POWER

PHILIPPINE POLITICS AND GOVERNANCE

GRADE 11
FIRST QUARTER-Week 4

WILBERT B. WANAS
Developer

Department of Education • Schools Division of Benguet

 Republic of the Philippines
Department of Education
Cordillera Administrative Region
Schools Division of Benguet
Wangal, La Trinidad, Benguet

Published by:

Curriculum Implementation Division–

Learning Resource Management Section

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2020

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This material has been developed for the implementation of K to 12 Curriculum

through the Curriculum Implementation Division (CID)—Learning Resource Management
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material for commercial purposes and profit.

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 What I Know

PRE-ASSESSMENT. Answer the following in your Activity Notebook. The result

will determine whether you proceed with the module or you shall advance
further.

I. Identification. Provide what is being asked.

1. This refers to the ability to cause or prevent an action, make things
happen; the discretion to act or not act.
2. Refers to the possession of authority and influence over others.
3. What classification of power refers to the influence wielded as a result
of expertise, special skill, or knowledge. It is derived from possessing
knowledge or expertise in a particular area.
4. This classification of power is the opposite of coercive power. People
comply with the wishes or directives of another because doing so
produces positive benefits; therefore, one who can distribute rewards
that others view as valuable will have power over those others.

II. True or False. Write the word TRUE is the statement is factual, write
FALSE if otherwise.
5. The most important aspect of power is that it is a function of
dependency.
6. Power may exist but not be used.
7. Power is a tool that, depending on how it’s used, always lead to positive
outcomes in an organization.
8. Political Power comes from the support of a group. It arises from a
leader’s ability to work with people and social systems to gain their
allegiance and support.
9. In an organization, people who wield reward power does not influence
the actions of other employees.
10. A person can have power over you only if he or she controls
something you desire.

III. Multiple Choice. Write the letter of the correct answer.

11. He defined power as the determination of the behavior of others
following one’s own ends.
A. Davis
B. Sheriff
C. Weber
D. Green

12. According to Michel Foucault. “Power is a complex strategic

situation in a given society social setting”.
A. Lundberg
B. Montana
C. Charnov
D. Foucault

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 13. This type of power is based on an individual’s position in an
organization. It can come from the ability to coerce or reward, from
formal authority, or the control of information.
A. Legitimate
B. Formal
C. Expert
D. Referent

14. Read the following statements and identify which best suit the
definition of a Coercive Power.
A. Coercive power is also known as positional power. It’s derived
from the position a person holds in an organization’s hierarchy.
B. Coercive power is derived from a person’s ability to influence
others via threats, punishments or sanctions.
C. Coercive power is influence wielded as a result of expertise,
special skill, or knowledge. It is derived from possessing
knowledge or expertise in a particular area.
D. Coercive power is where a person possesses needed or wanted
information. It comes from access to and control over
information. This is a short-term power that doesn’t necessarily
influence or build credibility

15. Which amongst the statement is NOT TRUE definition of a

Connection Power?
A. It is where a person attains influence by gaining favor or simply
acquaintance with a powerful person.
B. This power is all about networking. If I have a connection with
someone that you want to get to, that’s going to give me power.
C. It is an extension of referent power stemming from an individual’s
personality and interpersonal style.
D. People employing this power build important coalitions with
others. It is a natural ability to forge such connections with
individuals and assemble them into coalitions that give him/her
strong connection power.

• If you have perfected the Pre-Assessment, then there is no need for you
to proceed with this module. CONGRATULATIONS! Otherwise, continue
with the module.

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LESSON 1
DEFINITION AND SOURCES OF POWER

What’s In

JUMBLED WORD. Study the scrambled letters and try to unscramble or

rearrange the letters to form a word(s).

WORDS ANSWER
1. HAYUTORIT
2. TOMERGVNEN
3. ORPEW
4. GILETCIMAY
5. BPULGICODO (2 words)
6. TANISOTNATE(2 words)
7. GSOVETREIYN
8. COLIPTIS
9. TINISTUNITO

WORD HUNT. Locate the given words in the grid, running in one of eight
possible directions horizontally, vertically, or diagonally.

