Command and Control
Command and Control
The current world’s leading economies have changed due to the aspect of globalization as well as the technology development. Although evidence suggests that leadership is charging, the traditional command and control model of leadership still holds some force in organization running. The world is changing at a first speed where traditional leadership strategy tends to drag operations of the organization. Despite such facts, I think some companies still use and practice the traditional command and control approach of leadership. Some leaders have been reluctant in adapting new leadership styles thus concentrates on the old models of leadership. The traditional approach still applies in the current world simply because leaders have not fully developed in the new ways of providing current leadership skills. Although the approach may look old, it also provides relevant skills that allow an organization grow and realize its goals and objectives compared to other leadership models, (Barker, 1992).
The secret behind traditional command and control leadership model is that leaders tend to use sole authority when developing organization decisions. Even if, the current world integrates different leadership styles, the tradition command and control model still have position when developing decisions. In tradition environment, the leader was set apart where decisions were made alone without support from employees. Although the current work environment is slightly different, traditional approach still gives directions when making decisions. Leaders develop and make decisions for the company where employees are required to follow decisions developed by the leader. Unlike the traditional command and control approach, the current approach requires leaders to focus on how to use the employee’s knowledge in making decisions for the company. There are those leaders who still focus on the issue of individual’s capability where they think they must develop decisions for others to follow, (Barker, 1992).
The current world of economies has leaders who believe that employees work is to accomplish what have been set, and they have no authority in decision making. This is a common approach used by most leaders and may be based on the traditional command and control model of leadership. Some leaders see them as supporters or partners in organizations, and that is why they tend to apply the traditional approach of leadership. Group members in traditional command and control model do not get an opportunity to make decisions, and that is what has been in practice even in the current world of globalization. Employees are known to follow orders without any question, and that is what most leaders even in the current economic world group members accomplish their tasks without questions irrespective of the outcomes, (Barker, 1992).
Under the command and control oriented leadership paradigm, it is assumed that employees have no say in organization decision making. Leaders have sole authority to decide what is right for the organization and without any question, rules and regulations set by the management. The fundamental assumption of human behaviors under command oriented approach is that employees are lazy, and they do not want work. Under this setting, individuals have been discovered to be slightly weak in motivation aspect thus they need some sort of motivation in order to work and accomplish their duties. Without motivation, evidence suggests that employees work poorly to a point where they do not deliver towards goals and objectives set by the management. When employees get some sort of commands when performing their tasks, they tend to complete duties that does not yield company profit for they focus on completing whatever they have been assigned some tasks, (Barker, 1992).
The world of leadership is made of different leadership styles. Under those leadership styles, different assumptions create different environments that help discover new leadership styles. In some leadership styles, leaders develop appropriate behaviors thus individuals tend to follow their leaders on whatever the organization has to accomplish. Evidence suggests that individuals are lazy and must be motivated in order to work. In such an environment, the leadership style must have such characteristics in order to nurture employees in that direction. Where employees are involved in organization decision making, they tend to be active on activities that help the company realize its goals and objectives. In participative leadership, it is assumed that individuals are not competitive hence they collaborate towards the organizations goals. In charismatic type of leadership, employees follow those who they admire and that they must adhere to the needs of leaders, (Barker, 1992).Introduction of technology in business operations changes how employees collect and record their information. Internet has enabled people change their ways of gathering vital information towards business development. Introduction of technology made it easy for individuals to gather information. This paradigm shift enables individuals get relevant information that help employees change their way of making decisions vital for business operations, (Barker, 1992).
Reference:
Barker, J. A. (1992). Paradigms: The business of discovering the future. New York: HarperCollins
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