Introduction 

This section introduces the topic of the report.  This advises the reader what your report contains as a brief outline.  This section should be about 5 sentences (approx. 100 words).

Overview of (insert the name of the selected topic) 

In this section of your report you discuss all your readings. This section should be about 1200 words.

 Heading 1 (insert a heading that reflects key argument of article 1 & 2)

This subsection should be overview of your topic from the perspective of the first 2 readings.

In this section you should drawn from your annotated bibliography of the two articles from Assessment 3. It is important to improve on your work from Assessment 3 by incorporating feedback you received from your lecturer when writing this section.

Heading 2 (insert a heading that reflects key argument of article 3)

In this section you introduce your third (3rd) reading by summarising the key arguments of this reading.

Heading 3 (insert a heading that reflects key argument of article 4)

In this section you introduce your third (4rd) reading by summarising the key arguments of this reading.

Summary of key points from literature

This section provides a summary that compares and contrasts the 4 articles

Practical implications for managers

This section of the report includes a focused 200 word response and outlines how insights from the above 3 articles may be used by managers in day-to-day work. 

Reflection on learning about this topic from articles and lectures

This section of the report includes a focused 150 word response and reflection on learning from the 4 articles, (lectures and tutorial activities may also be included) for this management topic and assessment.

Conclusion  

This section should be about 100 words and outlines key points of the topic of this report..

1. Introduction

In the advent of globalisation of the business spectrum, the business organisation faces both internal and external conflicts in the process of maintaining compatibility with the changing environment. The intense control over organisational management and behaviour can aid the organisations in obtaining sustainable competitive advantage in the market. The use and control of power is a vehement aspect of organisational management to decide the feasibility of the behaviour in order to achieve the organisational objectives. This study will make analysis and review four authentic journal articles on the role of power inside organisational management to extract a fruitful perception of the topic.

2. Overview of Organisational power

2.1 The Scope and Role of Power in organisations (1st and 2nd article by Anderson-Brion and Phfeffer)

The aspect of power can be termed as the most useful resource for organisational management for its pivotal and profound role in the sphere of functions by individuals. The organisation process is complex to determine the process where few acquire power and try to retain it whereas others are far away for organisational power (Anderson et al. 2014, p.70). Another important aspect is to determine the cause of the sudden and tragic fall of people from a high political position in the organisation gained through power. Power is evaluated as a chronic process that changes the dynamics with the passing of time through three forms that are the acquisition of organisational power, the enjoyable captivation and maintenance of that power and the loss of power at the end. The reconciliation made through a process of burgeoning finings has provided immense depth to the first article that reveals the inner conflict of power that incurs tension in organisational management. The turmoil is more static in the stages of maintaining the power for avoiding the loss to use the power politics index for organisational supremacy. On the contrary, the second article reveals the power as an undeniable aspect in the ambivalence of organisational behaviour as it articulates the trait qualities of a leader or manager (Pfeffer, 1992, p.50). The aspect of power is integrally related to organisational politics as a potential force to maintain control of the workplace and the people. According to some writers, organisational politics are detrimental to the efficiency and productivity of an organisation. On the other hand, most of the employees of an organisation think that politics is a major key get ahead in the organisation through gaining adequate power for promotion. On the other hand, the higher one person gets in the organisation, the power grows along with the enhancement of circumstantial politics. In order to be a successful leader or executive manager of an organisation, the profound use of power to organise organisational politics is very important. On the complete contrary, many also think that politics should be eradicated from the organisation as it promotes ruthless and unwanted competition of rivalry among the employees. Politics of power-grabbing competition cannot completely be eroded as it helps in the effective organisational function through procuring ease in the roles of the managers and leaders. It cannot be termed clear whether the approach of dealing with the influence of organisational politics and power can actually bring ultimate control over the employees. The theme of power is always in transition, and so as obedience as the allegiance of the employees is with the power but the person with it, and it will transform person to person with the passing of control of organisational power (Brion et al. 2014, p.82). On the other hand, the big companies are tending to be disappeared along with the disappearance of the small companies in the market but rather at a more enhanced rate with drastic properties of survival. The ignorance towards power and political issues in an organisation, the critical process of social and cultural unification is overlooked that can rather be used by the managers in order to control a diversified workforce to foster the development of the organisational operations. Leadership material of skills and development also encompasses the power that is a mandatory ingredient to take a company out of disaster through leading the workforce with cunning control incurred through power.

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