A G T S E T A T S N O I T A N
D U P U B L C G O D N A T I O
B E T N E M N R E V O G F R P
P O W H E R P O L T I C S G H
Y O U V O I N T I T U T I O P
T H A R J R K L E R G B P E A
N A T I O S I H R L C H O R L
G O V P O L I T I C S A W G P
I N S T U T I O Y H D B E T R
E H D R L E D V C N T R R T N
R I G H R D O O G C I L B U P
E G G E N V I R O N M E N T S
V O V L E G I T I M A C Y W T
O O M A T C H A U T H O T I Y
S H I N O I T U T I T S N I D

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From the JUMBLED WORD activity, try to answer what is being described.
QUESTIONS ANSWER
1. A product or service that is available for all people to consume,
whether they pay for it or not.
2. An established organization, especially one providing a public
service, and the rules that guide it.
3. An independent state, especially one in which the people share a
common culture, people have a sense of belonging to one country,
even if they have different ethnic backgrounds.
4. Institutions and officials organized to establish and carry out
public policy.
5. The ability to cause others to behave as they might not otherwise
choose to do.
6. The legal right or power to give orders and enforce rules.
7. The process and method of making decisions for groups.
Although generally applied to governments, politics is also observed
in all human interactions.
8. The quality of being accepted as an authority, often applied to
laws or those in power.
9. The right to exercise supreme authority over a geographic region,
a group of people, or oneself.

What’s New

NAME IT! The following person are currently few of the world
prominent leaders. Try to identify them and the country they are leading.

Name: Name:
Country: Country:

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Name: Name:
Country: Country:

Name: Name:
Country: Country:

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 What is it

1. Who are the prominent leaders shown above? What country are they leading?
2. What do they have in common? How do they differ from this commonality?
Why?
3. If you were to speak with one of these world leaders who would it be and why?
What issues would you like to discuss with him/her?
4. If given a chance to lead one country, which country would that be? Give at
least 5 programs that you would like to introduce or enrich in your country
of choice.

What’s More

WHAT IS POWER?

Generally, power is the ability to cause or prevent an action, make things

happen; the discretion to act or not act.

Ability conferred on a person by law to determine and alter (by his or her own
will) the rights, duties, liabilities, and other legal relations, of himself or others.
The ability to do something or act in a particular way, especially as a faculty or
quality.

The capacity or ability to direct or influence the behavior of others or the course
of events. “Power refers to a capacity that A has to influence the behavior of B so
that B acts following A’s wishes”.

Many scholars have given various definitions of power. Here mentioned some
popular definitions:

What is Power?
According to Kingsley Davis, “Power as the determination of the behavior of
others following one’s own ends.”

According to Sheriff, “Power denotes the relative Weights of behavior by a

member in a group structure.”

According to Weber, “Power as the probability that one actor (individual or group)
within a social relationship in a position to carry out his own will despite
resistance, regardless of the basis on which this probability rests”.

According to Green, “Power is simply the extent of the capability to control others
so that they will do what they are wanted to do.”

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According to Lundberg and others, “By power, we mean the extent to which
persons or groups can limit or regulate the alternative courses of action open to
other persons or groups with or without their consent.”

According to Michel Foucault. “Power is a complex strategic situation in a given

society social setting”.

According to Patrick J. Montana and Bruce H. Charnov, “The ability to attain

these unique powers is what enables leaders to influence subordinates and peers
by controlling organizational resources.”

Power may exist but not be used. It is, therefore, capacity or potential. One can
have power but not impose it. Probably the most important aspect of power is
that it is a function of dependency.

The greater B’s dependence on A, the greater is A’s power in the relationship.
Dependence, in turn, is based on alternatives that B perceives and the
importance that B places on the alternative(s) that A controls. A person can have
power over you only if he or she controls something you desire. (Robbins, 2003)

10 Sources of Power
Power refers to the possession of authority and influence over others. Power is a
tool that, depending on how it’s used, can lead to either positive or negative
outcomes in an organization.
▪ Where does power come from?
▪ What is it that gives an individual or a group influence over others?

We answer these questions by dividing the bases or sources of power into two
general groupings – formal and personal – and then breaking each of these down
into more specific categories.

