Explain how to read the above mentioned diagram. Use another same diagram to add the relevant job functions/game titles (if you want to increase your justification!)
An authoritarian leader makes decision with no consultations. According to Kurt Lewin, the autocratic leadership style is possible when there is no need for insight on the decision and the input will not influence the decision in the long run. Authoritarian control style often types of surface in work situations that want low-level skills from employees and are designated by low profit margins or restricted cost controls. A good example of an authoritarian innovator is the traditional toothpaste manufacturer. Creation toothpaste is a repeated production and because of the low profit margins on each tube of toothpaste, decisions to tighten up costs are arrived at the sole decision of the first choice.
Paternalistic command combines authoritarian command, or strong discipline and authority, with benevolent command, or fatherly treatment and matter for subordinates' personal well-being. Examples of paternalistic leadership style are leaders of food and drink restaurants. Fast food string restaurants such as McDonalds and KFC are international brands. As certain expectations and procedures already are in place, market leaders make decisions to be aligned with the international standards but also have an open-door coverage that concentrates on building interactions with the employees.
A participative leader stocks decision making with group users and accepts suggestions although the ultimate decision may vary as the first choice has the final say. Corresponding to Lewin, participative command style can succeed the co-operation of employees and inspire them effectively. A good example of a participative control style is a high-tech supplier. As technology is continually changing, leaders in high-tech organizations promote two-way communications and embrace suggestions from employees. Apple and Microsoft encourage their employees to share ideas and possible suggestions are later made a decision to incorporate into their products.
The laissez-faire leadership style reduces the leader's involvement in decision-making and allows employees to make their own decisions such as establishing their own insurance policies and methods. Laissez-faire market leaders may still be responsible for the outcome with their employees' decisions. Laissez-faire is most effective when people are capable and motivated in making their own decisions and there is absolutely no requirement of a central coordination. An example is an entertainment company that is an expert in provision of performance arts. When coping with a range of painters, employees must be given the freedom to select the soft-people skills to deal with each artist. Therefore, a centralized composition is not feasible for such a versatile industry. Another example is the modeling businesses. As models' duties are to portray the clients' advertising intents, models must get the freedom to work carefully with the customers. Thus due to the unique aspect of the working environment, laissez-faire control style is more appropriate for the management of such entertainment and modeling businesses.
A Management Grid (Contingency Management Styles)
A1. Traditional producer (eg. "tooth paste" factory)
A2. Hi-tech manufacturer (eg. "Sdcard" maker; entail hardware + software
development)
B1. F&B restaurant (eg. Food stalls, seafoods restaurants)
B2. Fast food string restaurant (eg. "McDonalds", "KFC")
C1. Entertainment company specializes in provision of performance arts, with a range
of artists
C2. Company that signifies fashion models, trains models, get test shoots and
layout portfolios
High
A2
B1
B2
Low
C1
C2
A1
Low
High
Concern for People vs Matter for Work
Explain how to learn these diagram. Use another same diagram to include the relevant job functions/titles (if you'd like to extend your reason!)
The Management Grid also known as Managerial Grid, produced by Robert Blake and Jane Mouton, is a framework that all together specifies concern for the development and people dimensions of command because to achieve effective leadership, leader must integrate the duty and marriage orientations. Matter for production is the amount to which a head stresses on concrete objectives, organizational efficiency and high output when deciding how better to accomplish a task. Concern for individuals is the degree to which a leader considers the needs of team members, their passions, and areas of personal development when deciding how better to accomplish a task.
Low People, Low Work (Impoverished Command)
Similar to laissez-faire authority, this leader is mainly inadequate. He has neither a high respect for creating systems for getting the work done nor for creating a work place that is satisfying and motivating. The result is a location of disorganization, dissatisfaction and disharmony.
Entertainment organization and modeling companies use this authority style. Leaders of entertainment company empower employees the overall flexibility to cope with artists as a consequence to the various personality of performers. Similarly, leaders of modeling firms do not hinder the models' job. As models are required to display the style personality of the client's attire, they are given the liberty to work closely with clients to ensure goals are found and client's satisfaction is maximized.
