Final bahubali simple ppt

1. ORGANISATIONAL BEHAVIOUR
Power And Politics

2. AUTHORITY
oIt is the formal right given to a
manager to command or to give orders
to perform a certain task.
oAuthority is given to a manager to
achieve the objectives of the
organization.
o It is a right to get things done through
others. It is a right to take decisions.
oAuthority always flows downwards. It
is delegated from top to bottom.

3. POWER
 It is a broader concept than authority. Power is the ability
or potential of a person to influence another person or a
group to perform an act.
 It is the ability to influence events. Power can be personal
power. A person gets his personal power from his
personality or from his expert knowledge; doctors,
lawyers, engineers, programmers, etc. get their power
from their expertise and professional knowledge.
 Power can also be legitimate or official power. This power
comes from a higher authority.

4. BAHUBALI REFERNECE:-
 Authority: - Rajamatha Sivagami former regent of
the Mahishmati kingdom. She is the most powerful
character in Bahubali series who decides the fate of
Mahismati. She is a strong headed leader.
1) One instance where she is ordering kattappa to kill the
bahubali even though kattappa is not willing to do so,
the orders of Rajamatha Sivagami forced him to do so.
2) Another instance can be where Rajamatha Sivagami
orders Amarendra Bahubali to bring
Devsena as a prisoner cause
of her rejecting the marriage
proposal sent by Rajamatha.

5.  Power:- Amarendra Bahubali, Maharaja
Vikramdeva's son, was born in Mahishmati. He has
good battle strategy skills and charismatic persona.
1) One instance is when Bahubali was in Kuntala as
undercover and kuntala was attacked by pindari-
Dacoit like army. During the attack Kumar Varma,
cousin of Devsena was influenced by Bahubali
persona and his words causing kumar varma to
fight off 6 pindari’s (who was considered a coward
by many) to save the
women of Kuntala.

6. FIVE BASES OF POWER
In1959, social psychologist JOHN R.P. FRENCH and BERTRAM
H. RAVEN identified 5 sources or forms of power from which a
person gets power. These sources are now known as French and
Ravens Five basis of Power.
A) REFERENT POWER
 Also known as personal power and the power of personality. This
power comes from each leader individually. It is the personality of
a person that attracts followers. The followers admire their leaders
and may even try to copy their behavior, dress, etc. John F
Kennedy, Martin Luther King is some examples of leaders with
referent power.
 Amerendra bahubali --there are many instances in the movie
where we can see the influence of the persona and the skills over
the subjects of maheshmati. When he was expelled the many of
the subjects followed him to a new place and they considered him
equal to god.

7. B) Legitimate Power
• Legitimate power is also known as position and official
power. It comes from the higher authority. In an
organization, a manager gets power because of his
position or post. It gives him the power to control
resources and to reward and punish others.
• Bhalladeva- using his power of being the king of
maheshmati, he made a huge statue of him in gold using
his position on
• The accounts of blood and
sweat of workers.

8. C) Expert power
• Expert power is also known as the power of knowledge. It comes from
expert knowledge and skills. Expert power means the expert influences
another person behavior. This is because the expert has knowledge and
skill which the other person needs but does not possess.
• Amerendra bahubali - the expert knowledge of sword fighting and
strategy making during battle can be seen during the movie. His
knowledge and skills been influencing the army of maheshmati during
battle against kalakeyas. Also, when he was expelled from mahishmati
he made a town away his new home and using his knowledge to ease
his life and everyone of the villagers with him.

9. D) Coercive Power
 Coercive power is ability to punish others or to see a
threat to others. Coercive power uses fear as a motivator.
The leader or manager with coercive power can threaten
an employee’s job security, cut his pay, withdraw certain
facilities, suspend him etc. the coercive power may have
an impact in the short run. It will create a negative impact
on the receiver.
E) Reward power
 Reward power is opposite to coercive power. With the
help of reward power the leader tries t motivate the
followers to improve their performances. This power
enables the leader to provide additional facilities ,
increase in pay, promotion of subordinates, etc. the
reward power enables the leader to recognize the services
of the subordinates through appreciation.
 Incident: once mahishmati was attacked by an army of
kalakeyas and Rajamatha Sivagami announced that
whoever bring me the head of the opposition king is going
to be crowned the new king of mahishmati samrajya.