In 1959, American sociologists John French and Bertram Raven published an

article, “The Bases of Power”, that is regarded as the basis for classifying power
in organizations. They identified some sources of power.

1. Formal Power
Formal power is based on an individual’s position in an organization. Formal
power can come from the ability to coerce or reward, from formal authority, or
the control of information.

The formal power is based on rank—for example, the fire chief or the captain.

2. Legitimate Power
In the formal groups and organizations, probably the most frequent access to
one or more of the power bases is one’s structural position. This is called
legitimate power.

Legitimate power is also known as positional power. It’s derived from the position
a person holds in an organization’s hierarchy.

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Job descriptions, for example, require junior workers to report to managers and
give managers the power to assign duties to their juniors. For positional power
to be exercised effectively, the person wielding it must be deemed to have earned
it legitimately.

An example of legitimate power is held by a company’s CEO.

3. Expert Power
Expert power is influence wielded as a result of expertise, special skill, or
knowledge. Expert power is derived from possessing knowledge or expertise in a
particular area.

Such people are highly valued by organizations for their problem-solving skills.

People who have expert power perform critical tasks and are therefore deemed
indispensable. The opinions, ideas, and decisions of people with expert power
are held in high regard by other employees and hence greatly influence their
actions.
Possession of expert power is normally a stepping stone to other sources of power
such as legitimate power.

For example, a person who holds expert power can be promoted to senior
management, thereby giving him legitimate power.

4. Referent Power
Referent power is based on identification with a person who has desirable
resources or personal traits.

If I like, respect, and admire you, you can exercise power over me because I want
to please you. It is derived from the interpersonal relationships that a person
cultivates with other people in the organization.

People possess reference power when others respect and like them. Referent
power is also derived from personal connections that a person has with key
people in the organization’s hierarchy, such as the CEO.

It’s the perception of the personal relationships that she has that generates her
power over others. •

5. Coercive Power
Coercive power is derived from a person’s ability to influence others via threats,
punishments or sanctions.

A junior staff member may work late to meet a deadline to avoid disciplinary
action from his boss. Coercive power is, therefore, a person’s ability to punish
fire or reprimand another employee.

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Coercive power helps control the behavior of employees by ensuring that they
adhere to the organization’s policies and norms.

6. Reward Power
The opposite of coercive power is reward power. People comply with the wishes
or directives of another because doing so produces positive benefits; therefore,
one who can distribute rewards that others view as valuable will have power over
those others.

These rewards can be either financial – such as controlling pay rates, raises, and
bonuses; or nonfinancial – including merit recognition, promotions, interesting
work assignments, friendly colleagues, and preferred work shifts or sales
territories.

In an organization, people who wield reward power tend to influence the actions
of other employees. Reward power, if used well, greatly motivates employees.

But if it’s applied through favoritism, reward power can greatly demoralize
employees and diminish their output.

7. Informational Power
Informational power is where a person possesses needed or wanted information.
It comes from access to and control over information. This is a short-term power
that doesn’t necessarily influence or build credibility.

For example, a project manager may have all the information for a specific project
and that will give him/her “informational power.”

But it’s hard for a person to keep this power for long, and eventually, this
information will be released.

This should not be a long-term strategy.

8. Connection Power
It is where a person attains influence by gaining favor or simply acquaintance
with a powerful person.

This power is all about networking. If I have a connection with someone that you
want to get to, that’s going to give me power.

People employing this power build important coalitions with others. It is a

natural ability to forge such connections with individuals and assemble them
into coalitions that give him/her strong connection power.

9. Political Power
This power comes from the support of a group. It arises from a leader’s ability to
work with people and social systems to gain their allegiance and support.

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It develops in all the state-owned organizations, especially when a certain
political party holds power and their supporters show power in many aspects in
the organizations.

By using political power, leaders can influence others and get some facilities from
the organization.

10. Charismatic Power

Charismatic power is an extension of referent power stemming from an
individual’s personality and interpersonal style.

Charismatic leaders get others to follow them because they can articulate an
attractive vision, take personal risks, demonstrate environmental and follower
sensitivity, and are willing to engage in behavior that most others consider
unconventional.

