Autocratic Leadership Style. Introduction. Each Individual

Autocratic Leadership Style Introduction Each individual brings their own unique perspective to leadership roles, making leadership styles as varied as the individuals who implement their practice. Varied socio-economic, ethic, and religious backgrounds, as well as a myriad of other variables, lead to an infinitely diverse and unique combination of opinions, beliefs, convictions, which mold the behavioral principles shaping each individual. Certainly, adding to this mix, are the judgements individuals are called upon to make as life’s events unfold. They must attempt to discern what their experiences mean to them and how to apply their conclusions to future circumstances in the most advantageous manner. This universal diversity,†¦show more content†¦When defining autocratic leadership, Vito and Richards (2011) reinforce this view by stating, â€Å"Here, obtaining and maintaining power is the foremost goal of the leader. They make all decisions and give orders rather than invite group participation† ( para. 25). Autocratic leaders wield power and stress role differences between themselves and their followers. They may bark orders for others to follow without question. Autocratic leadership style shows no regard for the democratic treatment of others. It may be harsh, critical, and even demeaning. This form of leadership has been popularized by certain military and political figures who have led nations through times of war with an authoritarian style. Sports coaches and industrial icons who have had successful careers utilizing this method of leadership have also added to the style’s acceptance. Strengths of Autocratic Leadership The strengths of autocratic leadership can be seen in areas where its basic principle lends itself to the particular job that needs to be accomplished. Autocratic leadership demands results. Although it is becoming less prevalent, some organizations still use autocratic leadership and depend on a strong dictatorial leader in highly-structured work environments where errors cannot be made. Autocratic leadership commands respect to authority. In organizations, such as the military, police and fire departments, and medical facilities whereShow MoreRelatedLeadership Styles Of A Fast Food Shop Essay1601 Words   |  7 Pagesthe different leadership styles adopted by leaders in organizations, and further determines whether the styles identified are effective or ineffective in terms of realizing failure or success for the organization. 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General Motors, A Multi Billion Industrial Organization

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Ethical to Double Pay Rates

Queston: Discuss about the Ethical to Double Pay Rates. Answer: Introduction Whether it is ethical or not cut double pays require us to look beyond the action itself and to the aftermath of the implementation of the recommendation. In similar fashion, the decision by the Fair Work Commission to recommend the cutting of double pay on the weekends in Australia raises a myriad of issues. The commission has cited various reasons for this move. First, it would increase the working hours and second, the availability if services during this period. Some employers have lauded this move saying that it is an opportunity for them to hire more employees over the weekend. Regardless, stakeholders in some quarters have expressed that there are certain aspects of the cut the makes it unethical. For instance, it simply means that people whose pay has been cut will have to work more hours, work longer shifts to make up for the lost income. To establish whether or not the move is ethical, various articles that covered a couple of studies were a review. First, the study, Race against Time: Extended hours in Australia that outlines some of the causes and effects of long working hours. It is common knowledge that having people working for longer than the stipulated number of hours places them dangerously at serious harm. Second, Do Workers Feel Entitled to High Wages? Evidence from a Field Experiment, that outlined the relationship between wage changes and reciprocal behavior ie is there a correlation between the changes in wage and the amount of effort an employee puts into work? And if there is, what impact does it have on the employee and is there an ethical linkage to it? Lastly the article Do wage cuts damage work morale? Evidence from a natural field experiment was used to provide more insight into the core issue of this paper by providing input from a slightly different point of view. One of the major effects of long working hour falls into the major categories of health and work safety, and coherence in familial and communal family relations (Peetz et al., 2003). Even more, it is the wish of many employees that they worked for a shorter number of hours. Cutting pay rates is unethical as it leads to overwork that constitutes a reduction in social productive leisure thereby putting restrictions on the amount of time available for being effective in marriage, parenthood and citizenship (Peetz et al., 2003). Further, working for