10. GENERAL DEPENDENCY POSTULATE
 The general dependency postulate states that
the greater B's dependency on A,
 The greater the power A has over B.
 Dependency is inversely proportional to the
alternative sources of supply.
 Dependency is increased when the resource
controlled is important, scarce, and
nonsubstitutable.
.

11. FACES OF POWER
1. NEGATIVE FACE:
THE NEGATIVE FACE OF POWER IS USUALLY EXPRESSED IN TERMS OF
DOMINANCE-SUBMISSION. OR IN OTHER WORDS, “I WIN, YOU LOSE.”
LEADERSHIP WHICH IS BASED ON NEGATIVE FACE OF POWER TREATS
PEOPLE AS PAWNS TO BE USED OR SACRIFICED AS THE NEED ARISES. THIS
FACE OF POWER IS SELF DEFEATING. PEOPLE WHO ARE TREATED LIKE
PAWNS WILL EITHER RESIST THE LEADERSHIP OR THEY WILL BECOME
PASSIVE. IN BOTH WAYS, THEIR VALUE TO THE ORGANISATION BECOMES
NEGLIGIBLE
2. POSITIVE FACE:
THE POSITIVE FACE OF POWER INVOLVES EXERTING INFLUENCE ON
BEHALF OF OTHERS RATHER THAN OVER OTHERS, SUCH MANAGERS
IMPROVE THE MORALE OF THE SUBORDINATES BY ENCOURAGING TEAM
SPIRIT, REWARDING THE ACHIEVEMENTS AND SUPPORTING THE
SUBORDINATES, SUBORDINATES TO DEVELOP THE STRENGTH AND THE
COMPETENCE THEY NEED TO SUCCEED AS HUMAN BEINGS AS WELL AS
MEMBERS OF THE ORGANISATION.
MCCLELLAND AND DAVID H. BUMHAM FOUND THAT SUCCESSFUL
MANAGERS HAVE A GREATER NEED TO INFLUENCE OTHERS FOR THE
BENEFIT OF THE ORGANISATION THAN FOR SELF AGGRANDIZEMENT.
.

12. REFERENCE TO BAAHUBALI
 IN THE CASE OF BAHUBAL THE SUBJECTS OF
MAHESHMATI KINGDOM WERE HIGHLY DEPENDENT ON
BAHUBALI THAT THEY DIDN’T TOOK ANY ACTION
AGAINST THE INUSTICE HAPPENING TO THEM , AND
WAITED FOR SOMEONE STRONG TO COME TO HELP THEM
GET OUT OF THE SITUTAION .
 BAHUBALI WAS A LEADER OF POSITIVE FACE WHERE HE
USE TO HELP PEOPLE ACHIVE THEIR GOALS , JUSTABLE ,
WORK FOR PEOPLE , AND TREAT THEM WELL .
 WHEREAS BHALLALDEV WAS A FACE OF NEGATIVE
POWER HE WANTED WHOLE CONTROL IN HIS HAND ,
WANTED TO MISTREAT PEOPLE JUST TO SATISFY HIS EGO
AND EXCISE POWER OVER THEM FOR NO REASON.

13. Acquisition of Greater Position Power
in an Organisation
 Power in an organisation has 2 base: Position Power or Personal Power.
 Position power is obtained by virtue of the status in the organisation and
Personal power is obtained because of personal characteristics and
knowledge.
 Positional Power can be increased in an organisation by the following factors:
 Centrality: It refers to the activities that are most central to the workflow. If
information flows through one person, it gives him/her more power in the say of
the work.
 Scarcity: When critical resources are scarce, there is a struggle to obtain it.
And the winner of the struggle acquired the power. In an organisation, when the
resources are scarce, there is a conflict among the different units and the
powerful unit has more access to the resources.

14.  Uncertainty: Uncertainty about future events can create
disturbance with the plans of an organisation, such as, reduction
in supply of resources, government policy change,fail in demand,
etc. Those who profit in such situations and cope up with the
uncertainty tend to acquire power.
 Substitutability: The greater the importance of a person in an
organisation, the greater the power he holds. The expertise and
knowledge of such can not be substituted and thus, it creates more
power.
Instances from Bahubali 2:
 Rajmata (Shivagamini Devi) in the greatest example of a person
holding positional power. She was a leader and had the rights-
making authority of Mahishmati. She possessed the powers to
choose the king for Mahishmati, to abandon Bahubali from
kingship as well as order Kattappa to kill Bahubali.

