Explore the intricate dynamics of power and politics within organizations with our engaging PowerPoint presentation. Covering the definition and sources of power, types of power, team dynamics, and the impact on organizational culture, the presentation provides a comprehensive understanding of how these forces influence decision-making and relationships. Practical strategies for navigating organizational politics, real-world case studies, and recommendations for mitigating negative impacts offer valuable insights. Foster interactive discussions and empower your audience to navigate these dynamics effectively for enhanced leadership and organizational success.

2.  MEANING OF POWER
 AUTHORITY
 DIFFRENCE BETWEEN POWER AND AUTHORITY
 SOURCES OF POWER
 INTERPERSONAL POWER
 SRTUCTURAL POWER
 EFFECTIVE USE OF POWER
 POWER TACTICS
 INDIVIDUAL AND INTRA GROUPS
 INTER GROUP
 ORGANIZATIONAL POLITICS
 RESEARCH PAPERS

4.  The role of authority is crucial in every
company as it determines who has the power
to make decisions and issue orders.
Understanding the impact of authority in the
workplace is essential as it can significantly
impactthesuccessoftheorganization.
 Without proper understanding and
management of authority, conflicts can arise,
leading to decreased productivity, low morale,
and even legal issues. Therefore, it is
imperative to establish clear lines of authority
and ensure that everyone understands their
rolesandresponsibilities.

6.  Authority is the formal right given
to a manager to make decisions
or to command.
 Authority flows downwards in the
organization. This is because it is
delegated by the superiors to the
subordinates.
 Authority relationships (superior-
subordinate relationships) can be
shown in organization charts.
 Authority is always official in
nature.
 Power is the personal ability to
influence others or any events.
 Power can flow in any direction.
 Even subordinates have power
over their superiors, if they can
influence their behavior.
 So power can flow upwards,
downwards or horizontally.
 Power relationships cannot be
shown
 Power need not be official in
nature

8. Legitimate
power
Reward
power
Coercive
power
Expert
power
Referent
power

9.  Legitimate power, also known as positional power, is a
type of power that derives from an individual's formal
position, role, or authority within an organization's
hierarchy.
 Itisthepowerthat comeswithaspecifictitleorposition
and is generally accepted as valid and rightful by
members of theorganization.
 Legitimate power involves decision-making, giving
orders, and expecting compliance based on one's
position
 Fairness and ethics are important in organizations as
managers may misuse their power to penalize
dissenting employees. Regular monitoring helps
prevent this.

10.  Reward power is a type of power that comes from
the ability to provide rewards or incentives for good
behavior or performance. This can include things
like bonuses, promotions, or other forms of
recognition.
 Reward power is effective in motivating employees
to work harder and achieve better results. However,
it should be used judiciously to avoid creating a
cultureofentitlementorfavoritism.

11.  Coercive power is the ability to influence others through fear of
punishment or negative consequences. This type of power can be
effective in certain situations, such as when there is a need for
immediateactionorwhendealingwithhighlyresistantindividuals.
 Excessive use of coercive power can lead to employee resentment
and resistance, damaging the organization. Wise and necessary
applicationof suchpoweriscrucial.

12.  Expertpowercomesfromone'sknowledgeinasubject.
Leaders use it to guide others by showing their
expertise and providing advice. This is useful in times
ofcrisisorwhendealingwithcomplexproblems.
 Leaders and individuals with expert power can
collaborate effectively by combining their specialized
knowledge with other forms of power, such as
legitimate power (based on position) and referent
power (based on respect and influence), to drive
positive outcomes and facilitate organizational
success.

13.  Referent power is personal influence based on
charisma and likeability, effective for
organizationalleaders.
 One example of effective use of referent power is
when a leader inspires their team to work towards a
common goal by setting an example and
demonstratingstrongvaluesandethics.
 People with referent power are able to influence
and persuade others because of the strong
emotional and social connections they have
established.
 Referent power can be a valuable asset for leaders
and individuals within an organization. It can
enhance team dynamics, facilitate cooperation, and
contributetoapositiveworkenvironment.

15.  In organizations, "knowledge power" pertains
to those who have specialized knowledge,
problem-solvingskills,andinnovativeideas.
 These individuals are respected for their
expertise and have influence in decision-
making, communication, and leadership. For
personal growth and organizational success,
sharing knowledge and continuous learning
are essential in utilizing this power
effectively.

16.  "Decision-making power" in an organization refers
to the authority and ability of individuals or groups
to make choices and determine courses of action
that impact the organization's direction, processes,
andoutcomes.
 Those with decision-making power have the
responsibility to evaluate options, consider factors,
and select the best course of action based on their
role,expertise, andtheorganization'sgoals.
 Decision-making power influences the
organization's long-term strategies, priorities, and
overall vision. Sound decisions drive the
organizationtowarditsgoals.

