Power and interdependence in work groups: views of managers and employees

Article Abstract:

Power and cooperation between managers and employees brings about effective organizational dynamics and contradicts the common assumption that power is facilitated by competition. Independence and competition are distinctly associated with ineffective and unproductive work performance for both manager and employee. Power and cooperation accounted for 73% of manager effectiveness variance based on data collated from a confidential questionnaire. Power measures the degree of dependence through control of valued resources; increased power and dependence result from resources of greater value. Goal interdependence along with the degree of dependence provide useful insight into the dynamics and end result of power in an organization. Constructive power management is facilitated by cooperative goals.

Usage, Evaluation, Work groups, Teamwork (Workplace), Labor relations, Cooperation (Economics), Cooperation

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Dynamics within participation: an experimental investigation

Article Abstract:

How participation affects organizational outcomes has been neglected by researchers, but it is argued here that the effects of participation rely very much on how employees interact as they discuss the problems of the organization. It is shown that a cooperative rather than a competitive context encourages expectations of assistance, the exchange of information and ideas, improved work relationships, and better overall solutions. The research suggests that the dynamics within participation can be a major factor in the resolution of conflicting findings, and methods of implementing successful participation are presented.

Methods, Employee motivation, Organizational research, Organizational communication

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Cooperative and competitive interdependence: collaboration between departments to serve customers

Article Abstract:

It is often necessary to have collaboration among departments in order to provide high-quality delivery of services to customers. Interviews with 27 engineering firm managers and 43 utility company workers were conducted, using the critical incident technique. Results suggest that experimental findings from research on cooperation and competition can be generalized to organizational settings. Workers who thought that their goals were cooperative tended to interact effectively, made task progress, and reinforced their work relationships.

Management, Officials and employees, Electric utilities, Services, Engineering services, Engineering firms, Quality management, Corporate culture, Customer service

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