But many organizations will have people with charismatic qualities who, while
not in formal leadership positions, nevertheless can exert influence over others
because of the strength of their heroic qualities.

The above-mentioned bases/types of power are normally practiced in many

organizations.

But, indeed, all the powers are not seen in a single organization. The uses of
powers vary organization to organization, time to time, person to person,
situation to situation, etc.

Uses of power
Power can be used by a variety of people in a variety of ways. A useful perspective
for studying the uses of power is illustrated in the table. The table encompasses
two related aspects;
1. power bases, requests from individuals possessing power and probable
outcomes as correlated in the form of prescriptions for the manager, and
2. general guidelines for the exercise of power.
The three potential outcomes of a person’s attempted use of power, as indicated
in above depend on:
1. The leader’s power base
2. How that power base is operationalized; and
3. Certain characteristics of the follower
Commitment is the likely outcome when the follower identifies with the leader
and accepts the leader’s power attempt. Compliance is probably the outcome

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when the subordinate is willing to accept the leader’s desires, provided
acceptance does not require extra effort on the subordinate’s part.
Resistance is the usual outcome when the subordinate is unwilling to comply
and may even deliberately neglect to ensure that the leader’s wishes are not
realized.

Sources of Types of outcome

Leader
Influence Commitment Compliance Resistance

Referent Power Likely, if the Possible, if the Possible, if the

request is request is request is for
believed to be perceived to be something that will
important to the unimportant to bring harm to the
leader the leader leader

Expert Power Likely, if the Possible, if the Possible, if the

request is request is leader is arrogant
persuasive and persuasive but and insulting, or
subordinates the subordinates the subordinates
share the are apathetic oppose task goals
leader’s task about task goals.
goals.

Legitimate Possible, if the Likely, if request Possible, if arrogant

Power request is polite or order is seen as demands are made
and very legitimate or request does not
appropriate. appear proper.

Reward Power Possible, if used Likely If used in a Possible If used in a

in a subtle, very mechanical, manipulative,
personal way. impersonal way. arrogant way.

Coercive Power Very unlikely Possible, if used Likely, if used in a

in a helpful, non- hostile or
punitive way manipulative way.

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Using Referent Power
As shown in Figure referent power can be a great asset to a leader. Leaders can
develop and maintain referent power through the following activities:
▪ The subordinate fairly and equitably
▪ Defining the subordinate’s best interests
▪ Demonstrate sensitivity to the needs and feelings of the subordinates.
▪ Select subordinates that are similar to the leader.
▪ Be an active and positive role model.
Using Expert Power
Expert power can also be of considerable help to the leader in achieving
subordinate acceptance. To reach and hold a high level of expert power, a leader
should:
▪ Promote his or her image of expertise
▪ Maintain expert credibility
▪ Behave in a confident and decisive manner
▪ Keep informed and up-to-date.
▪ Recognize the concerns of subordinates.
▪ Avoid threatening the self-esteem of subordinates.
Using Legitimate Power
Leaders exercise legitimate power by formally and consistently requesting
subordinates to do things that help the group achieve pre-established group
objectives.
Guidelines for the use of legitimate power include the following:
▪ Always be cordial and polite with subordinates.
▪ Maintain an air of confidence in the legitimate power role.
▪ Clarify instructions carefully and follow-up to verify understanding.
▪ Be certain that the request is appropriate.
▪ Explain the reasons for the request.
▪ Follow proper organizational channels.
▪ Exercise legitimate power regularly and consistently.
▪ Demonstrate sensitivity to the concerns of subordinates.

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Using Reward Power
Reward power is generally the easiest and most enjoyable power base for both
the leader and the subordinate. The potential values of the reward power base
can be maximized by adhering to a few basic guidelines, as follows:
▪ Verify performance and compliance
▪ Make requests to subordinates that are both feasible and reasonable.
▪ Make only those requests that are ethical and proper.
▪ Offer and distribute rewards that are desired by the subordinates.
▪ Offer only those rewards that are credible.