long hours goes in the way of having more time that is essential for revitalizing and recuperating, not forgetting to have more time for involvement in civic and community work and learning new skills (Peetz et al., 2003). The article Race against Time: Extended hours in Australia covers, or rather reports on the issue of prolonged working hours and overwork that was put to test by the use of a workplace survey data. The main concepts that were being investigated are as stated above: Causes and effects of long working hours. Strengths and weaknesses One of the major weaknesses of the concept of long working hours regarded as an unethical consequence of pay cuts is, the notion could be overly misleading in that, there are other aspects that play a huge role in determining the number of hours that employees put into work as Peetz et al., (2003) puts across. It, therefore, weakens the link between, pay cuts and ethics. One of these is there are employees that work the long hours at the rates provided for by the full overtime-agreed rates, thereby employees being the drivers of what is thought to be a scenario driven by the employees. Another factor pushing employees to work longer hours as seen from an in-depth evaluation of the concepts at the center of the article is a failure to working long hours piles pressure on the employees since most tasks are left pending leading to carrying forward work from the previous day. However, the concepts put across by the article play some significant role in establishing whether cutting The Double Pay Rates on the Weekends in Australia contributes to long working hours, a factor that is regarded unethical in some quarters. The study concretely established that long working hours directly resulted in more work-related injuries and rates of illnesses among the employees. Moreover, the study outlined in the article also established the link between long working hours and the impact of their personal lives. Also, in as much as some employees might have some say in the number of hours they could work and the start and finish time of most of their shift, a link is established between the facts leading to working for long hours and the inability to have say on the aforementioned hence justifying the fact that cutting the rates of pay was in fact unethical. The article outlined a few findings that more often than not pointed to the unethical nature of pay cuts. Firstly, long hours, a consequence of pay cuts, leads to increased pressure on the employees, leaving work late, taking work home, feeling work is piling up while they're away Peetz et al., (2003). Secondly, long working hours increased the rate of occurrence of injury and illnesses. Thirdly, the study established that pay cuts generally damages workplace culture between the various personnel in the place of work. changes such as pay cuts are instrumental in reshaping employees' point of views in that, they willingly align themselves with the organizations objectives hence voluntarily work long hours, or do it to compensate for the reduced wages. The other aspect of pay rates that could try to establish whether the action is ethical or not is in relation to the effect that wage changes have on reciprocal behavior i.e. A workers propensity to reciprocate a wage perceived as fair with a commensurate level of effort (Chemin Kurmann 2014). The main concept applied in the article is the Downward Wage Rigidity put forth under the title of partial gift exchange by Solow and fair wage hypothesis by Akerlof (Chemin Kurmann 2014). Further, based on the above concept, the article seeks to relate firms unwillingness to cut wages and linking to reciprocity that is then applied to the core issue of this paper. The idea of ethical considerations before cutting down on the wages is also outlined in the above study. There is need to respect the ethical principle of no breach of promise and beneficence. Primarily, workers were followed for a 12 week period in a bid to estimate the effects of pay cuts and pay increases. Despite the fact that the Australian scenario does not breach the aforementioned principles, no respect is accorded to the affected employees- full-time, part-time and casual- since their input is not considered. Further, no justification whatsoever was given in support to the pay cuts. This, as Chemin and Kurmann (2014) attests is unethical. Moreover, the pay-cuts put workers in an awkward situation, according to the DWR phenomenon: ...resistance to paying reduction comes primarily from employers, not from workers or their representatives, though it is the anticipation of negative employee reactions that makes employers oppose pay cutting. The claim that wage rigidity gives rise to unexploited gains from trade is invalid because a business would lose more money from the adverse effects of cutting pay than it would gain from lower wages and salaries (Chemin Kurmann 2014). Strength and weaknesses The strength of the concept is it puts into consideration ethical factors such as beneficence and breach of promise into the whole idea of reciprocity. Again, the subjects in the study were subjected to large enough wage differences