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The phenomenon of power can be understood only in the context of organization and its means. That is why Part III "Power and organization" is devoted to the analysis of structural, process, formal, psychological and other organizational characteristics, that provide priority of common organizational goal over individual goals of its members. The main characteristics of organization as materialization of common organizational goal are discussed in Chapter 6 "Organization". Besides, the chapter deals with the evolution of different views on organization and its analysis. Chapter 7 "Motivation" is concerned with the review of modern achievements in motivational research. In general the solution of motivational problems is concerned with the search of the factors, determining directions of individual behavior. Being aware of such factors, organizational power is able to consolidate individual goals of organizational member in the definite direction using the wide scope of organizational resources, that can satisfy individual needs. Within the frame of this approach we analyze the theories and concepts of motivation, as well as different models, methods and resources used by organization for simulating effective organizational behaviors. Chapter 8 "Organizational culture and development" deals with two more forceful tools, which organizational power can use to establish goal-oriented team. Organizational culture is an important determinant of individuals' attitudes and sentiments to different sizes of organizational life. Knowledge of main components of organizational culture enables organization to form an atmosphere that supports and eliminates obstacles interfering with the common organizational mission. Even the most conservative organizations are subjected to constant changes, which can have negative or even lethal consequences. Chapter 8 also presents principles, methods and programs of organizational development that provide positive tendency for organizational changes. Part IV "Power and a group" is devoted to the group phenomenon, which had not attained attention of organizational psychologists until 1940-s. Chapter 9 deals with fundamental characteristics of groups and their role in organization. The importance of group research rests upon the fact, that it is much more difficult to orient group goals to common organizational goal, then it is in the case of an individual. The famous Hawthorn experiments[626] has demonstrated that the group determines individual productivity much more than his abilities and professional skills. By that the group often negatively affects organizational efficiency as well. That is why efforts of managers and psychologists at aimed not only at better use of group potential, but also at overcoming or neutralizing of negative group effects. In this context a special accent is made on the analysis of so called "social loafing", which reveals itself in constant and dramatic loss of individual efficiency while working in a group. — 490 —
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