Comparison Of Ivan Pavlov And John Watson - 978 Words

In 1903 a Russian physiologist by the name of Ivan Pavlov first developed an experiential model of learning called Classical Conditioning (Lautenheiser 1999). An example if Classical Conditioning would be ringing a bell when it is time for your pet to eat. The pet hears the bell and over time is conditioned that when the bell rings its dinner time thus begins to salivate, and eventually learns to be conditioned to responding to the bell in a specific manner. The bases was that neutral stimulus would be put together with an excitatory one and over time the neutral stimulus would, at some point down the line elicit the response that was associated with the original unlearned response. Pavlov later added an element known as the nonexcitatory, conditioned stimulus which is but together with an unconditioned stimulus (Lautenheiser 1999). Classic Conditioning can also be known as stimulus response, conditioned response, respondent condition as these are the behaviors that take place du ring the Classical Conditioning. There are two basic forms of associative conditioning, classical and operant. Both Ivan Pavlov and John Watson were the first contributors to these behaviorist theories. Ivan Pavlov’s theory came about by working a dog and John Watson worked his classical conditioning with humans. John B. Watson thought that psychology should be known as the science of observable behavior because according to his writings â€Å"purely objective experimental branch of naturalShow MoreRelatedWatson and Rayner’s Classical Study with Llittle Albert Essay1726 Words   |  7 PagesIn the following essay I will be looking into the study conducted by Watson and Rayner (1920) on a small child known as ‘Little Albert’. 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Reconstructing Zwolinksi s Argument About Sweatshop Labor...

1. Reconstruct Zwolinksi’s argument about sweatshop labor Zwolinksi thought that regarding of the autonomy the workers of sweatshop are inclined to the seemingly unfair conditions of MNEs was not that bad if we could find that at least this was a kind of autonomous self-expression. The workers choices are also good to return stroke to the third parties such as governments or consumer boycott groups. The workers have a moral right to call for MNEs to voluntarily improve working conditions. Well, the sweatshop workers have no choice but to accept the harmful conditions although they are not with fully voluntary. 2. Reconstruct Arnold Bowie’s argument about sweatshop labor The MNEs should respect the persons and reduce the harm to the workers. One significant feature of globalization that is of particular relevance to our analysis is the increase in outsourcing by MNEs. MNEs are widely criticized by the public because of their law pay, or we should say an unreasonable pay, high labor intensity and bad conditions of works. It is reasonable to believe that all persons possess dignity and that this dignity must be respected. Workers are also exposed to dangerous toxic chemicals and airborne pollutants. One of the most controversial issues concerning sweatshops is the demand that employers raise the wages of employees in order to provide a living wage. Workers from all over the world complain about low wages. In Arnold Bowie’s opinion, the MNEs are challenging the rule of

Autocratic and Democratic Leadership Style †MyAssignmenthelp.com

Question: Discuss about the Autocratic and Democratic Leadership Style. Answer: Introduction Leadership is the deciding factor of an industry for the success of the businesses operation. The success and growth of an industry is directly related to the efficiency of the leadership. The report is to identify the leaderships exists in different industries. It compares two completely different industries that are retail and automotive industry. A brief description of both the industries comprises the first part of the report followed by the leadership comparison in the industries. The challenges faced in the industries regarding leadership were also recorded. The next part of the report compares one organization from each of the industries discussed in the report. The companies that are selected for the comparison are BWS an Australian retail store that serves liquor in the Australian market and the international car company Ford. A detailed description of the leadership practices, similarities, and dissimilarities in the leadership of the organization is presented. Based on the discussion, justified recommendation was made in the final part of the report addressing the issues identified earlier in the report. The leaders of the retail industries must see through to balance two main factors that are task direction and people management. The retail stores are of high-volume and vary a wide range of complexity from selling single type of product to more diversified varieties. Moreover, most of the stores in this particular industry are seasonal and the products sold considerably vary. The leadership style reflected by the industry is of bureaucratic, task oriented to manage and direct the employees to achieve work efficiency. This is a single level of leadership who is responsible for taking decisions for the organization. This type of leadership demonstrates minimum consideration about the people and the cultural diversity among the staffs (forumforthefuture.org. 2017). However, this type of leadership shows greater success in customer value proposition. The focus of the leaders in automotive industry is on the interests and needs of a particular group of people. However, the companies tend to select the altercative leadership in the process of achieving success in the field. However, there lies the lack of compact viewpoint that underestimates the extent of the challenges they are facing or about to face. The industry ranges from a wide range of the types of vehicles that can be produced. It depends on the organization which sector interests them the most. The complexity of the industry is however much lesser than the retail industry as there are particular number of product line possibly exist. The industry on the other hand focuses particular target market and this is