to enable detection of any changes. Further, the study covered had high statistical power due to the heterogeneity of data obtained through varied treatments of employees. More, a majority of those which were regarded as limiting factors methods were put in place to ensure that any inconsistency was eliminated. For example, in a bid to curb unobserved seasonality that occurred during the same period as wage cuts The weaknesses to the concept applied include: chances are there was bias with the identification of the effects of wage fluctuations since these could not be account for with time changes. The study took a longer period, therefore, changes are alterations in the macroeconomic environments and holidays were more than capable of having adverse effe cts on work performances during the period of wage reduction. Additionally, the sample size was relatively small to establish any significant changes whenever there was a wage cut. The findings outlined in the article, Do Workers Feel Entitled to High Wages? Evidence from a Field Experiment, are as follows: firstly, there was a quick adaptation by workers of the fair wage reference to a relatively high level responding to increase in pay, hence positively influencing the amount of effort by the employee in relation to the pay offered. Secondly, there was a generally negative reaction to paying cuts despite the new wages being relatively higher than what was offered in the market at the time. The wage changes basically affects worker reciprocity- where the effort an employee puts at work is directly proportion to their wage as compared to that which is considered fair in relation to their wage reference- therefore, it would be in order to say that the pay cuts during the weekends in Australia would definitely have adverse effects on the employer too. Considering that the decision does not emanate from the employer, it is unethical that the union is making a deci sion that affects a large pool of stakeholders without allowing them to weigh in on the issue. The study is about the effects of wage cuts on employee morale and overall productivity. Ideally, when there is high work morale amongst the employees, they can work with minimal supervision and this leads to an increase in productivity. From the results, wage cuts had a huge effect on the productivity decreasing the overall output by almost 20%. However, the research also found out that high wages did not increase productivity (Kube, Marechal Pupe, 2013). The models used in this research are the model of reciprocity and the model of inequality aversion. The model of equality aversion faces challenges when trying to balance between the maximization of their income as well as the equality in income distributions. By using the standard laboratory exchange game, it is highly likely that a workers payoff can exceed the employers payoff (Kube, Marechal Pupe, 2013). However, exerting costly effort makes workers increase the payoff of the employer thus reducing inequalities. This means that if workers become sufficiently inequality averse, then higher wages will lead to the higher effort while working. It is also true that a workers payoff is always lower than the firms payoff. Therefore, an inequality-averse worker will; choose to use minimal effort in their work irrespective of the actual wages (Kube, Marechal Pupe, 2013). The reciprocity model, model is in line with the explanations from the study. The assumptions of the model are that the workers will always choose minimal effort because costly effort always results in reduced workers payoff while increasing the firms payoff. Both of these are responsible for the decrease in the overall workers utility (Kube, Marechal Pupe, 2013). A pay cut is always considered as an unkind action and a pay increase as a kind action. From the above assumptions, it is therefore highly likely that workers in the reciprocity model will engage with other firms that are more ahead in their pay-offs. Strengths and the weaknesses While the study only uses action-based reciprocity models in the gift-exchange field, additional information needs to be researched on the other models. In addition, the study does not provide the specific effort costs for the workers and perceptions of the output value. This is because output value could be induced or elicited. Further studies are needed to examine the determinants of the emotional state of workers as the study does not provide how wage cuts and increases affect the workers mentally and therefore have an effect on the output. For example, during periods such as recessions, the perception of workers might change as compared to other times. This is because they are likely to understand that wage cuts are necessary for the company to remain operational on weekends and for longer periods. Also, the study does not provide an insight on how the employees deal with managing their negative reactions and fearing for job loss. Furthermore, research should be conducted to show how self-reflection might mitigate the negative effects of wage cuts. The strength of the research used is in the model used; the reciprocity model. The model is