Dictators and Their Effect on the WorkforceWritten by Michele Webb
In 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 throughout organization. Command-and-control tactics may still be found in basic military installments; society, however, has been informed to point that vast majority of 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, balance of power has really shifted and flows from bottom up. It is a high-stakes game where consumer is holding most valued cards or sitting in 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 in long run. Here are five reasons to not be an autocratic leader:
1.The best people will always head for 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.Only insecure, ineffective workers stay behind. Autocratic organizations and leaders will eventually find that they have zero leadership – except for 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 ImplementationWritten by Arno Esterhuizen
Any IT manager who wants to pursue IT Service Management journey by implementing 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 dedicate time and focus to drive it and to make sure it actually happens. A lot of organizations makes one of 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 throughout organization and having two head cooks in this "process kitchen" is sure to mess up 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 throughout company, even if there are numerous divisions spread across globe. This ensures that process is consistent throughout all divisions and helps break down barriers between departments and divisions.
The primary problem here, is that companies do not want to spend 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 lacking management commitment.