Dictators and Their Effect on the Workforce

Written by Michele Webb

Inrepparttar past 20 years there has been a massive shift in corporate leadership. Accountability for leadership and what really goes on in an organization has been pushed down and distributed throughoutrepparttar 143631 organization. Command-and-control tactics may still be found in basic military installments; society, however, has been informed torepparttar 143632 point thatrepparttar 143633 vast majority ofrepparttar 143634 population will no longer tolerate a dictatorial style of leadership. Today’s generation is more concerned with people than with products.

In this consumer-oriented era,repparttar 143635 balance of power has really shifted and flows fromrepparttar 143636 bottom up. It is a high-stakes game whererepparttar 143637 consumer is holdingrepparttar 143638 most valued cards or sitting inrepparttar 143639 driver’s seat.

Perhaps you are a leader who believes there is no alternative other than to be an autocratic leader in today’s marketplace. With any business, it certainly takes a firm hand to guide an organization, but dictatorial methods will never work inrepparttar 143640 long run. Here are five reasons to not be an autocratic leader:

1.The best people will always head forrepparttar 143641 door. Your best employees who have their acts together enough to land a new job or serve in a new cause will always leave a dictator to his/her own devices.

2.Onlyrepparttar 143642 insecure, ineffective workers stay behind. Autocratic organizations and leaders will eventually find that they have zero leadership – except forrepparttar 143643 dictator.

3.The work environment becomes one of constant stress on employees. Dictators and their domineering decision-making produces an atmosphere of anxiety and tension that even visitors or customers can recognize.

Two critical success factors in an ITIL Implementation

Written by Arno Esterhuizen

Any IT manager who wants to pursuerepparttar IT Service Management journey by implementingrepparttar 143505 Information Technology Infrastructure Library (ITIL) needs to understand two very important factors well in advance. •The first factor i is to have dedicated, trained and committed process owners. If you want to have a successful Incident Management process which is under continuous improvement, you will need somebody who is ultimately responsible for it’s success and who can dedicaterepparttar 143506 time and focus to drive it and to make sure it actually happens. A lot of organizations makes one ofrepparttar 143507 following mistakes: •The process owner is non-existent which means there is nobody dedicated to drive a particular process. There is a process owner, but he or she is bogged down in day to day reactive activities or other "more important" business-driven projects and thus have no time for unnecessary "red tape" like ITIL. •There is more than one process owner for a particular process - a classic mistake. The idea of ITIL is to have a single consistent process throughoutrepparttar 143508 organization and having two head cooks in this "process kitchen" is sure to mess uprepparttar 143509 cake. Who will ultimately be responsible if there is more than one owner? Major companies who have successfully implemented ITIL have only one process owner throughoutrepparttar 143510 company, even if there are numerous divisions spread acrossrepparttar 143511 globe. This ensures thatrepparttar 143512 process is consistent throughout all divisions and helpsrepparttar 143513 break down barriers between departments and divisions.

The primary problem here, is that companies do not want to spendrepparttar 143514 money on dedicate resources for process owners. Obviously a process owner can have a split role, doing other work as well, especially in smaller companies. As long as that other role is not of a reactive firefighting nature. One person can also be made responsible for more than one process. Although these processes should be of similar focus. The Change, Configuration and Release roles can be shared by one person in small companies for example. I believe in a large corporate these roles should be fulfilled by dedicated people, and companies who does not fill these roles are not serious enough about ITIL and is most probably lackingrepparttar 143515 management commitment.

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