17.  Resources power" in an organization refers to
the influence and control that individuals or
groups possess due to their access to valuable
resources, such as financial capital, physical
assets, information, technology, or human
expertise.
 This type of power arises from the ability to
allocate and manage resources, which can
significantly impact the organization's
operations, projects, and overall success.
 Balancing resources power requires
transparency, accountability, and alignment with
the organization's overall strategy.
 Ensuring equitable distribution of resources and
promoting collaboration across departments can
contribute to a productive and efficient
organizational environment.

18. • Effectiveuseofpowerinanorganization involvesusingauthority, influence,and workstrategically to
achieveorganizational goals,fosterapositive workculture,andpromote collaboration.
• Clearlydefinethepurpose and objectivesforexercisingpower.Ensurethat decisionsandactionsalign
with theorganization's mission,values,andstrategic goals.
• Usepowerinanethicalandfairmanner.Make decisionsthat upholdintegrity,honesty,andtransparency.
Avoid usingpower forpersonalgain orattheexpenseofothers.
• Makingdecisionsbasedonpersonalbiases ratherthanobjectivecriteria,leadingto unfairtreatment,
unequalopportunities, anda divisive workatmosphere.
• Usingorganizational resourcesforpersonalbenefit,wasting resources,ormakingdecisionsthatdonot
alignwiththeorganization's bestinterests.

19. Power tactics in organizations refer to the strategies and approaches, individuals use to
influence others, achieve goals, and navigate the dynamics of power and authority. These
tactics are employed to gain cooperation, motivate , or declare control within the
organizational context. Various power tactics can be used, and their effectiveness depends
onthesituation,thepeopleinvolved,andtheorganizationalculture.
In today's competitive business environment, understanding power tactics is more
important than ever. By mastering these skills, individuals and teams can increase their
effectiveness, buildstrongerrelationships,andachievegreatersuccess.
Itcanbefurtherdividedinto:-
• IndividualandIntragroup
• Intergroup

21. Individualpowertacticsareanimportanttoolfornavigatingthecomplexdynamicsof
organizations.Assertiveness, friendliness,andrationalityarethreecommontacticsthat
individualscanusetogaininfluenceandachievetheirgoals.
Intra-grouppowertacticsrefer tothestrategiesthatindividualsusetogainpowerwithina
grouporteaminanorganization.Oneofthemosteffective tacticsiscoalitionbuilding,which
involvesformingallianceswithothermembersofthegrouptoincreaseone'sinfluenceand
bargainingpower.
Thesearethetacticsusedinorganization:-
 Assertiveness
 Friendliness
 Rationality
 Sanctions
 HigherAuthority
 Bargaining
 CoalitionBuilding

22.  Assertiveness is a power tactic that involves expressing
one's needs and opinions in a clear and direct manner,
while also respecting the needs and opinions of others. It
can be used to establish oneself as a leader or to
negotiate for resourcesor support.
 These tactics are aimed at effectively communicating
one's needs, desires, and ideas while maintaining
respectfor others and promoting healthyrelationships.
 Assertiveness involves expressing one's needs and
opinions in a clear and confident manner. This tactic is
most effective when dealing with situations where there
isaclear goal or outcomethatneedsto beachieved.

23. Inanorganization,friendlinesscanbe
apowerfultoolforbuilding
relationshipsandgaininginfluence.
Whenpeoplefeelcomfortablearound
you,theyaremorelikelytotrustyou
andlistentoyourideas.Thiscanlead
togreatercollaborationand
productivityintheworkplace

24. Rationality is a power tactic that involves using logical arguments to influence
others. It's important to be able to present a clear and summarizing argument that
is based on facts and evidence. When done correctly, this tactic can be very
effectiveingainingsupportandinfluencewithinanorganization.

25. Sanctionsareapowerfultoolthatcanbe
usedtoinfluencebehaviorinan
organization.
Essentially,sanctionsarepenaltiesor
punishmentsthatareimposedon
individualsorgroupswhofailtocomply
withestablishedrulesornorms.
By imposingsanctions,organizationscan
encouragecomplianceanddiscourage
unusualbehavior.

26. Whenitcomestogainingpowerinan
organization,appealingtohigher
authoritycanbeaneffectivetactic.It's
importanttoknowwhohasthepower
tomakedecisionsandhowtoappealto
them.
Thiscaninvolvebuildingrelationships
withthoseinpositionsofpower,
understandingtheirprioritiesand
concerns, andpresentingyourcasein
awaythatalignswiththeirgoals

27. Bargaining is a power tactic that involves
negotiation and settlement . It can be an
effective way to resolve conflicts and
reachagreementsintheworkplace.
Being able to negotiate effectively is an
important skillfor individualsandteamsin
anyorganization.
To bargain successfully , prepare,
communicate clearly, and settlement. Find
common ground by understanding the
other party's goals. Successful bargaining
includes labor, contract, and sales
negotiations.