relatively same around the world. The demand of the customers are valued deciding the types of motor vehicles to be sold in the particular market However, the industry is undergoing some changes to refocus their goals. The particular leadership in the industry focuse s on the customer demand which makes them to choose between the customer value proposition and employee satisfaction. In this case, the value proposition is given optimum priority. It neglects the employee satisfaction in the process. Leadership Comparison Current Australian retail industry demonstrates the practice of bureaucratic leadership. It shows its effectiveness in managing the work process. Most of the decision made in the retail industry is bind by the rule of management and hardly deviates from it. The leaders of this style is comfortable to follow the specific rules for doing things and takes different level planning for seeking success (Chemers, 2014). However, the leadership opted by the retail industry seems to be justified to support the work environment of the industry. Each of the retail stores have to handle high volume of goods every single day that needs tracking. Moreover, this is a process requires systematic observation that only bureaucratic leadership can provide. However, the particular type of leadership offers little space for considering the well-being of the employees working under him. This in turn fails to propose value to the employees. The strict process on the other hand delivers systematic and quali ty products and services to its customers that successfully delivers value to the customers. Though the leadership fails to satisfy the needs of all the stakeholders, it customer value is kept in mind and given importance (Achtenhagen, Melin Naldi, 2013). Automotive industry on the other hand reflects different types of leadership and it varies from organization to organization. Leadership model opted by ford varies from the one used by Toyota. However, there is a similarity prevails in most of the automotive companies. They tend to follow the autocratic leadership for keeping the decision making authority within the board members (Arumugam, Mojtahedzadeh Malarvizhi, 2011). This style of leadership is of old schools and has little impact in the continuously changing nature of the employees. The employees show discomfort and dissatisfaction working under this particular style of leadership. However, this type of leadership is profit oriented and can show potential in value proposition. The customer value is considered with utmost importance and staking the comfort of the employees. The process of giving priority to the customer demands sometimes fails in evidencing the social responsibilities of the organization in the process of prof it making decisions taken by the leaders. It reflects negative impression on the customers (Ojokuku, Odetayo, Sajuyigbe, 2012). The example of the Volkswagen emission control issue is the greatest citable example in this regards. Similarities and Differences between the leadership Both the industries chosen show a level of similarities and dissimilarities in the context of leadership. The bureaucratic leadership proves to be common among the retail industry, whereas the automotive industry is dominated by the autocratic leadership style (Dennis, Kinzler-Norheim Bocarnea, 2010; Bhatti et al., 2012). Both the style of leaderships is old school and the decisions taken by both autocratic and bureaucratic leaders are completely taken by the leaders only and others have no role to play regarding the matter (Van Wart, 2013). The effects of the leaderships are more or less similar regarding the employee satisfaction that reflects low level of job satisfaction. Regardless of the similarities found in the leaderships styles of retail and automotive industry, some differences could be spotted. The primary difference that could possibly mentioned is the process of decision making. Bureaucratic leaders take decision from the rulebook and hardly deviate from the prescribed set of procedure. Autocratic leadership on the other hand does no such thing (Antonakis House, 2013). BWS is the liquor brand of Woolworths operating around Australia. They sell various liquor products both online and offline (woolworthsgroup.com.au. 2017). Ford on the other hand is selected from the automotive industry that is spread around the world. The company practices bureaucratic leadership for all the stores operating in Australia. It is till date helping them in attaining success in the process. However, the changing market is challenging them in continuing their leadership practice. The bureaucratic leadership helps them in both creating value and managing the operation (Northouse, 2015). However, the changing generation of the employees is leading to increasing dissatisfaction of the employees. Moreover, new leadership model is required to communicate the value proposition to the customers as the old school value proposition is no longer valid in todays modern world. The leadership followed at Ford automobile is the autocratic one. However, Mulally has modified the technique according to the need of changing generation. These modifications helped him to create opportunity for the broken company to make a comeback in the industry (foxbusiness.com., 2017). The practices followed by Mulally is as follows: He tries to communicate his vision to the employees to make them understand the reason behind the decision The leaders value is communicated to the employees stating the process of achieving progress. The win-win mindset and approach in relationship while partnering with other companies. The strong positivism to motivate the employees Result oriented leadership to attain maximum benefit. He has managed so far to keep the company from taking load from the government for paying its debts. He has sold some of companys assets and took loan in exchange of companys assets, but that has led him to pay some of the debts of the company (com., 2017). The only similarity that is possible to find between the leadership of the organizations is the employee dissatisfaction is present in both the companies. The difference between the leadership practices of both the company is the