Low People, High Work (Produce or Perish Management)
This design of leader is also known as Authoritarian or Conformity Leaders. These market leaders assume that employees are simply just a way to an end. Employee needs are always extra to the necessity for useful and productive workplaces. This sort of leader is very autocratic, has demanding work rules, plans and techniques, and views punishment as the utmost effective methods to motivate employees. (Theory X&Y)
Traditional manufacturer uses this authority style. Such business has a set of policies and procedures for employees to abide. Furthermore, mechanized solutions are used in the development of toothpaste which brings about minimal human interference. Consequently, employees are felt as an procedure tool in the creation of toothpaste (the result).
High People, Low Work (Country Membership Leadership)
The leader is most concerned about the needs and thoughts of participants of his team. These leaders operate under the assumption that so long as associates are happy and secure, they'll work hard. What tends to effect is a work environment that is very calm and fun but at the trouble of production due to lack of path and control.
High People, High Work (Team Command)
This is the pinnacle of managerial style. These leaders stress creation needs and the needs of the people equally highly. The idea here's that employees are involved in understanding organizational purpose and determining creation needs. When employees are committed to, and have a stake in the organization's success, their needs and creation needs coincide. This creates a team environment predicated on trust and admiration, which contributes to high satisfaction and drive and, as a result, high development. (Theory Y)
Hi-tech maker uses this command style. Because of the progression of technology, these organizations need to respond quickly to the change in environment to stay competitive. Consequently, leaders often present and instill the organization's goal in employees to attain organization's success. Also, leaders encourage employees to talk about their suggestions into making the organization's products more successful. Such command ensures organization's success and employees' fulfillment.
F&B restaurants and junk food chains use this management style. Such organizations give attention to providing customer satisfactions through their food. These organizations embed the human touch factor in their culture. While the quality of the meals is not bargain, leaders of such organizations show good care and concern for his or her employees. Due to personal commitments, the market leaders may allow the employees to conform a flexi-working time which can greatly influence the manpower during top periods.
The Managerial Grid
A1. Traditional manufacturer (eg. "tooth paste" manufacturer)
A2. Hi-tech maker (eg. "Sdcard" maker; entail hardware + software
development)
B1. F&B restaurant (eg. Food stalls, seafoods restaurants)
B2. Fast food string restaurant (eg. "McDonalds", "KFC")
C1. Entertainment organization focuses on provision of performance arts, with a range
of artists
C2. Agency that symbolizes fashion models, trains models, get test shoots and
layout portfolios
(9, 9)
(9, 1)
(1, 9)
(5, 5)
(1, 1)
1
Low
Concern for Production
9
High
High
9
1
Low
Concern for People
Explain how to learn the above mentioned diagram. Use a separate same diagram to add the relevant job functions/game titles (if you want to increase your explanation!)
The Managerial Grid also called Leadership Grid, developed by Robert Blake and Jane Mouton, is a framework that simultaneously specifies concern for the production and people dimensions of command because to accomplish effective leadership, innovator must integrate the duty and relationship orientations. Concern for development is the degree to which a leader emphasizes on concrete targets, organizational efficiency and high productivity when deciding how better to accomplish an activity. Concern for folks is the amount to which a innovator considers the needs of associates, their passions, and areas of personal development when deciding how best to accomplish an activity. Regarding to Blake and Mouton, the Managerial Grid identified the following five control styles:
Produce or Perish Command (9, 1 - high development, low people)
This style of leader is also known as Authoritarian or Conformity Leaders. These market leaders believe employees are simply a means to an end. Staff needs are always secondary to the necessity for useful and successful workplaces. This type of innovator is very autocratic, has rigorous work rules, procedures and types of procedures, and views punishment as the most effective methods to encourage employees. Traditional manufacturer uses this leadership style. Such business has a set of policies and methods for employees to abide. Furthermore, mechanized technology are being used in the production of toothpaste which causes minimal human interference. Consequently, employees are looked like as an procedure tool in the creation of toothpaste (the result).