28.  Coalition building is a powerful tactic that
can be used to gain influence and achieve
goals in an organization. By forming
alliances with others, individuals and
teams can increase their power and
ability to effectchange.
 To build effective coalitions, it is important
to identify potential allies who share
similar goals or interests. Communication
and relationship-building skills are also
crucial, as is the ability to negotiate and
compromise. Successful coalition building
requires a collaborative and strategic
approach.

29. • Intergroup tactics in organizations refer to strategies and actions employed to
manage relationships and interactions between different groups within the
organization.
• These groups could be based on various characteristics such as departments,
functions,teams,orevendemographicfactorslikeage,gender,andethnicity.
• Effective intergroup tactics help enhance collaboration, communication, and overall
organizational performance while minimizing conflicts and promoting a positive work
environment.Herearesomeintergrouptacticscommonlyusedinorganizations.
Tacticsfollowsareasunder:-
• Uncertainty
• Substitutability
• Integrative
• Importance

30. Uncertainty is a powerful tactic used
in intergroup situations to gain an
advantage over the opposing group.
By creating uncertainty and doubt,
one group can create confusion and
anxiety in the other, making them
more weak to manipulation and
control.

31. Substitutability is a tactic used in
intergroup situations where one group
seeks to replace another group's role
or function. This can be done by
offering a cheaper or more efficient
alternative, or by providing a service
or product that the other group cannot
provide.
Substitutability tactics are often
employed to increase the perceived
value of a particular proposal, create a
sense of urgency, or influence the
otherparty'sdecision-makingprocess.

32. Integrative tactics refer to strategies that focus on finding common ground
betweengroupsinordertoresolveconflicts.
This can involve identifying shared goals or interests, and finding ways to
collaborateinpursuitof theseobjectives.
advantage of integrative tactics is that they can lead to more creative solutions to
problems.
By encouraging groups to work together and share ideas, integrative tactics can
helptogeneratenewapproachestooldproblems.
Additionally, by promoting collaboration, integrative tactics can help to build
strongerrelationshipsbetweengroups, whichcanbebeneficialinthelongterm.

33.  Importance is a tactic that involves emphasizing the significance of one's
group or position in order to gain power or leverage in intergroup
situations.
 This can be done by highlighting the unique contributions or
accomplishments of one's group, or by framing issues in a way that
emphasizes their importance to one's group.
 It is important to recognize both the positive and negative aspects of
importance as a tactic in order to navigate intergroup situations effectively.
 Importance can also be used as a negative tactic, such as when one
group tries to diminish the importance of another group or issue.

35.  Organizational politics refers to the use of power
and influence by individuals or groups to
achieve their goals within an organization.
 It involves the manipulation of people, resources
,and information to gain an advantage over
others.
 Organizational politics can be both positive and
negative, depending on how it is used.

36.  Competitionfor gettingpower.
 Limitedopportunities .
 Lackof trust .
 Competitionfor Recognition
 Employees participationin
decisionmaking.

37. RESEARCH PAPER 1

38. RESEARCH PAPER 2
The Influence of Power and Politics in Organizations (Part 1)Bernard Oladosu
OmisoreAugustina Nwaneka Nweke International Journal of Academic Research in
Business and Social Sciences (2014).
Objective :
 Analyze the complex interaction between power and politics within organizations.
 Examine the influence of power and politics on decision-making processes within the
organization.
 Investigate how individuals and groups utilize power to shape and guide
organizational decisions.
 Explore the formation of coalitions and alliances as strategies for navigating power
dynamics.
 Study the role of bargaining and negotiation in the context of organizational politics.
Conclusion :-
In a broader context, this research contributes to the discourse on effective
management and leadership strategies. It underscores the necessity of recognizing and
navigating power dynamics to create resilient and well-functioning organizations. As we
move forward, these lessons serve as valuable guidelines for adapting to the evolving
landscape of power and politics within the organizational realm.

39. TEXTBOOKS
 MANAGING ORGANISATIONAL BEHAVIOUR BY DR V.S.P & V.
SUDEEPTA
 ORGANISATIONAL BEHAVIOUR BT K.ASWATHAPPA
RESEARCH PAPERS
 Organizational Politics and Employees Performance: A Theoretical Review
Zipporah Karimi - 4 July 2023
 The Influence of Power and Politics in Organizations (Part 1)Bernard
Oladosu OmisoreAugustina Nwaneka Nweke International Journal of
Academic Research in Business and Social Sciences (2014).