Whoever controls the purse-strings (scarce resources) where dependencies exist has the power to influence. The cynic would say that everything (and everyone) has its price. Raw materials, funds/liquid assets, equipment, skills, time are owned/possessed. Organisational members need such resources. Even information is tradeable and can be withheld. Resource controllers where demand outstrips supply can wield power and dominate the exchange - even without having total control. Favours can be sold and loyalties bought. Budgets can be fought over and restricted. Services may be withheld and veilled threats may secure compliance.
Even outsiders may have capacity to shape organisational action e.g. where funding is concerned. Given the organisation's size in terms of assets, the money amounts may be small but cash flow critical. Last year's decisions may come home to roost the next. Renewal of a lease may be required or more funding to continue a project on which a fortune has already been spent. Without extra marginal funding, the project may never be brought to a state where it can contribute a positive cash flow.
Machiavellians can pursue power generating strategies by reducing their own dependence on others. A school technician for example may have a cupboard hoard of materials or even a key that teachers need. They must ask for these. The key holder is in an ascendent position. In some organisations, resultant problems and frustrations can lead to a line department declaring UDI - employing their own specialist or buying their own machine rather than suffer from humiliating dependency on a specialist service department.