Country Club Authority (1, 9 - low development, high people)
The innovator is most concerned about the needs and feelings of customers of his team. These market leaders operate under the assumption that as long as associates are happy and secure, they'll work hard. What will result is a work environment that is very laid back and fun but at the trouble of production scheduled to lack of direction and control.
Impoverished Leadership (1, 1 - low production, low people)
This leader is mostly ineffective. He has neither a higher regard for creating systems so you can get the work done nor for creating a work environment that is satisfying and motivating. The effect is a place of disorganization, dissatisfaction and disharmony. Entertainment firm and modeling firms use this control style. Market leaders of entertainment firm empower employees the overall flexibility to deal with artists as a consequence to the different personality of musicians and artists. Similarly, market leaders of modeling companies do not hinder the models' job. As models are required to display the style personality of the client's apparel, they receive the liberty to work strongly with clients to ensure goals are attained and client's satisfaction is maximized.
Middle-of-the-Road Management (5, 5 - middle production, middle people)
This style seems to balance both competing concerns. It may at first seem to be an ideal compromise. However, a challenge lies within. When the leader compromise, he will give away a bit of each matter so that neither production nor people needs are totally met. Leaders who us this style settle for average performance and often believe that this is the most anyone can expect. F&B restaurants and junk food chains utilize this command style. Such organizations focus on providing customer satisfactions through their food. These organizations embed the human being touch component in their culture. As the quality of the meals is not compromise, leaders of such organizations show care and attention and concern for his or her employees. Due to personal commitments, the market leaders may allow the employees to conform a flexi-working time which can greatly have an effect on the manpower during optimum periods.
Team Leadership (9, 9 - high creation, high people)
This is the pinnacle of managerial style. These leaders stress production needs and the needs of the people evenly highly. The premise here's that employees get excited about understanding organizational purpose and determining production needs. When employees are focused on, and have a stake in the organization's success, their needs and development needs coincide. This creates a team environment based on trust and value, which brings about high satisfaction and motivation and, because of this, high development. Hi-tech maker uses this leadership style. Due to the improvement of technology, these organizations need to react quickly to the change in environment to remain competitive. So, leaders often present and instill the organization's target in employees to achieve organization's success. Also, leaders encourage employees to talk about their suggestions into making the organization's products more successful. Such command ensures organization's success and employees' fulfillment.
The model proposes that when both people and creation concerns are high, staff engagement and output increases accordingly. This is true and it comes after the ideas of Theories X and Y, and other participative management ideas.
Transformational vs Transactional Leadership
A1. Traditional supplier (eg. "tooth paste" manufacturer)
A2. Hi-tech producer (eg. "Sdcard" maker; entail hardware + software
development)
B1. F&B restaurant (eg. Food stalls, seafoods restaurants)
B2. Fast food chain restaurant (eg. "McDonalds", "KFC")
C1. Entertainment firm focuses on provision of performance arts, with a range
of artists
C2. Organization that symbolizes fashion models, trains models, get test shoots and
layout portfolios
Transformational Leader
Transactional Leader
A2
C1
C2
A1
B1
B2
Explain how to read the above mentioned diagram. Use a separate same diagram to add the relevant job functions/headings (if you want to extend your explanation!)
Transactional leadership assumes that work is done only because it is rewarded and thus the leader targets designing tasks and reward constructions. It may not be the most attractive management strategy in building romantic relationships and developing a long-term motivating work environment, it is workable generally in most organizations on a daily basis to get work done. This control style starts off with the idea that employees consent to obey their head totally when they agree to a job. The leader has the right to "punish" the employees if their work does not meet up with the standard. Under transactional command, little can be carried out to boost employees' job satisfaction. Transactional leadership is a kind of management rather than true command style because the concentrate is on short-term duties. It offers serious limits for knowledge-based or creative work. Examples of transactional leadership are available in traditional company organisations, F&B restaurants and fast food chain restaurants. Work buildings in these organizations are typically standard and daily habit and thus, employees experience nominal job satisfaction. In these organizations, the partnership between the head and employees is comparable to that of a deal, whereby the first choice rewards/will pay the employees for the work done.