15. SEXUAL HARRASMENT
• WHEN SETHUPATI THE NEW ARMY COMMANDER (BHALLALADEVA’S
CHOICE) TAKES OPPORTUNITIES TO TOUCH WOMEN INAPPROPRIATELY,
DEVASENA GRABS THE ARMY COMMANDER AND CHOPS HIS FINGERS OFF,
WHO LATER GOT ARRESTED FOR DOING SO.
• SIVAGAMI IS ALSO AN EXCELLENT EXAMPLE OF HOW PATRIARCHY’S
MESSAGES GET INTERNALISED AND HOW WOMEN CAN ALSO TURN
MISOGYNISTIC TO COERCE AND CONTROL. WHEN HER SON,
BHALLALADEVA (RANA) SAYS HE ‘WANTS DEVASENA’, SIVAGAMI
PROMISES THAT SHE WILL BE HIS. SIVAGAMI DOESN’T FLINCH EVEN ONCE
IN TALKING ABOUT ANOTHER WOMAN AS PROPERTY.

17. • POLITICS IS THE PROCESS WHEREBY POWER IS ACQUIRED AND EXERCISED UPON OTHERS TO
INFLUENCE THEIR BEHAVIOR OR TO GET THINGS DONE.
• ORGANIZATIONAL POLITICS ARE INFORMAL, UNOFFICIAL, AND SOMETIMES BEHIND-THE-SCENES
EFFORTS TO SELL IDEAS, INFLUENCE AN ORGANIZATION, INCREASE POWER, OR ACHIEVE OTHER
TARGETED OBJECTIVES.
INSTANCES OF POLITICAL BEHAVIOUR IN BAAHUBALI 2-
• WITHHOLDING KEY INFORMATION FROM DECISION MAKERS- BHALLA DEVA LEARNS OF
AMARENDRA'S ATTEMPTS TO WOO DEVASENA AND HE DECIDES TO DRIVE A WEDGE BETWEEN
AMARENDRA AND SIVAGAMI BY TELLING HIS MOTHER THAT HE WANTS TO MARRY DEVASENA.
SIVAGAMI, UNAWARE THAT AMARENDRA IS IN LOVE WITH DEVASENA, PROMISES BHALLA, DEVASENA'S
HAND IN MARRIAGE.
• WHISTLE-BLOWING- KATAPPA LEARNS OF BHALLADEVA'S TREACHERY AND INFORMS SIVAGAMI
• ENTERING INTO COALITIONS-THE KINGDOM OF KUNTALA IS ATTACKED BY PINDARIS, WHO ARE A
DACOIT ARMY. AMARENDRA, WITH THE HELP OF DEVASENA'S COUSIN KUMARA
VARMA(SUBBARAJU), NULLIFIES THE ATTACK AND HE MANAGES TO SAVE KUNTALA. DEVASENA
AND BAAHUBALI ALSO JOIN HANDS IN THE FIGHT AGAINST THE PINDARIS.
• LOBBYING AGAINST AN INDIVIDUAL- BHALLADEVA HATCHES A PLOT TO CONVINCE SIVAGAMI
THAT AMARENDRA IS TRYING TO ASSASSINATE HIM. SIVAGAMI FALLS FOR BHALLADEVA'S LIE AND
SHE ASKS HER FAITHFUL KATAPPA TO KILL HER FOSTER SON, BAAHUBALI.

18. The two dimensions of political
behaviour
 Legitimate Political Behaviour- While Amarendra Baahulbali often
engaged in politics, it was always legitimate ways of acquiring and
retaining power such as forming coalitions, developing contacts outside
the kingdom etc.
 Illegitimate Political Behaviour- On the other hand, the villain of the
movie, Bhalladeva, often played hardball by engaging in political
behaviour that violated all rules and norms such as sabotage and
treachery.

