Power is a crucial process in the analysis of organizations. Power control and organizational politics affectthe outcome action of an organization. Drawing from the theories of organizations, the present research exploredthe effects of power control on decision making from the coalition perspective through the case study of therepresentation of China in the United Nations in 1971. The conceptual framework for the research focuses on how coalitions were formed and shifted and howthey competed for control in an organization with numerous players having divergent interests, and howcompeting dominant coalitions used power to impose their preferences and self-interests on the outcome decision. Based on the conceptual model, the underlying questions in the research are: who were the dominant coalitionsin the decision making process on China's representation

what were their stands and instruments of influence,and how they were used

what were the rules of the game and what were their affect

were the effects of powercontrol on decision making on China's representation different from those on other issues? The research usedprimarily qualitative methods, relying mainly on documentary analysis, as primary sources were not easilycompiled. The findings of the research supported the conceptual hypotheses that from the power control and coalitionperspective, the decision making on China's representation was made as a result of the political negotiationsbetween the dominant coalitions, led by the United States, the Soviet Union and the People's Republic of China.Third World countries that made up the majority of membership of the United Nations played a significantrole as a group and as members of coalitions, especially in voting on the representation of China in the UnitedNations General Assembly. The dominant coalitions set the criteria and preferences for the desired outcome:Beijing asserting its seat at the United Nations, especially in the Security Council, and reaffirming its positionamong the world's powers and the leader of the Third World while the US formalized and stabilized its relationswith the People's Republic of China and thus ensuring the counterweight in its relations with the Soviet Union. The dynamics of coalitions was one of the important findings of the research. The relative strength of thecompeting coalitions changed over time, as UN membership broadened to include a growing number of ThirdWorld countries whose favourable opinions were assertively sought by the People's Republic of China throughthe intensive use of numerous instruments of influence such as alignment with and offer of political support fordeveloping countries, reinforced by economic aid, bilateral relations and political pressure and the building of itsown economic, political and military resources. The players drew their political power from their association withthe dominant players, namely the United States, the Soviet Union and the People's Republic of China. Theirpolitical power also came from the interaction and negotiations on a bilateral basis. The research also emphasizedthe leadership role of dominant coalition leaders. The skilful use of the rules and procedure, either directly orthrough other countries in the coalitions, had an impact in helping the players gain advantage over the competingcoalitions. The research has shed light on the theories of organizational behaviour and expanded it into the realm of publicinternational organizations and therefore contributes to the understanding of international institutions from theperspective of organizational theories and behaviour. The research has suggested that power in an organizationcan be exercised by proxy by an external party outside the realm of the organization, who is not its member andwas unrepresented in its decision making process. Therefore, organizational politics may not be confined to theexercise of power within an organization. Furthermore, coalitions and dominant coalitions within an organizationcan be led by an external actor who can influence its outcome decision. The research also makes suggestions for future research on power control and decision makingin organizations, particularly public international organizations.