bureaucratic leadership of BMS has negative impact on its employees and they tend to get de-motivated, whereas the autocratic leadership of Ford has negative implication. Mulally is the decision maker of the company. No others opinion is taken into account that is crucial for the current situation of the market. Moreover, BWS decisions are ruled out and hardly deviate in any cases. Recommendation Based on the current situation of the industries and companies, the following recommendations can help them in developing their situation to cope up with the constant change in the modern day market situation and the market demand. Both the companies belonging from respective industries can implement the transformational leadership for developing their workplace situation and value proposition. It will help them to keep up with the modern day market situation and address the constant change in the market. However, some modification is required in accordance of the industry implemented. The following will individually address the use of transformational leadership in each industry. Use of transformational leadership help the leaders addressing the employees needs and prioritize them which will facilitate in developing the satisfaction level of the employees (Garca-Morales, Jimnez-Barrionuevo Gutirrez-Gutirrez, 2012). Leaders following transformational style interact their thought with the followers and consider their opinion in decision-making process. This will help the managers understand the real world problem faced by the employees and help them developing the situation and customer value creation (Wang Hsieh, 2013). Employee involvement will increase their self-esteem and motivate them in the workplace. It will help the leaders to take agile decision and the employees will have a level of authority to take quick decision they consider right at the given situation. Involvement of employees in decision making will enable the leader to obtain greater insight on customer behaviour and demand by accessing the experience of the employees The changing demand of the customers will obviously demand innovation, which would be satisfied by the involvement of the technical team in the process of decision making and accessing the greater innovative ideas (Amit Zott, 2012). The financial problem would only be addressed when the finance team of the company participate and contribute ideas and knowledge to the leader for better understanding the situation and way out. For example, if ford can generate greater profit by increasing the quality of the cars or the services. Production of greater expensive cars will limit the target customer group and increase the production cost. Hence, it will be effective for them to increase the service and assurance to attract more customers under they brand loyalty (Caldwell et al., 2012). Conclusion The above discussion concludes that the leadership used by most of the organizations along with the studied organization under each industry reflects a degree of limitation in their performance. The leadership style hold by the leaders of studied industries are incompatible to generate greater revenue for the company. The changing market requires a transformational leadership that will work for both of the industry. The Study specifies the benefits that could be obtained with the use of such leadership style. They can attain greater customer value and employee satisfaction using the transformational leadership and motivate the employees in the workplace by noting their importance. References Achtenhagen, L., Melin, L., Naldi, L. (2013). Dynamics of business modelsstrategizing, critical capabilities and activities for sustained value creation.Long range planning,46(6), 427-442. Amit, R., Zott, C. (2012). Creating value through business model innovation.MIT Sloan Management Review,53(3), 41. Antonakis, J., House, R. J. (2013). The full-range leadership theory: The way forward. InTransformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition(pp. 3-33). Emerald Group Publishing Limited. Arumugam, V. C., Mojtahedzadeh, R., Malarvizhi, C. A. (2011). Critical success factors of total quality management and their impact on performance of Iranian Automotive Industry. InInternational conference on innovation, management and service(Vol. 14, No. 2, pp. 312-316). Bhatti, N., Maitlo, G. M., Shaikh, N., Hashmi, M. A., Shaikh, F. M. (2012). The impact of autocratic and democratic leadership style on job satisfaction.International Business Research,5(2), 192. Caldwell, C., Dixon, R. D., Floyd, L. A., Chaudoin, J., Post, J., Cheokas, G. (2012). Transformative leadership: Achieving unparalleled excellence.Journal of Business Ethics,109(2), 175-187. Chemers, M. (2014).An integrative theory of leadership. Psychology Press. Dennis, R. S., Kinzler-Norheim, L., Bocarnea, M. (2010). Servant Leadership Theory. InServant Leadership(pp. 169-179). Palgrave Macmillan UK. Garca-Morales, V. J., Jimnez-Barrionuevo, M. M., Gutirrez-Gutirrez, L. (2012). Transformational leadership influence on organizational performance through organizational learning and innovation.Journal of business research,65(7), 1040-1050. forumforthefuture.org. (2017). Retail Leadership. Retrieved 11 October 2017, from https://www.forumforthefuture.org/project/retail-leadership/overview foxbusiness.com. (2017). Alan Mulally and Ford Retrieved 11 October 2017, from https://www.foxbusiness.com/markets/2014/01/22/7-practices-alan-mulally-that-helped-ford-pass-competitors.html Northouse, P. G. (2015).Leadership: Theory and practice. Sage publications. Ojokuku, R. M., Odetayo, T. A., Sajuyigbe, A. S. (2012). Impact of leadership style on organizational performance: a case study of Nigerian banks.American Journal of Business and Management,1(4), 202-207. Van Wart, M. (2013). Lessons from leadership theory and the contemporary challenges of leaders.Public Administration Review,73(4), 553-565. Wang, D. S., Hsieh, C. C. (2013). The effect of authentic leadership on employee trust and employee engagement.Social Behavior and Personality: an international journal,41(4), 613-624. woolworthsgroup.com.au. (2017).BWS. Retrieved 11 October 2017, from https://www.woolworthsgroup.com.au/page/about-us/our-brands/liquor/BWS