essential as it gives information on how wage cuts lead to a reduction in output and productivity while pay rises had no effect on productivity. Also, the research provides the reasons why the reciprocity model was used instead of the inequality aversion model. Debate and analysis of the findings From the article, it can be seen that wage cuts have negative effects on productivity. However, even though wage cuts damage the morale of workers, there was no evidence that an increase in wages leads to an increase in productivity. This is because wages are not tied to employee performance. The results also reveal that the firm is always ahead of the worker in the payoff and nothing that the worker does will change their payoff. In addition, in the reciprocity models, individuals behave independently to the kind or unkind actions on their wages. In this instance, a pay increase is considered as a kind action while a pay cut is considered an unkind action. As pointed out earlier, there are adverse effects on the employer to considering that the decision does not emanate from the employer (Chemin Kurmann 2014). This is the fact that makes the whole pay cut action unethical since the union is making a decision that affects a large pool of stakeholders without allowing them to weigh i n on the issue. Pay cuts also impact on employee morale. This explains the reason why many organizations do not opt for reducing the wages of their employees, a fact that Chemin Kurmann (2014) asserts pointing out if the losses were weighed, all stakeholders would be negatively affected. Work morale is an essential component in employee work rate which has a direct effect on the overall productivity. This is reinforced by the fact that the study found out that productivity increased with an increase in the morale of the employees (Kube, Marechal Pupe, 2013). The contracts of employees reveal the relationships that exist between them and the employers and this explains why a wage cut damages the relationship between the two parties. In conclusion, there are numerous points of view in trying to establish whether the recommendation by the Australian commission to cut pay is ethical or not. As demonstrated by the reviews above. Some of the arising issues that need keen consideration include, the effects the implementation of the recommendation would have and the impact the recommendation would have on work-related aspects such as morale and reciprocity. References Peetz, D., Townsend, K., Russell, B., Houghton, C. (2003). Race against time: Extended hours in Australia. Australian Bulletin of Labour, 29(2), 126. Chemin, M., Kurmann, A. (2014). Do workers feel entitled to high wages? evidence from a field experiment. Mimeo. Kube, S., Marchal, M. A., Puppe, C. (2013). Do wage cuts damage work morale? Evidence from a natural field experiment. Journal of the European Economic Association, 11(4), 853-870.

The Differences between the Chinese Guanxi (Connections) and Australians

Table of Contents Introduction How business is conducted in Guanxi How to establish a relationship in Guanxi Differences of Australian’s networking with guanxi Conclusion Bibliography Footnotes Introduction Guanxi is Chinese word that means relationships, any kind of relationships. In the business culture, it simply refers to the network relationships that exist among business partners that cooperate and support each other. Guanxi networks are borne of the Chinese mentality that could be understood as â€Å"you scratch my back, I’ll scratch yours.† 1 In this spirit, parties are expected to exchange favors regularly and voluntarily.Advertising We will write a custom essay sample on The Differences between the Chinese Guanxi (Connections) and Australian’s specifically for you for only $16.05 $11/page Learn More In doing business successfully in China, acquiring the right Guanxi is very important in that the risks, frustratio ns and disappointments that easily discourage foreigners are minimized. Acquiring a Guanxi with the relevant authorities in regard to ones business will put your business into a long time competitive advantage2. Moreover, for any business enterprise in China a series of risks, barriers, and setups it experiences can be discouraging or render it unable to survive in the market but with the correct Guanxi working for your business, these barriers are eliminated 3. This fact has been refuted by4 who says that benefits of Guanxi in business performance have been exaggerated and cannot be proven since there is not enough data due to the secrecy that shrouds the practice. Establishing and nurturing a guanxi is a taxing investment in terms of resources and time but in the long run, these investments pay from the favors a person receives from partners especially when they are needed. A common phenomenon in domestic businesses, in the country, is where a strong network of suppliers, retailer s, banks and local government official are working together. In this circle, a common culture is where members visit each other’s residence on social visits and brings gifts to the hosts in terms of wine, cigarettes etc. In the western culture, this may be viewed as intrusion, but