This document discusses the concept of power in politics. It defines power as the ability to influence or control others to accomplish goals. Power can be exercised through physical, informational, or emotional means. Power derives from organizational positions and individual characteristics. The purpose of power is influence, but it must be balanced with authority and responsibility to avoid negative consequences of misuse like damaging effects on people. Maintaining power requires understanding its sources and symbols within political and social structures.

2. OERPW

3. GUIDE QUESTIONS:
• IS POWER ALWAYS POSITIVE?
NEGATIVE? BOTH?
• WHAT IS THE PURPOSE OF
POWER?

4. THE MEANING
OF POWER

5. POLITICS ALWAYS INVOLVES
THE EXERCISE OF POWER BY
ONE PERSON OR PERSONS
TO ANOTHER PERSON OR
PERSONS (SHIVELY, 2012)

6. • POWER IS THE ABILITY TO GET
SOMEONE TO DO SOMETHING HE/SHE
WANTS TO ACCOMPLISH THUS MAKING
THINGS HAPPEN IN THE WAY HE/SHE
WANTS. IN HAVING SUCH ABILITY,
ALONG WITH THE EXERCISE OF POWER
IS AN INFLUENCE.

7. INFLUENCE IS THE
PROCESS BY WHICH A
PERSON’S AFFECTS THE
BEHAVIOR AND FEELING
OF ANOTHER PERSON.

8.  IN ORDER TO INFLUENCE A PERSON THERE MUST AN
AUTHORITY WHICH IS THE RIGHT TO CHANGE
ANOTHER PERSON.

9.  POWER IS A WELL
PRIME INGREDIENT
OF POLITICS
(ROSKIN
ET.AL.,2012).

10. THREE DIMENSIONS OF
POWER:
THE CHANNELS OF POWER
ARE THE WAY IN WHICH
POWER IS ENACTED. THEY
CAN PERHAPS MORE
READILY BE REMEMBERED
AS 'HEAD, HANDS AND
HEART'.

11. PHYSICAL POWER
INFORMATIONAL
POWER
EMOTIONAL
POWER

12. SOURCES OF POWER

13. 1. ORGANIZATIONAL POWER IS A POWER DERIVED
FROM A PERSON’S POSITION IN AN ORGANIZATION
AND FROM CONTROL OVER VALUABLE RESOURCES
AFFORDED BY THAT POSITION.

14. REWARD POWER.
It is the extent to which a
leader can use extrinsic
and intrinsic rewards to
control the influence
other people.

15. COERCIVE POWER.
It is the degree to which a
leader can deny desired
rewards or administer
punishments to control
other people and let them
follow his wants

16. LEGITIMATE POWER.
It is the extent to a leader can use
subordinates ‘ internalized values
or beliefs that the boss has a right
of command to control his
subordinates’ behavior. That id
legitimacy is lost, authority will not
be accepted by subordinates. It is
otherwise known as formal
hierarchical authority.

17. INFORMATION
POWER.
The leader has the access to
and control of information.This
complements legitimate
hierarchical power.This could
be granted to specialists and
managers in the middle of the
information system. The
people may protest
information in order to
increase their power,

18. PROCESS POWER.
The leader has full control over the
methods of production and
analysis. Thereby, placing an
individual in the position of
influencing how inputs are
transformed int outputs as well
as managing the analytical
process used to make choices.

19. REPRESENTATIVE
POWER.
The legal right conferred to
speak by the firm as a
representative of a potentially
significant group composed of
individuals from departments
or outside the firm. Helps
complex organizations deal
with a variety of constituents.

20. 2. INDIVIDUAL POWER OR
PERSONAL POWER IS A POWER
DERIVED FROM PERSONAL
CHARACTERISTICS THAT ARE OF
VALUE TO THE ORGANIZATION.

21. EXPERT POWER
 The ability to control another
person’s behavior through the
possession of knowledge ,
experience, or judgement that
the other person needs but not
have.
Is relative, not absolute.

22. RATIONAL PERSUASION
 The ability to control
another person’s behavior by
convincing the ther person of
a desirability of a goal and a
reasonable way of achieving
it.
 Much of a supervisor’s
daily activity involves

23. REFERENT POWER
 The ability to control another
behavior because the persons
wants to identify with the
power source.
 Can be enhanced by
linking to morality and ethics
and long term vision.

24. Symbols of
Power

25. A. KANTER’S SYMBOLS OF
POWER
The primary characteristic
of Kanter’s seven
symbols of power is that
they provide an ability to
aid or assist another
person. .Her symbols are
active and other-directed.

26. 1. ABILITY TO INTERCEDE FOR SOMEONE IN
TROUBLE.
2. ABILITY TO GET PLACEMENTS FOR FAVORED
EMPLOYEES
3. EXCEEDING BUDGET LIMITATIONS
4. PROCURING ABOVE-AVERAGE RAISES FOR
EMPLOYEES
5. GETTING ITEMS ON THE AGENDA AT MEETINGS
6. ACCESS TO RECENT INFORMATION
7. HAVING TOP MANAGERS SEEK OUT ONE’S
PROGRAM

27. B. KANTER’S SYMBOLS OF POWERLESSNESS
Powerlessness is a lack
of power, which may
have different
symptoms in managers
at various levels of the
organization.

28. C. KARDA’S SYMBOLS OF POWER
Korda’s symbol of
power are easy to
determine, and they
include office
furnishings, time
power and standing
by.

29. WAYS TO EXPAND POWER (SHERMERHORN, 2003)
Clearly define roles and responsibilities
Provide opportunities for creative
problem solving coupled with the
discretion to act.
Emphasize different ways of exercising
influence
Provide support to individuals to
theybecome comfortable with
developing their power.

30. TWO FACES OF POWER
Mccelland takes a stand for the use of
authority in a right or wrong fashion.
Personal power is use for personal
gain and involves the in a win lose
approach.
Social control involves the use of power
to create motivation or to accomplish
group goals.

31. TYPES OF
AUTHORITY (WEBER
IN ETHRIDGE &
HANDELMAN, 2004)

32. CHARISMATIC
AUTHORITY
It is an influence possessed by
person by virtue of their personal
magnetism. They have the
capacity to gain respect and even
adulation to the point of moving
followers to make great sacrifices.
It flows not from the legal basis of
one’s power but an individual.

33. RATIONAL
-LEGAL AUTHORITY.
It is a leadership based
on established law.
People obey the leader
or executive because
they accept his or her
power under the law.

34. TRADITIONAL AUTHORITY.
The leadership is based on
from the culture that is
people often give
allegiance to the one who
occupy the institutional
positions.

35. COERCIVE AUTHORITY.
The power to use
force such as
police or military
force to demand
obedience from
the subordinate.

36. RECOGNIZE WHAT TYPE AND DIMENSION OF POWER
Supreme Student
Government
Teacher
Bato dela Rosa
Rodrigo Duterte

38. • HOW DOES THE OVERUSE AND
MISUSE OF POWER AFFECTS TO THE
PEOPLE?
• WHAT DO YOU THINK ARE THE
CONSEQUENCES OF OVERUSE AND
MISUSE OF POWER?

39. MAKE A “HUGOT LINE”
ABOUT OUR TOPIC
POWER

40. IN EVERY DECISION WE
MAKE THERE IS ALWAYS A
NEGATIVE AND POSITIVE
EFFECT. WE HAVE TO THINK
WISELY BEFORE WE COME
UP TO OUR DECISION.

41. GREAT POWER
COMES WITH GREAT
RESPONSIBILITY