Using Coercive Power

Coercive power is the most difficult and unpleasant power to administer. The use
of coercion is almost certainly going to cause some resentment and, in some
cases, it can result in large scale resentment and retaliation.
Even minor resentment tends to erode the referent power of the leader. About
the best that a leader can hope for as a result of using coercion is compliance,
and that is possible only if the coercion is applied in a helpful, non-punitive
manner.
However, every time coercive power is utilized, the leader must recognize that
resistance is the most common outcome. To minimize the amount of resistance
and to nurture compliance the leader must:
▪ Be sure that all subordinates fully understand all rules.
▪ Warn subordinates before punishing them.
▪ Administer punishment uniformly and consistently.
▪ Be sure you fully understand the situation before acting.
▪ Maintain leader credibility.
▪ Be certain that the punishment matches the infraction.
▪ Always punish in private.

When managers, especially inexperienced managers, attempt the use of coercive

power, they should use great care to minimize the many negative consequences
of the action.
In punishing a given subordinate, the manager is in danger of winning the better
but losing the war. Punishment must be administered with a special blend of
support, good intentions, and firmness.

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Types of Power:
Max Weber (1958) believed that there are three (not one) independent and equally
important orders of power as under.
1. Economic power:
For Marx, economic power is the basis of all power, including political power. It
is based upon an objective relationship to the modes of production, a group’s
condition in the labour market, and its chances. Economic power refers to the
measurement of the ability to control events by virtue of material advantage.
2. Social power:
It is based upon informal community opinion, family position, honour, prestige
and patterns of consumption and lifestyles. Weber placed special emphasis on
the importance of social power, which often takes priority over economic
interests. Contemporary sociologists have also given importance to social status
so much so that they sometimes seem to have underestimated the importance
of political power.
3. Political power:
It is based upon the relationships to the legal structure, party affiliation and
extensive bureaucracy. Political power is institutionalized in the form of large-
scale government bureaucracies. One of the persistent ideas has been that they
are controlled by elites, that is, small, select, privileged groups.
4. Knowledge power:
To Foucault (1969), power is intimately linked with knowledge. Power and
knowledge produce one another. He saw knowledge as a means of ‘keeping
tabs’ on people and controlling them.
5. Military power:
It involves the use of physical coercion. Warfare has always played a major role
in politics. Modem mass military systems developed into bureaucratic organiza-
tions and significantly changed the nature of organizing and fighting wars.
According to Weber, few groups in society base their power purely on force or
military might.
6. Ideological power:
It involves power over ideas and beliefs, for example, are communism, fascism
and some varieties of nationalism. These types of ideologies are frequently
oppositional to dominant institutions and play an important role in the organi-
zation of devotees into sects and parties. According to Michael Mann (1986),
there are two types of power, viz., distributional and collective.

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 7. Distributional power:
It is a power over others. It is the ability of individuals to get others to help
them pursue their own goals. It is held by individuals.
8. Collective power:
It is exercised by social groups. It may be exercised by one social group over
another.

Principles of Power in Interpersonal Relationships

We know that there are many types of power and also have principles.
▪ Power as a Perception.
▪ The Principle of Least Interest and Dependence Power.
▪ Power as a Relational Concept.
▪ Power as a Resource-Based.
▪ Power as Enabling or Disabling.
▪ Power as a Prerogative.
The principles are discussed below:
1. Power as a Perception
Power is a perception in the sense that some people can have objective power,
but still have trouble influencing others. People who use power cues and act
powerfully and proactively tend to be perceived as powerful by others.
Some people become influential even though they don’t overtly use powerful
behavior.
2. The Principle of Least Interest and Dependence Power
The person with less to lose has greater power in the relationship.
Dependence power indicates that those who are dependent on their relationship
or partner are less powerful, especially if they know their partner is uncommitted
and might leave them.
According to interdependence theory, the quality of alternatives refers to the
types of relationships and opportunities people could have if they were not in
their current relationship.
There’s an inverse relationship between interest in the relationship and the
degree of relational power.