19. Causes of Political Behaviour as viewed from the
lens of Baahubali 2
 Lustfor Power-All of Bhalladeva’s actions were motivated by the hunger for power and he went to
great lengths to achieve that.
 Competitionfor controloverresources- In the movie, the kingdom of Kuntala is attacked by Pindaris,
who are a dacoit army. This is done to gain control of the kingdom and its resources.
 DiscretionaryAuthority- Prince Bhalla is aided by his father Nasser in his Machiavellian stunts as
Nasser also benefits from his son being in power. People often indulge in politics to be close to people
who hold a great deal of power, in this scenario, being the king.
 Protectionof self-interests- Prince Bhalla and his father wanted power to promote their interests and
hence resorted to such tactics.
 Unequal Distributionof authority- The difference between the position of King and Second in
Command is a lot which is why Bhalladeva vies for the position.

20. Machiavellianism
 Machiavellianism refers to a personality type that does not choose to be, but
simply is, a master manipulator. Machiavellians (or High Machs) are
temperamentally predisposed to be calculating, conniving, and deceptive.
 The villain Bhalladeva is the perfect example of Machiavellianism.
 Essentially amoral, they use other people as stepping stones to reach their
goals.
 They function best in jobs and social situations where the rules and boundaries
are ambiguous.
 Emotional detachment and a cynical outlook enable them to control their
impulses and be careful, patient opportunists.
 Their tactics include charm, friendliness, self-disclosure, guilt, and (if
necessary) pressure.
 They prefer to use subtle tactics (charm, friendliness, self-disclosure, guilt),
when possible, to mask their true intentions and provide a basis for
plausible denial if they are detected. However, they can use pressure and
threats when necessary.
 They tend to be preferred by others in competitive situations (debating,
negotiations), but are not preferred as friends, colleagues, or spouses.

21. Dysfunctional aspect of politics
• It means when the poltical behaviour which is guided by self interest
start obstructing the achievement of organisational goal then it is
termed as Dsyfunctional
• Example - Manager seeks the appointment of his son who is not fully
competent in the company, if he succeed in manipulating the selection
process the impact on the organisational will be dysfunctional in some
cases political behaviour be functional also for example to promote
self-interest a member behave in a way that it is compatible with the
interest of the organisation such behaviour is functional
• Organisational politics may lead to some individuals being able to
acquire the major portion of organisational power. This power may be
used to promote self-interest exploit other peoples and displays
organisational goal.
• Power politics may weaken the morale, demotivates the employees
victims and victors may be created and energy and time may be
frittered away on planning attacks and counter attacks instead of
concentrating on task accomplishment

23. INFERENCE WITH BAHUBALI
 Bijjaladeva ( Physically disabled) the father of
Bhalladeva who wants his son to be crown,
knowing the amrendra bahubali is most
compatible for the position.
 Bhalladeva being the king exploited the subject
in every possible way , in his rage , he finishes
the Devasena birth place and also he replace
bahubali with his friend and gave him the post
of commander in chief so that bahubali could
spent time with her pregnant wife and his
friend who molested the women of the
kingdom including devasena .


24. HANDLING
ORGANISATIONAL
POLITICS
 Proper planning helps overcome barriers -
With proper planning, Baahubali was able to
defeat his enemies in every battle he took part in.
From positioning of warriors to usage of weapons
in due time, he stuck to the plans and succeeded
each time.
 Proper communication and interaction is
necessary - In Baahubali 2, there were many
situations in which there is lack of proper
communication which leads to conflicts and that
upsets the lives of protagonists. Devesena had
the courage to speak up against what she found
unfair in the palace but the way she did led to
developments of hostile situations. She detected
the fact Bhallaladeva was manipulating others
with his cunning tricks, but the way she spoke did
not go down well with others, leading to more
conflicts. It is also true, there was a
communication gap between Amarendra Bahubali
and Sivagami.

25.  Making Decisions in haste can be disastrous - In both parts 1 and 2 of
Baahubali, the characters end up messing up their and other’s lives just by
taking major decisions at haste. Sivagami made the decision of asking
Devasena’s hand for Bhallaladeva without being aware of Amarendra
Baahubali’s feelings for her. This led to the creation of misunderstanding
between Sivagami and Baahubali. It also paved the way for Bhallaladeva to
grab the crown eventually.
 Thinking differently - Both Mahendra Baahubali and his father managed to
win enemies apparently stronger than them using smart and out of the box
strategies. Nobody told them to devise unique combat methods, but they came
up with ideas to override obstacles in their ways. For example, they used
animals and plants in unique manners to defeat the enemies a number of
times. If they had stuck to typical battle methods- the result could have been
disastrous

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