in China, this is another arena for furthering business interests as 5 observes. Australian networking takes the western route. This means creating an opportunity to meet and build rapport with people who can help in career development if one is looking for a job, chances of meeting new people and exchanging ideas if one is interested in social networking and chances of connecting businesses for business owners and entrepreneurs 6. This is done through networking events, groups or online.Advertising Looking for essay on business communication? Let's see if we can help you! Get your first paper with 15% OFF Learn More Networking organizations such as Networking World in Australia are bu siness organizations that offer networking services for businesses to join networking groups or events. Business networking is built over time through sharing information and building trust though this is done in a more formal way than in Guanxi. Businesses networking is done as a long term strategy for people mainly want to judge others professionalism, expertise and confidence. The major focus of networking is gaining contacts, leads and referrals without any personal gifts expected7. How business is conducted in Guanxi The way business is conducted in china is different in many ways from how the western world conducts theirs8. First Chinese businesses prefer to the transaction with people they know and trust relying on relationships, as opposed to who offers the best deal. For an organization that wishes to do business with the Chinese, it has to establish a relationship with the necessary parties who will get to know them first before any business deal is sealed. These relations hips do not simply mean companies getting to know each other but also the individuals involved at a personal level through visits, participating in activities together such as sports and informal meetings among others. These are not one off affair that is done before deals are signed, but an ongoing proces9. This means this relationship has to be maintained if more business relations are expected. How to establish a relationship in Guanxi Guanxi is established first by treating someone with decency and then showing trustworthiness whether on individual or company level10. If a Chinese establishes you can be trusted, he/she is likely to do more business with you. In order to strengthen this relationship, dependability and reliability are very crucial where you can be counted on in good and hard times. Finally, making regular contacts with each other cultivates understanding and emotional bonding and at this level, you are already friends and the Chinese will feel compelled to do busi ness with you first. In another aspect of Guanxi, is the relationships with high rank officials which is still of paramount importance in conducting successful business in China though this culture of political and administrative interference is reducing11. Companies that do business with government subsidiaries still find this important but for those that do not need help from the government it is of less importance.Advertising We will write a custom essay sample on The Differences between the Chinese Guanxi (Connections) and Australian’s specifically for you for only $16.05 $11/page Learn More Guanxi at another form function as information resources network and for companies that have a wide relationship web, they are able to achieve much better results than those that have little or no relationship with Chinese12. Differences of Australian’s networking with guanxi Australian networking in business takes the form of marketing relationshi ps or business networks that those involved have nothing to do with each other at a personal level. On the other hand, Guanxi in China involves personal relationships where business is all about individuals involved and interact at a personal level even before they conduct any form of business13. In Australian, business networks involves companies and goods in the industry that are being traded with, and the relationships they create at the business level, as opposed to a single employee being the center of the relationship. In China, however, Guanxi is seen as property of an individual working at a personal level; therefore, the company is utilizing the Guanxi assets of its employees. This means that when the person leaves the company, this asset of the networks he/she had created is lost to the organization14. In Australia business networks or relationships are between parties who are exchanging products or ideas in their transactions and money is involved. In the Guanxi, the pers ons involved often do not have goods or services they are exchanging and, therefore, are neither buyers or sellers or even business partners. These are often exchanging connections and other favors as it may involve a businessman or an employee of a company with a government official or a person with a connection to a government official. Example as described by15 is of an executive of an overseas company who has a friend in close to a key government official, and is constantly fed information on an upcoming project and the executive gives