Module 3 Power

2. 1
2
3
4 The Consequences of
Power.
Powers Exercised
Political Leaders
The Types of Power
The Nature of Power

3. The Nature of Power
The state exercises powers as a corporate body of
politics. Political leaders also wield power which they derive
from their positions. The powers exercised by the State and
the political leaders can be beneficial to some and detrimental
to others. If the use of such authority results in oppression,
relief may be obtained through the courts. But this is only true
in countries which have a strong judiciary.

4. The Nature of Power
Democratic governments pride themselves in having
independent courts. In authoritarian states, the justice system
is devoted to the defense of the status quo and cannot be
expected to uphold individual liberties. Court officials in
authoritarian states are mere apologists for the existing
structure and do not serve as a check and balance for
government excesses.

5. You exercise power when you can get people to do things
which they may not do of their own accord. The element of
compulsion is evident. people act according to what you want
them to do because they are compelled to do so.
Power in different means:
 Power as Decision making
 Power as Agenda setting
 Power as Through control

6. Power as Decision-Making
• The exercise of power often involves decision-making, In any
organization the leaders are empowered to make decisions.
• The decisions are enforced on the members of the organization
through what Keith Boulding (1989) describes as force or intimidation
(the stick), productive exchanges involving mutual gain (the deal), or
the creation of obligations, loyalty, and commitment.
• Justices and judges exercise power by promulgating decisions which
settle judicial controversies.
• The implication of this view of power is that the most powerful actors
in society are those whose opinion are considered and upheld in the
decision making. The powerful are able to get what they want and
make others behave the way they wanted them to.

7. Power as Decision-Making
• Government executives, whether elective or appointive, also
make decisions on a day-today basis on the operations of their
offices and on their transactions with the public.
• The bicameral legislature (the Congress) likewise performs
some decision-making through the laws it enacts and matters it
subjects to legislative inquiry.

8. Under Section 21 of Article IV
of the 1987 Constitution, the Senate
or the House of Representatives
may conduct -inquiries in aid of
legislation. If the official is
connected to the political party in
power. lawmakers connected to that
party may choose not to conduct
any inquiry about the official in
Order to avoid any embarrassment
to the party, and merely excuse
themselves by saying that the courts
have jurisdiction over the matter.
Power as Agenda Setting
Power may also be
exercised through what
Bachrach, and Baratz
(1962) describe as the
capacity to prevent the
making decisions. or •non-
decision-making." If a
person dictates or decides
the agenda in a group.
unwanted issues or
suggestions will not be
discussed

9. Power as Thought Control
Power may also be seen through the capacity to shape
a person's thoughts, wants, or needs. In repressive states
citizens undergo brainwashing and mind control in which
the virtues of ideology are constantly drummed up in their
consciousness. Propaganda is repeatedly broadcast and
disseminated to shape individual thoughts and actions.

10. Three Dimensions of Power
(Written by Michael Valdivieso)

11. Three Dimensions of Power
(Written by Michael Valdivieso)

12.  Power has been an important aspect of human civilization since
time immemorial.
 Power might be physical, political or social. In the context of
business as well, power dynamics tend to influence decisions and
people transactions heavily.
 Power basically emanates from position or authority which can
influence people both positively and negatively.

13. Categories of Power

14. Coercive Power
 This kind of power involves the usage of
threat to make people do what one desires. In
the organizational set up, it translates into
threatening someone with transfer, firing,
demotions etc. it basically forces people to
submit to one’s demand for the fear of losing
something.

15.  This type of power uses rewards, perks, new projects or
training opportunities, better roles, and monetary
benefits to influence people. However, an interesting
aspect of this type of power is that it is not powerful
enough in itself, as decisions related to rewards do not
rest solely with the person promising them, because in
organizations, a lot of other people come into play like
senior managers and board.

16. Legitimate Power
 The target person complies because he or she believes
the agent has the right to make the request and the
target person has the obligation to comply.
 This ability to influence others through the use of
position or authority. It’s derived from your role in an
organization or society, and it’s often accompanied by
respect and admiration from others.

17.  This is a personal kind of power which owes its genesis
to the skills and expertise possessed by an individual,
which is of higher quality and not easily available. The
person can exercise the power of knowledge to influence
people..

18. Referent Power
 This is the ability of an individual to influence others by
virtue of his or her personal characteristics. They are
admired, trusted, and respected.