Transformational leaders are true market leaders who encourage employees constantly with a shared vision of the future. They are exceedingly motivating and respected. While this leader's enthusiasm is often approved onto the team, he needs to be recognized by "detail people". That's the reason in many organizations, both transactional and transformational authority are needed. The transactional market leaders (or managers) ensure that boring work is done reliably as the transformational leaders take care of initiatives that add value. Transformational market leaders are found in hi-tech producer, entertainment organization and modeling agency. Market leaders in such organizations hold the vision and foresight to bring the organizations to higher heights through a wholesome and interactive romantic relationship with the employees. Market leaders in hi-tech maker such as Apple welcome and embrace ideas from employees to boost its products that appeal to the consumers. So, Apple has been very successful over the years in producing gizmos for consumers worldwide. Market leaders in entertainment companies strive to bring their arts to the globe and promote their countries' ethnical arts. This is to avoid the extinction of cultural arts. Market leaders in modeling agencies will often have the love for fashion. They inspire models to show and bring to life the fashion personality of the designers.
(E)
A1. Traditional manufacturer (eg. "tooth paste" manufacturer)
A2. Hi-tech producer (eg. "SD card" maker; require hardware + software
development)
B1. F&B restaurant (eg. Food stalls, seafood restaurants)
B2. Junk food chain restaurant (eg. "McDonalds", "KFC")
C1. Entertainment firm focuses on provision of performance arts, with a range
of artists
C2. Company that signifies fashion models, trains models, get test shoots and
layout portfolios
Theory X
Theory Y
A1
B1
B2
A2
C1
C2
Explain how to learn these diagram. Use a separate same diagram to add the relevant job functions/headings (if you want to increase your reason!)
Accordingly Douglas McGregor, Theory X ('authoritarian management' style) assumes that the average person has an inherent dislike of work and can avoid it if they can. Because of their dislike for work, most people must be managed and threatened before they will work hard enough. The average person prefers to be aimed, dislikes responsibility, is unambiguous and wishes security above everything. These assumptions give rise to both "tough" management with punishments and limited handles, and "soft" management which aims at harmony at the job. In genuine facts, a person needs more than financial rewards at the job. He also needs some deeper higher order inspiration such as the opportunity to fulfill himself. Theory X managers however, do not give their workers this opportunity. In traditional maker organizations, F&B restaurants and junk food chain restaurants, jobs tend to be rigid and boring. Fundamentally, employees do not expect any variances in their daily work. Thus they can be tasked to simply perform regular work without the need to bother about anything else.
According to McGregor, Theory Y ('participative management' style) assumes that the physical and mental work in work is really as natural as play or rest. Control and consequence are not the only real methods to make people work. Man will exert self-direction if he's committed to the organization's goals. The common man learns under proper conditions not and then accept but to seek responsibility. A large number of employees use creativity, creativeness and ingenuity to solve work problems. Although Theory Y is difficult to place into practice on the shop floor in large mass creation operations, it can be used initially to manage professionals. In situations where you'll be able to obtain commitment to objectives, it is better to explain the matter totally so that employees understand the goal of an action. They will then exert self-direction and control to do better work than if indeed they had simply carry out an order. In hi-technology organizations, entertainment businesses and modeling firms, employees tend to be passionate about the jobs and therefore are empowered to defend myself against greater responsibility in managing situations. Because of the doubt of the sectors, employees need to reply well-timed to environmental changes.
In a nutshell, McGregor wishes managers to put into operation the essential assumption that "Staff will contribute more to the business if they are treated as liable and respected employees".
