The effects of poker games on organizational behavior and social dynamics are discussed in the following article. The behavioral effects of a game such as a poker on human beings have been researched by people in different organizations.
One of the first and most important findings that can be drawn from the research of poker games on humans is that those individuals who enjoy playing poker games tend to be more outgoing and creative. They tend to be more curious, more willing to try new things, more open to new possibilities and have an inborn tendency to be creative.
Their interpersonal skills may have improved because they have become less rigid and predictable, have retained their level of motivation despite playing poker games, and have given up any pretense of being proud of being conventional or arrogant. All of these qualities come from the experience of playing poker games.
People who play poker games also have a higher degree of satisfaction with their careers. They report better job satisfaction, are better able to get along with others and have less stress.
These qualities are common to top executives. These executives who play poker games may not do so to improve their social skills, but perhaps it is rather to gain confidence, a better understanding of the field of study they are in, and to get a feel for their own limitations of their own abilities.
The next finding is that previous studies that focused on this subject had a bias towards testing people at their own workplace. It was concluded that you needed to play poker games in front of others if you wanted to improve social skills.
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The effect of poker games on social skills may be seen in individual behavior at work and in the workplace itself. The results suggest that there is still a bias in how organizations think about the development of the managerial style.
Aggression has been seen as a trait of the aggressive manager and, in one of the recent studies, it was observed that some workers were too aggressive and others too passive. However, these same studies also found that the management style of an individual has an impact on the behavior of the person in front of them, which suggests that the two styles can co-exist and that the aggressive style does not need to be replaced by the passive style.
There are several other studies that have been conducted that have highlighted the impact of social dynamics on decision making and performance. The studies suggested that subordinates who are successful at setting goals tend to take on a dominant role in their own work and are more assertive in their attitudes.
Employees who are hardworking employees tend to have higher performance levels than those who are often complaining about the work they are doing. More importantly, however, when it comes to the social dynamics of the organization, it was found that less demanding workers were preferred by management than those who demanded too much.
According to the studies, when employees are asked what they want, and they do not appear to be able to answer, then they are considered more suitable for higher positions in the organization. Another factor that affects the choice of employees for a managerial position is personality traits.
In conclusion, researchers believe that the social dynamics of the workplace affect decision making. What people in organizations think is influenced by the way they interact with others and by the kind of atmosphere that is present in the workplace.