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 3. Power as a Relational Concept
Power exists in relationships. The issue here is often how much relative power a
person has in comparison to one’s partner. Partners in close and satisfying
relationships often influence each other at different times in various areas.
4. Power as a Resource-Based
Power usually represents a struggle over resources. The more scarce and valued
resources are, the more intense and protracted are power struggles.
The scarcity hypothesis indicates that people have the most power when the
resources they possess are hard to come by or are in high demand. However,
scarce resource leads to power only if it’s valued within a relationship.
5. Power as Enabling or Disabling
Power can be enabling or disabling. Research has been shown that people are
more likely to have an enduring influence on others when they engage in
dominant behavior that reflects social skills rather than intimidation.
Personal power is protective against pressure and excessive influence by others
and/or situational stress.
People who communicate through self-confidence and expressive, composed
behavior tend to be successful in achieving their goals and maintaining good
relationships.
Power can be disabling when it leads to destructive patterns of communication.
6. Power as a Prerogative
The prerogative principle states that the partner with more power can make and
break the rules. Powerful people can violate norms, break relational rules, and
manage interactions without as much penalty as powerless people. These actions
may reinforce the powerful person’s dependence power.
Besides, the more powerful person has the prerogative to manage both verbal
and nonverbal interactions. They can initiate conversations, change topics,
interrupt others, initiate touch, and end discussions more easily than less
powerful people.

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The Three Faces of Power

Stephen Lukes has described 'three faces of power' (also called the 'three
dimensions of power') in his work studying politics and society. The basic
principle is that the power and consequent effectiveness of a group is based on
three distinct aspects.

1. ISSUE
The first face (or dimension), as proposed by such theorists as Dahl who saw
power as a 'relation among people'. It is the ability of one person to achieve
compliance by others who change how they behave as a result of the power being
exerted. It can be seen in systems of ruling elites, where few people have
significant power. As such, power is direct, with identification of an issue and a
singular response to this. It is, in essence, about making decisions.

In governmental power, this can be seen when the government makes a decision,
typically through law-making, that requires obedience by the broader
population. Such decisions may be debated openly with opportunity for
consultation and challenge along the way. Despite this openness, the focus is
still on decision.

This can be seen as an 'open face', where it is clear who is making the decision
and why they are making it. As this can be seen, it is more likely to be trusted
and consequently obeyed with little question.

2. AGENDA

The second face, as proposed by theorists such as Bachrach and Baratz, adds
the more subtle system of power, where decision is made within a complex
system. In this situation, power is not just about making decisions, but also
about setting the agenda that leads to decisions. In other words, if you can
control the context within which decisions are made, then you can influence
those decisions.

In governmental power, this can be seen in decisions made 'behind closed doors'
and in the 'corridors of power', where who is deciding and why is seldom clear.
In such contexts, power is held not only by elected officials but also by the
whisperers and assistants who set up meetings, shape agendas and write the
minutes.

This can be seen as a 'secretive face', where it is not clear who is making the
decision. This can lead to problems as other people suspect that there are
corrupt elements to the choice, such as those based on political agendas and
personal gain.

3. MANIPULATION
Lukes adds a third face, that of even more subtle aspect of manipulating the
psychology of anyone and everyone affected. This can be seen as similar to the

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Marxist view of ideological power, where the ability to control what people think
of as being 'right' can lead to acceptance of biased decisions without question.

In governmental power, this appears in propaganda, spin and crafting of

speeches that are deliberately designed to change minds before the decision is
announced. For example if legislation against trade unions is planned, then a
provocative rhetoric of how these unions cause problems may be started some
time beforehand. Any union action then plays directly into the government's
hands.

This can be seen as a 'deceptive face', where trickery and psychological methods
are the primary tool in shifting values and changing what people consider to be
important. The problem with this method is that when it is discovered, it can
lead to a sharp loss in trust and consequent betrayal effects.

So what?
The three levels of power illustrate the descent into corruption that tempts many
politicians. A typical political situation is that other politicians will only support
your legislative attempts if you support theirs, even if this means going against
your values. Such horse-trading is common and, while expedient, can cause
politicians to lose credibility over the longer term.

When you seek to understand power, take account of these three faces. Also
beware of your own cynicism in suspecting trickery everywhere. When you
exercise power, you can consider all three faces, but beware of the dangers of
corruption and betrayal when working at the deeper levels.

ACTIVITY 1
ACROSTICS. Based on the discussion, create an acrostic of the word POWER.

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ASSESSMENT 1
1. What difficulties did you encounter while making the acrostics?

