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Impact Of Autocratic Leadership Management Essay

Shop Right is a successful do-it-yourself store located in Portsmouth, UK. SR has been around operation for forty years, and has shown the ability to adjust to changing conditions. Within the past ten (10) years SR is rolling out a mindful and successful extension programme. Their target is on providing the client with a reliable service in conditions of shopping experience, advice, and product dependability. These core worth have lead to an organization that aspires to provide customer with the merchandise as well as the knowledge to carry out improvements in their home with confidence. In addition they provide phone advice for customers to call if they have questions about either the merchandise or how to utilize them.

Impact of "autocratic" leadership on inspiration and performance

Autocratic leadership otherwise known as a authoritarian authority, is a control style deem by individuals as control over all decisions and little type from group tem participants. Autocratic leaders are generally people who make alternatives based on their own in sting and judgments thus almost never allow advice or ideas from others. Autocratic control involves total, authoritarian control over an organization.

Autocratic leadership can be beneficial in some instances, such as when decisions have to be made quickly without seeing a large group. Some assignments require strong leadership to be able to get things completed quickly and proficiently.

Thou beneficial sometimes, there are also many instances where autocratic leadership style can be problematic. People who abuse or frequently take up an autocratic control style tend to be term as bossy, managing and dictatorial, which can result in resentment and conflicts among team members. Because autocratic market leaders make decisions without consulting the group, people in the group may dislike they are unable to add ideas. Over time researchers have found that autocratic leadership leads to a lack of creative answers to problems, which can ultimately harmed the performance of the group.

In a business where management is deem as bossy or handling and employees have absolutely no say or input which by expansion provides little if any room for motivation. Motivation is complex inspired by perceptions and strengthened by multiple factors. Folks are also motivated by various things at differing times. An overly controlling style de-motivates and ends up with poor delivery. Therefore for any specific or group to execute at their finest such a person or group must be motivated for some reason. According to (Frederick Herzberg's Hygiene Motivator Theory), "motivators are link to the job itself". Thus, if staff members are motivated then they will produce more and customers will subsequently be pleased. Alternatively if employees receive the feel that they may be respected and have a say in decision making they'll more valuable to the business they help, thereby encouraged to go above and beyond.

Flexible Workforce

In the model of the "flexible company "Atkinson propounded the concept of "core" versus "peripheral" personnel. Core personnel are a everlasting component of a firm's workforce who delivers efficient overall flexibility through their capacity to attempt a wide range of tasks. The adaptable firm approach involves a reorganization of an firm' interior labour marketplaces and their department into split components, wherein personnel' experience and employer's prospects are more and more differentiated.

According to Bryson (1999) while concepts including the flexible firm can be handy in losing light on changes in the type of work and work group, they might be less useful in explaining the issues facing professionals in organizations regarding how best to take care of and utilize labour to accomplish organizational objectives.

Three (3) adaptable resource choices according to Atkinson (1984) model of the flexible firm are job sharing, short term deals and part time.

In relation to job sharing, it is important to recognize that there is a significantly higher take up and option of such arrangements in the general public service, compared to the commercial sector. Matching to Fynes et al only around 5% of private sector companies offer job-sharing. Interestingly

According to studies private sector employers were much more likely than open public sector employers to see or experience any advantages as it relates to job sharing. To summarize such is likely to be a reflection of the longer and higher experience within the general public sector of job showing. It is stated that within the public service, jobsharers are mainly female, focused in the low levels and are usually at a specific phase in their working/family lives. Those that opt to job posting usually achieve this task due to the following:

To pursue other interest

Educational reasons

To combine work and other responsibility

Problems with children

Part-time working can be an increased feature of several advanced economies, which reflects the increased involvement by ladies in the labour market. In the framework of family friendly regulations, it has been argued that from the same opportunities point of view, the primary advantage of part-time working is the fact that it facilitates the mixture of paid and unpaid work (Plantegna, 1995). At the same time, part-time working also presents disadvantages, for example in reinforcing the unequal distribution of unpaid work between women and men, since generally in most advanced economies, nearly all part-time staff are women. Additionally, other concerns regarding part-time working have been brought up, including the comparatively weaker legal position and quality of work of many part-time positions (Plantegna, 1995).

Part-time working is more significant in the private sector than in the public service. In popularity of this growing development, legislation was enacted in 1994 to cover part-time staff the same amount of safeguard as full-time workers, for example with regards to unfair dismissals. Even so, concerns have been indicated at trade union level about the exploitation and discrimination that are often associated with atypical working procedures such as part-time working. Results claim that the intro of part-time kinds of work in the private sector is often motivated by increased demand by potential employees for part-time work. Reductions in labour market resource within the economic environment make it less easy for employers to determine the time of work available. In the end, flexibility in time of work or plans relating to part time work must support business requirements.