(F)
A1. Traditional producer (eg. "tooth paste" stock)
A2. Hi-tech company (eg. "SD card" maker; entail hardware + software
development)
B1. F&B restaurant (eg. Food stalls, sea food restaurants)
B2. Fast food string restaurant (eg. "McDonalds", "KFC")
C1. Entertainment company specializes in provision of performance arts, with a range
of artists
C2. Firm that represents fashion models, trains models, get test shoots and
layout portfolios
Transformational
A2
C1
C2
Transactional
A1
B1
B2
Theory X
Theory Y
Explain how to read the aforementioned diagram. Use another same diagram to add the relevant job functions/game titles (if you want to increase your reason!)
The concept of transactional and transformational management, and Ideas X and Y has been protected in the above questions.
Transactional authority & Theory X
Due to the routine and rigidity of work in traditional developing organizations and F&B restaurants, leaders assume that employees dislike work and can avoid it when possible. Thus, transactional management is often found in these organizations to pay back employees to be able to get work done.
Transactional control & Theory Y
As most junk food chain restaurants curently have worldwide existence, transactional leaders must be sure that the restaurants' standard is regular with the chain's predetermined rules. To be able to achieve this, leaders take part in a transaction relationship with employees by giving enough rewards to employees. However, ethnicities across countries change. Understanding this ethnical difference, country market leaders encourage employees to talk about their views to improve the junk food restaurants into a better eating out choice for consumers.
Transformational management & Theory Y
Hi-technology production organizations, entertainment companies and modeling companies adapt transformational authority because market leaders are ambitious and assume that the organizations are capable to attain greater heights. Market leaders in such organizations show and instill the organizations' eyesight to employees and showcase that every employees play an important part in the organizations' success. Because of the turbulent environment of the establishments, employees are empowered with the overall flexibility to solve work problems. So, employees are encouraged to assume increased responsibility.
(G)
A1. Traditional manufacturer (eg. "tooth paste" stock)
A2. Hi-tech manufacturer (eg. "Sdcard" maker; involve hardware + software
development)
B1. F&B restaurant (eg. Food stalls, seafoods restaurants)
B2. Fast food string restaurant (eg. "McDonalds", "KFC")
C1. Entertainment firm focuses primarily on provision of performance arts, with a range
of artists
C2. Organization that signifies fashion models, trains models, get test shoots and
layout portfolios
organic organization
A2
B2
C1
C2
mechanistic organization
A1
B2
Theory X
Theory Y
Explain how to read the aforementioned diagram. Use a separate same diagram to add the relevant job functions/titles (if you'd like to increase your reason!)
Mechanistic organizations have clear well-defined, centralized, vertical hierarchies of command line, expert and control. Efficiency and predictability are emphasized through specialty area, standardization and formalization. So, it ends in rigidly defined careers, technologies and functions. Organizational structures, processes and functions function like a machine in which every part of the organization does indeed what it was created to complete. Mechanistic organizations tend to be appropriate in secure environments and for routine responsibilities and technologies.
Organic organizations are decentralized with adaptable, broadly defined jobs and also have relatively few and broadly described rules, steps and functions. Such organizations give attention to interdependence among employees and devices, multi-directional communication, worker initiative, and employee involvement in problem solving and decision making. Organic organizations are highly ideal for unstable, turbulent surroundings and then for non-routine tasks and technologies. In organic and natural organizations, the emphasis is on success, problem resolving, responsiveness, overall flexibility, adaptability, imagination and innovation. Such an organization responds timely to environmental change because employees are empowered to be creative, to test and suggest new ideas. The procedure of technology is brought on by employees throughout the organization in a "bottom-up" manner.
The concept of Theories X and Y has been covered in the above questions.