2. How did you able to resolve those difficulties?

3. Cite some realizations you learned from the discussion.

ACTIVITY 2
Hugotera Lang! Make 5 hugot lines or pick-up lines based on the concepts
presented on the discussion part.

ASSESSMENT 2

1. Why did you come up with such hugot lines or pick-up lines?

2. Were you able to easily formulate the required? Why or why not?

ACTIVITY 3
Super Hero Ako! Superheroes are very creative, from the shape below draw a
superhero material which you would like to use to improve the world.

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ASSESSMENT 3
We have many different definitions of power. Based on the given definition what
is the best definition of power for you? Why?

What I Have Learned

3 things learned
2 most important facts still in mind
1 question remains in mind

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 What I Can Do

Superheroes are not just known for their superpowers but they are also known
because of their movie lines, take for example Spiderman who said “With great
power, comes great responsibility”.

Create your own slogan based on discussion. The slogan shall be placed in an
A4 bond paper and shall be submitted before the next module.

POST-ASSESSMENT

I. Identification

1. Refers to the possession of authority and influence over others.

2. This classification of power is the opposite of coercive power. People
comply with the wishes or directives of another because doing so
produces positive benefits; therefore, one who can distribute rewards
that others view as valuable will have power over those others.
3. This refers to the ability to cause or prevent an action, make things
happen; the discretion to act or not act.
4. What classification of power refers to the influence wielded as a result
of expertise, special skill, or knowledge. It is derived from possessing
knowledge or expertise in a particular area.

II. True or False

5. A person can have power over you only if he or she controls something
you desire.
6. In an organization, people who wield reward power does not influence
the actions of other employees.
7. Political Power comes from the support of a group. It arises from a
leader’s ability to work with people and social systems to gain their
allegiance and support.
8. Power is a tool that, depending on how it’s used, always lead to positive
outcomes in an organization.
9. Power may exist but not be used.
10. The most important aspect of power is that it is a function of
dependency.

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III. Multiple Choice

11. He defined power as the determination of the behavior of others

following one’s own ends.
A. Davis
B. Green
C. Sheriff
D. Weber

12. According to Michel Foucault. “Power is a complex strategic

situation in a given society social setting”.
A. Charnov
B. Foucault
C. Lundberg
D. Montana
13. This type of power is based on an individual’s position in an
organization. It can come from the ability to coerce or reward, from
formal authority, or the control of information.
A. Expert
B. Formal
C. Legitimate
D. Referent

14. Read the following statements and identify which best suit the
definition of a Coercive Power.
A. Coercive power is also known as positional power. It’s derived
from the position a person holds in an organization’s hierarchy.
B. Coercive power is derived from a person’s ability to influence
others via threats, punishments or sanctions.
C. Coercive power is influence wielded as a result of expertise,
special skill, or knowledge. It is derived from possessing
knowledge or expertise in a particular area.
D. Coercive power is where a person possesses needed or wanted
information. It comes from access to and control over
information. This is a short-term power that doesn’t necessarily
influence or build credibility

15. Which amongst the statement is NOT TRUE definition of a

Connection Power?
A. It is an extension of referent power stemming from an individual’s
personality and interpersonal style.
B. It is where a person attains influence by gaining favor or simply
acquaintance with a powerful person.
C. People employing this power build important coalitions with
others. It is a natural ability to forge such connections with
individuals and assemble them into coalitions that give him/her
strong connection power.
D. This power is all about networking. If I have a connection with
someone that you want to get to, that’s going to give me power.