A short term agreement is a legal document as they say, this means an workplace can set you on as an employee, for a short term of say a week, or longer term up to state eleven a few months, it depends on the passage of time you are needed, you could be covering for people who are on christmas, or a person on maternity leave.

It really means that you are being employed by way of a company on contract rather than providing you a full time permanent job.


Absenteeism is a habitual style of absence from a duty or obligation. Traditionally, absenteeism has been viewed as an indicator of poor specific performance, as well as a breach of the implicit deal between employee and employer. For most companies, the responsibility for controlling absenteeism has dropped mostly on immediate supervisors. These supervisors are often the only individuals who are aware that a certain staff is absent. They are really in the best position to understand the circumstances surrounding an individual's lack and notice issues at an early stage. Therefore, their effective involvement in the business's absence strategies is pivotal to the overall effectiveness and future success of the absence plan or program.

Five suggestions:

Implement disciplinary techniques to deal with employees who are captured in this practice, that could include subtracting money for time absent from work.

Maintain appropriately complete, accurate, and up-to-date lack records for their staff, (e. g. , time frame, nature of disease/reason for lack, expected go back to work day, doctor's certification if required).

Ensure that all employees are fully aware of the organization's policies and steps for coping with lack.

Motivated and help employees get over obstacles to make it to work.

Conduct return-to-work interviews.

Reduce Formal Worker Training

Employee Training and Development is vital to the ongoing success of each organization. Employee training and development enables employees to develop skills and competencies essential to enhance bottom-line results because of their organization. Staff Training and Development is a key ingredient in performance improvement. However, the first step in designing an employee training and development program is to identify the training needs. Working out needs are based on what is needed to achieve the organization's proper objectives.

While there might be gaps between what employees need to find out versus what they actually know, four informal development techniques that management at Shop Right could consider are:

Training should be a continuing process you start with induction, carrying on through probation, and then beyond, into the constantly monitoring of the necessity for improvement.

Managers should be constantly looking to identify any spaces in performance, and shutting those gaps. An integral component in a manager's remit is allowing staff to do their job well.

Formal training courses are often viewed as the solution plus they have their part to try out. They would certainly be of value for professional and technological training, specifically where formal certification are essential.

Coaching is where training is carried out over a one-to-one basis. It is sometimes referred to as 'on-the-job' training. Once the need has been founded (see above) a plan needs to be put set up. The manager needs to think about how best to perform the training, as well as putting away the required time for it to take place.


Both employees and union are matter that the suggested changes may negatively influence the organization. It is however, important to notice that Human Source of information Management (HRM) procedures and techniques do affect performance within an organization. Included in these are:

Human Tool Management human relationships motivating employees to do something towards achievement of organizational targets.

Human Resource Management plans foster invention in the business.

Human Resource tactics help to providing right type of working environment to employees that promotes higher efficiency and satisfaction among employees.

With Human Resource policies and methods improves leadership success in the business.

Human Source of information Development (HRD), is the structure work for assisting employees develop their personal and organizational skills, knowledge, and capabilities. Human Source Development includes such opportunities as worker training, employee career development, performance management and development, instruction, mentoring, succession planning, key employee recognition, tuition assistance, and corporation development.

The key factors that are central to in doing so linking Human Resource Management to Performance are the following:

Conclusion and Recommendation

Most of the people have a tendency to resent being cared for a certain way. Because of this, autocratic command usually contributes to high levels of absenteeism and staff turnover. Also, the team's result does not benefit from the creativity and connection with all team members, so many of the advantages of teamwork are lost. Formal Training boosts success within the task place.

Ultimately, human source of information development is a series of activities which an organization executes to ensure that its members are properly empowered through formal and informal training and development initiatives. RECRUITING Development can be in-room group training, tertiary or vocational lessons or mentoring and coaching by older employees with desire to for a desired final result that will develop the individual's performance.

Usually, is not the individual workers alone that need development. Organizations also undergo structured development in order to realize its mission. This is why human resources development (HRD) is inseparable with organizational development.


To be successful, HRD practitioners must understand global movements and the issues that subject most with their stakeholders.

The focus of all aspects of Individuals Tool Development should be about developing the most superior workforce so that the organization and specific employees can complete their work goals in service to customers.

Motivation should be considered an integral tool for People Resource.

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