Mechanistic company, Theory X
A traditional creation organization functions in a relatively stable environment and jobs are often rigidly defined. Such organizations change mechanistic management system whereby production techniques and techniques are used to minimize waste material and optimize outputs for a given quantity of inputs. The ultimate goal of mechanistic framework is efficiency. Due to the regular and non-challenging daily work, market leaders think that employees dislike work and can avoid it if possible. Thus, transactional authority is often found in these organizations to prize employees in order to get work done.
Mechanistic company, Theory Y
As most fast food chain restaurants already have worldwide presence, you can find clear command and control to ensure that each country's restaurants' standard is regular with the chain's predetermined principles. Thus, mechanistic structure is employed to attain the desire objective. Knowing the cross-cultural differences, country market leaders encourage employees to share their views to increase the fast food restaurants into a much better eating out choice for consumers.
Organic organizations, Theory Y
Hi-technology manufacturing firm, F&B restaurants, entertainment firms and modeling agencies operate in a highly turbulent environment and are extremely vulnerable to competition. Thus, these organizations employed the organic management system to react timely to the environmental changes. Employees must work cross-functionally cohesively to ensure problems are addressed promptly. Employees in such organizations identify themselves with the organizations and suppose better responsibility to ensure corporate and business success.
(H)
A1. Traditional company (eg. "tooth paste" factory)
A2. Hi-tech maker (eg. "Sdcard" maker; require hardware + software
development)
B1. F&B restaurant (eg. Food stalls, seafoods restaurants)
B2. Junk food string restaurant (eg. "McDonalds", "KFC")
C1. Entertainment company focuses on provision of performance arts, with a range
of artists
C2. Firm that symbolizes fashion models, trains models, get test shoots and
layout portfolios
organic organization
A2
C1
C2
mechanistic organization
A1
B1
B2
Transactional leadership
Transformational
leadership
Explain how to learn the aforementioned diagram. Use a separate same diagram to include the relevant job functions/game titles (if you want to extend your reason!)
The principles of mechanistic and organic firm, as well as transactional and transformational control have been covered in the aforementioned questions.
Due to the program and rigidity of job scope in the original developing organizations, F&B restaurants and fast food string restaurants, these organizations have a mechanistic framework with well-defined command line and control. Employees' suggestions and views will often have no effect on the organizations' decisions. Thus because of the lack of job satisfactions in employees, transactional authority is usually used in such organizations to get work done.
As hi-technology manufacturing organizations, entertainment organizations and modeling organizations operate in an extremely unstable environment and are vulnerable to competitions, organic buildings are more appropriate to ensure changes to the surroundings are taken care of immediately immediately. Such organizations are led by transformational market leaders as they may have the foresight and determination attributes to impact and lead the employees and organizations towards increased heights. Most of all, transformational leaders be capable of solve problem efficiently.
(I)
A1. Traditional supplier (eg. "tooth paste" manufacturer)
A2. Hi-tech maker (eg. "SD card" maker; require hardware + software
development)
B1. F&B restaurant (eg. Food stalls, seafoods restaurants)
B2. Junk food chain restaurant (eg. "McDonalds", "KFC")
C1. Entertainment firm specializes in provision of performance arts, with a range
of artists
C2. Firm that symbolizes fashion models, trains models, get test shoots and
layout portfolios
Transformational
A2
C1
C2
Transactional
A1
B1
B2
Authoritarian
Paternalistic
Participative
Laissez-faire
Explain how to learn the aforementioned diagram. Use a separate same diagram to add the relevant job functions/titles (if you want to increase your reason!)
The principles of transactional, transformational, authoritarian, paternalistic, participative and laissez-faire control have been protected in the above questions.
Transactional and authoritarian leaderships are employed in traditional production organizations. As the job scopes are tedious and well-defined, employees must follow and abide by instructions from the management. Little variations arise in such organizations. Furthermore, due to the lack of job satisfactions in employees, market leaders reward employees in order to get the task done promptly. If employees' work standard comes below expected, market leaders have the privileges and authority to impose abuse on employees.
