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To become common the goal should lean against some force or process, that can provide its privilege upon individual goals of other members of organization. If such kind of support is not available the most prominent and efficient goal has few chances to struggle through the fence of other even completely talentless intentions and plans. And on the contrary, the most stupid and shabby idea can knock out bright and noble plans, if it rests on the organizational process, ensuring its priority over other individual aspirations. Besides, the supremacy of one goal over others should be regular and stable. Thus, we can conclude that the first and critical condition for forming an organization is not just a common goal, but some force, that is able to give any individual goal a status of a common goal. This force in organization we call organizational power, which can be defined as an organizational process, providing stable priority of common goal of organization over individual goals of organizational members and using for this purpose a wide scope of organizational means, including coercion. It is important to emphasize that organizational power is a crucial organizational process and we can state the existence of organization de facto only if it integrated by a constant process fixing the priority of common organizational goal over all individual goals and intentions. If such a process is not established or weak, the existence of organization as an integral productive unit is under the threat. Analyzing the functioning of organization in the context of organizational power has provided us with a new outlook on explanation and solution of many organizational problems, namely, problems of efficiency, motivation, leadership, conflicts, personnel selection, performance evaluation etc. Besides, treating organizational power as a core concept of organizational psychology gives us deep grounds for formulating a new comprehensive theory, covering the wide scope of psychological phenomena in organizations. In the light of power-approach the history and achievements of modern organizational psychology have been reviewed in the book. Besides, comprehensive analysis of theories and thorough systematization of research data have been made, and various case studies and examples of problems solution in real organizations have been presented. The book is recommended as basic textbook on organizational psychology for the students of universities, business schools and colleges. Managers, experts in consulting, personnel recruiting and organizational development may use this book as a manual for tasks and problems they constantly face in their work. This book will be interesting for the wide scope of readers, as the understanding of the implicit, psychological reasons of human behavior in organizations opens every individual new chances for development and success in any field of activity. — 488 —
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