Social Interaction: Exploring Organizations and Leadership

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Social interaction is a complex process which takes place between and among individuals in an organization. Inasmuch as it is complex, it is also interesting and practical. This paper discusses three essential issues regarding social interaction. First, it talks about the nature of social interaction and the elements that underlie it. Second, it discusses organization and its diversity. Finally, it delineates good leaders from bad leaders based on observable and verifiable indicators. Social Interaction and Its Components The complexity of social interaction lies in the elements that govern them.

There those elements which can be observed and those elements that are unnoticeable but are equally influential to the interaction itself. Initially, there is unity in an organization. All of the members are geared towards one goal and that is the achievement of the corporate mission. They help each other to perform effectively as they endeavor towards the accomplishment of their objectives. In the process however antagonism may arise. Conflicts, that are observable, may emerge due to several factors, individual differences, a more subtle element of the situation, being one of the factors.

The “decades of fighting (Hymowitz, 2005)” for equity and equitability between men and women is a simple yet practical example. While men dominate most areas in the workplace, women are in constant struggle for “equal opportunity to perform or not perform. ” Gender being a difference may lead to further differences that when not handled properly may lead to antagonism eventually escalating into potential conflict. Organizations may be distinguished according to sizes.

Primary organizations are “small groups characterized by intimate, face-to-face association and cooperation (Schaefer, 2008, p. 135). ” On the other hand, secondary groups are “formal, impersonal group in which there is little social intimacy or mutual understanding (p. 135). ” It can also be formal or informal. A “special-purpose group (p. 140)” which is intended to achieve a certain goal is called formal organization. This type of organization is what exists in the corporate world, wherein leaders are chosen to lead the group towards goal achievement.

Relatively, various organizations have certain standards in choosing their leaders based on the concept of what a “good leader” is. The succeeding discussion focused on these standards. Good Leaders vs. Bad Leaders Although distinction between “good leaders” and “bad leaders” may be relative, there are absolutely behavioral and verifiable indicators which delineate the two. Unlike bad leaders who do not care how they would physically appear to others, good leaders look good. They invest in making themselves appealing to the eyes of others and in creating a presentable image to the organization.

Beauty may be skin deep, as a cliche says, but there are absolutely deeper implications (Hymowitz, 2005). Likewise, good leaders have charisma unlike bad leaders who are dull and boring to work with. Good leaders have the ability to motivate and enliven their teams which make it interesting and delightful to work with them. Their aim is to “unblock things” for their subordinates and “help them succeed. ” Ultimately the effect is that they gain their people’s loyalty and service. With the concepts presented above it can be seen that social interaction is a dynamic phenomenon which is worth exploring.

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