This contrasts with group decision-making and systems which encourage decision-making and self-organization by front-line employees, who in some cases may have better information about customer needs or how to work efficiently.

Dominance is only one aspect of organizational structure.

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Power is the ability to influence the behavior of other people.

When two parties have or assert unequal levels of power, one is termed "dominant" and the other "submissive".

The relational self is the part of an individual's self-concept that consists of the feelings and beliefs that one has regarding oneself that develops based on interactions with others.

In other words, one's emotions and behaviors are shaped by prior relationships.

Another way to appreciate the importance of relationships is in terms of a reward framework.

This perspective suggests that individuals engage in relations that are rewarding in both tangible and intangible ways.

Submission occurs in different degrees; for example, some employees may follow orders without question, whereas others might express disagreement but concede when pressed. For example, a hierarchical organization uses a command hierarchy for top-down management.

This can reduce time wasted in conflict over unimportant decisions, prevents inconsistent decisions from harming the operations of the organization, maintain alignment of a large population of workers with the goals of the owners (which the workers might not personally share) and if promotion is based on merit, help ensure that the people with the best expertise make important decisions.

In fact, the need to belong is so innately ingrained that it may be strong enough to overcome physiological and safety needs, such as children's attachment to abusive parents or staying in abusive romantic relationships.