Power relations between individuals and sub-units of an organisation have been receiving increasing emphasis in
modern management theories. Almost every decision made in work situations has power implications. Technologi
cal complexities in modern organisation tend to replace conventional 'rational, routinised, organisational systems' with
specific decision centres needing specialised skills. Such differentiation reduces organiscational predicatability and cre
ates dependence. In this paper managerial implications of expertise as a base of organisational power are investigated
and their general relevance to work organisations put forward.
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