appropriate presentation based on this information and gets the tender. In the western business networks, customers and the companies or business partners are all part of the network which does not extend beyond business while, in guanxi customers, business partners or even the organization may not be part of it since it involves private contacts that relate at a personal, informal and clandestine exchanges. In the above example, the executive of the overseas company and his informant friend in the government have a personal relationship and exchange information secretary and informally without the involvement of the organizations they work for16.Advertising Looking for essay on business communication? Let's see if we can help you! Get your first paper with 15% OFF Learn More In Australia, the form of information exchanged between the executive and the Chinese government officials, obviously with a reward, is unethical and constitutes to bribery. Law is broken and this can lead to serious actions taken against the participants, but in China, this is perfectly alright, it is an example of Guanxi at work17. Conclusion Chinese networking (Guanxi) and Australian networking are clearly very different from each other. This is in terms of the level of involvement where in Australia businesses relate at the organization level while in china personal relationships are involved. Relationships are also viewed as a personal property in Guanxi while this is not the case in Australia. In Guanxi, also personal gifts exchange hands between parties while this is not the case in Australian networks and finally, Guanxi will be viewed as bribery and law breaking in Australia while, in China, this is perfectly legal. Bibliography Coopes, Amy. â€Å"Australia is social netwo rking capital of the world.† The Telegraph, 2010. Fan, Ying. â€Å"Guanxi’s Conseguences: personal gains at social cost.† Journal of  Business Ethics, 2002: 371-380. Gao, Hongmei. â€Å"Comparing Chinese guanxi with American networking for foreign-born Chinese job seekers in the U.S.† Business Library, 2007. Web. Hinner, Michael. Chinese and Western business cultures: A comparison and contrast.  Australia: Peter lang Publishing, Inc, 2005. Lo, Vincent. â€Å"Chinese Business Culture: Guanxi, An Important Chinese Business Element.† Los Angeles Chinese Learning Center.  Web. Mungenast, Hannes. Chinese Business Culture. Germany: GRIN Verlag, 2007. Reuvid, Jonathan. Doing Business with China. United States of America: GMB Publishing, 2005. Sun, Ted. Inside the Chinese business mind: a tactical guide for managers. United States of America: ABC-CLIO, 2010. Vanhonacker, Wilfried. â€Å"Guanxi Networks in China: how to be the spider not the fly.†Ã‚  The China Business Review, 2004: 48-60. Wray, Richard, and Heather Stewart. â€Å"Western business struggles to break Chinese barriers.† The Guardian, March 28, 2010: 8. Footnotes 1 Lo, Vincent. â€Å"Chinese Business Culture: Guanxi, An Important Chinese Business Element.† Los Angeles Chinese Learning Center. 2 Sun, Ted. Inside the Chinese business mind: a tactical guide for managers. United States of America: ABC-CLIO, 2010. 3 Gao, Hongmei. â€Å"Comparing Chinese guanxi with American networking for foreign-born Chinese job seekers in the U.S.† Busioness Library, 2007. 4 Vanhonacker, Wilfried. â€Å"Guanxi Networks in China: how to be the spider not the fly.†Ã‚  The China Business Review, 2004: 48-60. 5 Fan, Ying. â€Å"Guanxi’s Conseguences: personal gains at social cost.† Journal of  Businesss Ethics, 2002: 371-380. 6 Coopes, Amy. â€Å"Australia is social networking capital of the world.† The Telegraph, 2010. 7 Hinner, Mi chael. Chinese and Western business cultures: A comparison and contrast.  Australia: Peter lang Publishing, Inc, 2005. 8 Gao, Hongmei. â€Å"Comparing Chinese guanxi with American networking for foreign-born Chinese job seekers in the U.S.† Busioness Library, 2007. 9 Hinner, Michael. Chinese and Western business cultures: A comparison and contrast.  Australia: Peter lang Publishing, Inc, 2005. 10 Wray, Richard, and Heather Stewart. â€Å"Western business struggles to break Chinese barriers.† The Guardian, March 28, 2010: 8. 11 Hinner, Michael. Chinese and Western business cultures: A comparison and contrast.  Australia: Peter lang Publishing, Inc, 2005. 12 Mungenast, Hannes. Chinese Business Culture. Germany: GRIN Verlag, 2007. 13 Reuvid, Jonathan. Doing Business with China. United States of America: GMB Publishing, 2005. 14 Sun, Ted. Inside the Chinese business mind: a tactical guide for managers. United States of America: ABC-CLIO, 2010. 15 Vanhonacker, Wilfrie d. â€Å"Guanxi Networks in China: how to be the spider not the fly.†Ã‚  The China Business Review, 2004: 48-60. 16 Gao, Hongmei. â€Å"Comparing Chinese guanxi with American networking for foreign- born Chinese job seekers in the U.S.† Busioness Library, 2007. 17 Fan, Ying. â€Å"Guanxi’s Conseguences: personal gains at social cost.† Journal of  Businesss Ethics, 2002: 371-380. This essay on The Differences between the Chinese Guanxi (Connections) and Australian’s was written and submitted by user Farrah Rodgers to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.