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 ADDITIONAL ACTIVITY
Song Analysis. Read the lyrics of the song “Tatsulok”, and try to answer the
questions below.
"Tatsulok"
(originally by Buklod)
Totoy bilisan mo, bilisan mo ang takbo
Ilagan ang mga bombang nakatutok sa
ulo mo
Totoy tumalon ka, dumapa kung
kailangan
At baka tamaan pa ng mga balang
ligaw
Totoy makinig ka, wag kang magpa-
gabi
Baka mapagkamalan ka't humandusay
dyan sa tabi
Totoy alam mo ba kung ano ang puno't
dulo
Ng di matapos-tapos na kaguluhang ito
Hindi pula't dilaw tunay na
magkalaban
Ang kulay at tatak ay di syang dahilan
Hangga't marami ang lugmok sa
kahirapan
At ang hustisya ay para lang sa
mayaman
Habang may tatsulok at sila ang nasa
tuktok
Di matatapos itong gulo
Iligtas ang hininga ng kay raming mga
tao
At ang dating munting bukid, ngayo'y
sementeryo
Totoy kumilos ka, baliktarin ang
1. What is the message of the song?
2. Who is “Totoy” being referred to in the song? Why?
26
tatsulok
Tulad ng dukha, nailagay mo sa tuktok
Hindi pula't dilaw tunay na
magkalaban
Ang kulay at tatak ay di syang dahilan
Hangga't marami ang lugmok sa
kahirapan
At ang hustisya ay para lang sa
mayaman
Habang may tatsulok at sila ang nasa
tuktok
Di matatapos itong gulo
Hindi pula't dilaw tunay na
magkalaban
Ang kulay at tatak ay di syang dahilan
Hangga't marami ang lugmok sa
kahirapan
At ang hustisya ay para lang sa
mayaman
Habang may tatsulok at sila ang nasa
tuktok
Di matatapos itong gulo
Habang may tatsulok at sila ang nasa
tuktok
Di matatapos itong gulo
Di matatapos itong gulo
 27
WORD MATCH
1. PUBLIC GOOD
2. INSTITUTION
3. NATION-STATE
4. GOVERNMENT
5. POWER
6. AUTHORITY
7. POLITICS
8. LEGITIMACY
9. SOVEREIGNTY
Post-Test
1. Power
2. Reward power
3. Power
4. Expert power
5. True
6. False
7. True
8. False
9. True
10. True
Pre-Test
1. Power
2. Power
3. Expert power
JUMBLED WORDS
4. Reward power
1. AUTHORITY
2. GOVERNMENT 5. True
3. POWER
6. True
4. LEGITIMACY
5. PUBLIC GOOD 7. False
6. NATION STATE
7. SOVEREIGNTY 8. True
8. POLITICS
9. False
9. INSTITUTION
10. True
ANSWER KEY
 REFERENCES

n.d. "Changing Minds." The Three Faces of Power. Accessed May 31, 2020.
http://changingminds.org/explanations/power/three_faces.htm.
http://www.president.gov.ua/. 2018. WikiMedia. July 3.
https://en.wikipedia.org/wiki/File:Ana_Brnabic,_July_3,_2018.jpg.
n.d. "iEduNote." Power: Definition, 10 Sources of Power, Uses of Power (Explained).
Accessed May 31, 2020. https://www.iedunote.com/power.
Library of Congress Prints & Photographs Division. 2016. Unsplash.
https://www.loc.gov/item/2017645723/.
Malacañang, Radio Television. 2015. WikiMedia. November 27.
https://commons.wikimedia.org/wiki/File:Justin_Trudeau_APEC_2015.jpg.
Mondal, Puja. n.d. "YourArticle Library." Power of Politics: Meaning, Types and Sources
of Power. Accessed May 31, 2020.
https://www.yourarticlelibrary.com/essay/power-of-politics-meaning-types-and-
sources-of-power/31356.
—. n.d. "YourArticleLibrary." Power of Politics: Meaning, Types and Sources of Power.
Accessed May 31, 2020. https://www.yourarticlelibrary.com/essay/power-of-
politics-meaning-types-and-sources-of-power/31356.
Office of the President, Republic of China (Taiwan). 2016. WikiMedia. May 10.
http://www.president.gov.tw/Default.aspx?tabid=1580.
Office, Presidential Communications Operations. 2016. WikiMedia. June 30.
https://commons.wikimedia.org/wiki/File:Rodrigo_Duterte.png.
State, U.S. Department of. 2017. WikiMedia. March.
https://commons.wikimedia.org/wiki/File:Xi_Jinping_March_2017.jpg.

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For inquiries or feedback, please write or call:

Department of Education – Schools Division Office of Benguet

Wangal, La Trinidad, Benguet

Telephone: 074 422 2001

Email Address: benguet@deped.gov.ph

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