In order for the businesses to remain competitive, they must ensure that subordinates are working as a single unit that is determined to achieve the organizational goals. This can only be achieved if there is coordination of activities in the organization. As a result, organizational power plays a critical role in giving some employees powers to oversee the activities of the rest of the subordinates (Schermerhorn 2013). As a result, they are able to make critical decisions that ensure that the employees remain committed towards the organizational goals and objectives. Many organizations have diversified their products and services in order to reduce the risks and uncertainties associated with concentrating on a single product or service. However, in order for the different department to work together as a common unit, organizations have divided power to different employees who are at different levels of governance. This has made it easier for the top-level managers to monitor and control the operations of the organizations and their subsidiaries (Witcher &. Chau 2010). This has been critical in ensuring that even the organizations’ branches which are located in different parts of the world are well managed in order to record growth and development. Organizations are expanding their operations in different parts of the world. With the increasing levels of competition in the local market, organizations are looking to segment less competitive markets. However, in some of these markets, the organizations are facing a major challenge of overcoming the barrier or entry which has been put by the competitors in order for them to dominate the market. However, overcoming this challenge without losing focus on the market is a major step towards the growth and development of the business. Therefore, power in the organization ensures that the top management is dealing with external challenges while at the same time, supervisors are working hard to ensure that external challenges do not affect the performance of the employees (Hitt, Ireland, &. Hoskisson 2005).