Transactional and paternalistic leaderships are used in F&B restaurants and junk food string restaurants. Instructions are also top-down and leaders impose tight settings to ensure quality of food is not compromise. Thus, employees must follow totally to instructions given. Because of the element of client satisfaction required in the F&B industry, leaders sometimes show compassion to employees to ensure their welfare is looked after to ensure delivery of superior customer support, which in turn benefits the organizations.
Transformational and participative leaderships are employed in hi-technology creation organizations. Due to the improvement in technology, these organizations required leaders with the eyesight and foresight to bring the organizations to greater heights. These market leaders are also with the capacity of influencing and motivate employees towards reaching their vision. Market leaders in these organizations also welcome and adopt recommendations from employees to improve their products. Employees' inputs can have an immense effect on the final product that the organizations are researching on. In return, employees associate themselves with the organizations and are self-directed to donate to the organizations.
Transformational and laissez-faire leaderships are being used in entertainment firms and modeling organizations. As these organizations are coping strongly with people, it's important that employees are versatile to complement their gentle skills to complement that of the painters and clients. To ensure the well-being of performers and clients are looked after, leaders enable employees with the overall flexibility to take care of different individuals. The leaders are typically not mixed up in daily businesses of such organizations. So, employees will be able to minimize any conflicts that may occur from applying the same strategy when handling people with diverse personalities.
(J)
A1. Traditional maker (eg. "tooth paste" manufacturing plant)
A2. Hi-tech manufacturer (eg. "SD card" maker; entail hardware + software
development)
B1. F&B restaurant (eg. Food stalls, sea food restaurants)
B2. Fast food chain restaurant (eg. "McDonalds", "KFC")
C1. Entertainment company specializes in provision of performance arts, with a range
of artists
C2. Organization that represents fashion models, trains models, get test shoots and
layout portfolios
organic organization
A2
C1
C2
mechanistic organization
A1
B1
B2
Authoritarian
Paternalistic
Participative
Laissez-faire
Explain how to learn the aforementioned diagram. Use another same diagram to include the relevant job functions/titles (if you'd like to extend your explanation!)
The concepts of mechanistic and organic organizations, as well as authoritarian, paternalistic, participative and laissez-faire leaderships have been protected in the above mentioned questions.
Mechanistic group and authoritarian leadership
Job obligations are well-defined and regular in traditional manufacturing organizations. Additionally, these organizations have a tight vertical hierarchy whereby instructions are top-down and minimal or no responses flows up to the management. Consequently, authoritarian leadership is common and trusted in these organizations with mechanistic framework.
Mechanistic corporation and paternalistic leadership
Employees in F&B restaurants and fast food chain restaurants must perform usual work daily. Instructions are also top-down and market leaders impose tight settings to ensure quality of food is not compromise. Thus, employees are required to follow firmly to instructions given. Because of the element of customer satisfaction required in the F&B industry, leaders sometimes show compassion to employees to ensure their welfare is looked after to ensure delivery of superior customer service, which benefits the organizations.
Organic company and participative leadership
Due to the progress in technology, it is critical that the hi-technology production organizations have the flexibility to respond to any changes in the companies. Thus, these organizations usually have an organic structure whereby leaders encourage cross-functional connection and coordination to problem fixing. Leaders in these organizations welcome and embrace suggestions from employees to boost their products. Employees' inputs can produce an immense impact on the final product that the organizations are exploring on. In exchange, employees relate themselves with the organizations and are self-directed to contribute to the organizations.
Organic organization and laissez-faire leadership
As entertainment businesses and modeling organizations operate in an extremely turbulent environment, it is critical that such organizations contain the flexibility to handle changes in the industries. As these organizations are interacting strongly with people, it's important that employees are adaptable to match their smooth skills to complement that of the music artists and clients. To ensure the well-being of music artists and clients are looked after, leaders enable employees with the flexibility to handle different individuals. The leaders are typically not involved in the daily operations of such organizations. Consequently, employees will be able to minimize any issues that may arise from making use of the same tactic when handling people with diverse personalities.
