of structure.

Power is like a razor blade in the spiritual and luminous realm, a practical and useful tool in achieving the goals and objectives of the organisation and empowering the beneficiaries. In contrast, in its challenging aspect, it becomes a tool for the attainment of the interests and interests of the individual, group, organisation, ethnicity, race, country, or alliance of states against and to the detriment of others.

While its light side is capable of rebuilding, restoring development, prosperity and prosperity for its people, its dark side brings poverty, starvation, illiteracy, slavery, dictatorship, and much other slaughter.

When facing off with one another, the first question that comes to mind is why some organisations influence others and others influence and follow them. Why do people who hold power in different ways show it less publicly, while those who lack it try to propagate it? How is the status of power at the level of Iranian organisations and what factors have contributed to the formation of our cultural unconscious with power? What are the manifestations of power in organisations that occur in different organisational categories?

 

This book is an answer to the questions posed by the authors. The authors’ mental plan is to redefine the concept of power and its role in the Iranian subconscious mind first because it is impossible to ignore the Iranian organisation without knowing the Iranian culture and its epistemic geometry with the organisational culture.

The second chapter explains the philosophical concept of power and its origin among the opinions of various thinkers and theorists.

The third chapter deals with the concept of impact management, its functions and its functions.

Chapter 4 deals with the concept of conflict and its various functions at the individual, interpersonal, group, sectoral and inter-organisational levels.

 

Power and authority are seen as essentials and tools of decision making. Therefore, the final chapter of the book introduces the concept of decision making, the various models and theories presented about decision making, facilitating factors and obstacles to decision-makers in this field.