Difference in Power and Politics in Organizational Life


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Difference in Power and Politics in Organizational Life

Education has been undergoing rapid change within the last several years. New modes of learning espoused and new communication techniques/strategies being encouraged as alternative methods to the standard classroom model.
The primary focus of this study to work out the degree to which teachers and students have shared perceptions of the utilization of power within the classroom. If there a high degree of shared perceptions this might illustrate that both teacher and student attentive to power and its outcome. An occasional degree of shared perceptions contribute to ineffective communication between the teacher and student. Shared perceptions, of course, don’t guarantee effective communication. However, if the coed doesn’t just like the sort of power employed by the teacher but can recognize it.

When it used he/she also able to respond appropriately. If the scholar cannot recognize the kind of power communicated by the teacher, he/she more likely to reply inappropriately. The secret to see if students and teachers have shared perceptions about the varieties of power employed in an exceedingly classroom. If often determined then both teachers and students taught what sorts of power produce certain outcomes.

 Power :-

Power could also be considered the flexibility to see the behavior of others or to choose the outcomes of conflict. Where there’s disagreement, it likely to be resolved in step with the relative resources of power available to the participants.
There many sources of power, but in broad terms a distinction made between authority and influence. Authority legitimate power which vested in leaders within formal organizations. Authority involves a right to create decisions which supported by sanctions. ‘Authorities are defined essentially because the those who entitled to form binding decisions.

Influence represents a capability to affect outcomes and depends on personal characteristics and expertise.
Authority that the static, structural aspect of power in organizations; influence  that the dynamic, tactical element.
Power that the formal aspect of power; influence that the informal aspect.
Authority refers to the formally sanctioned right to form final decisions; influence hardly sanctioned by the organization and  therefore, not a matter of organizational rights.
Authority implies involuntary submission by subordinates; influence implies voluntary submission and doesn’t necessarily entail a superior-subordinate relationship.
The source of authority solely structural; the source of influence could also be personal characteristics, expertise, or opportunity.

  1. Positional power.

A serious source of power in any organization that accruing to individuals who have a politician position within the institution. Power  ‘legal’ or ‘legitimate’ power. In schools, the pinnacle considered the legitimate leader and possesses legal authority which inevitably a key determinant of college policy. These may include deputy or associate principles, heads of department and pastoral leaders. Chairs of governing bodies or school boards might also exert positional power within self-managing schools and colleges.

  1. Personal power.

Individuals who are charismatic or possess verbal skills or certain other characteristics could also be ready to exercise personal power. Staff who able to influence behavior or decisions by virtue of non-public abilities or qualities often thought to possess the attributes of charismatic leadership. These personal skills independent of the ability accruing to individuals by virtue of their position within the organization. in class staff rooms.

  1. Control of rewards.


Power probably going to be possessed to a major degree by individuals who control of rewards. they inevitably perceived as powerful by those that value such returns. Individuals who control or influence the allocation of those benefits could also be able to determine the behavior of teachers who seek one or more rewards. Typically, the pinnacle or principal that the major arbiter of promotion and references, although advice also  sought from heads of departments or others who possess relevant knowledge or information. Classes also allocated by heads of department. This way of power represents a method of control over aspiring teachers but may have little influence on those staff who prefer to spurn these rewards. Control of rewards also thought to be authority instead of influence where it emanates from the leader acting in a politician capacity.

Organizational Politics

Organizational politics are informal, unofficial, and sometimes behind-the-scenes efforts to sell ideas. Influence a corporation, increase power, or achieve other targeted objectives.
Effective politics isn’t about winning in the slightest degree costs but about maintaining relationships while achieving results. Although often portrayed negatively, organizational politics don’t seem to be inherently bad. Instead, it’s important to bear in mind of the doubtless destructive aspects of organizational politics so as to attenuate their negative effect.


 Some  definitions  of politics


  • Politics – as ill-understood – is the art of  governing  mankind  by deceiving .
  • Politics is the science (and  art)   of  dealing with  the  form.  Organization  and  administration  of a state or  part  of  one ,  and with  the  regulation  of its relations with  other
  • Politics is that branch of moral philosophy  (public or social ethics) dealing with  the  state or social organism as a whole.
  • Politics is that sublime science  which embraces  for its object  the  happi-ness  of mankind     Politics is the  activity  (negotiation,  argument,  discussion,  application of force,  persuasion,  etc
  • Political change in its broadest  sense  is the  alteration  of  the  ideas,  values,  procedures  ,  and institutions concerned with the  role  of authority,  power,  influence  and government  in a system .
  • ‘Politics is the process of making  significant  community-wide  decisions