The background to mobile payment technology and its implementation in Essay

The background to mobile payment technology and its implementation in HMV - Essay Example This gave the company a competitive edge for better customer satisfaction and attraction. HMV has also aimed to transform there way of payment and decided to provide there customer a better and more easy way for the online payment. This also adds to companies list of payments options. Shuffling through your pockets at the shop depart, you understand you’ve missing your wallet at house and all you have by method of payment are a small number of coppers and an previous bus ticket. You’re concerning to create your red-faced justification when you consider you as well have your mobile cell phone. All you require do is swipe it crossways a reader by the yet and right away your obtained will be accused to your credit card. Not pleased with restoring our MP3 player, landline, alarm clock, camera and mobile phone producers have at the present place their sights on replacing our wallet. Their latest creation of cell phones will connect to us to credit or debit bank account as fraction of a combined plan with mobile phone operators, credit card companies and banks. They forecasted this one-swipe disbursement technology will possibly put back cards and cash and formulate it probable to go shopping armed simply by a mobile phone. This way of paying is called the â€Å"pay-by-mobile† system previously functioning in Japan, where it is named as â€Å"o-saifu keitai† or can say the mobile wallet, and tests are underneath way in the US, Sweden and France. Business insiders forecast the latest technology could reach in the United Kingdome after one year. Pay-by-mobile established a boost up last few months, when the Groupe Speciale Mobile Association (GSMA), on behalf of mobile phone handlers, declared a structure for a worldwide standard for mobile cell phone purchase payments. This would permit users of networks like that the Orange to utilize their phones to build buys in the sameO2, Vodafone, in a method in the region of the

BUYING VS. LEASING Essay Example | Topics and Well Written Essays - 500 words

BUYING VS. LEASING - Essay Example The car that has been selected for this discussion is 2015 Accord Sedan LX. Whether to buy a car through the method of loan financing or obtaining a car on the basis of lease is dependent on various reasons. One of the reasons that help in deciding whether to buy or lease a car is dependent on how long does an individual wants to use and own the car. If the person wants to own a car for a shorter period of time and aims at changing the car in a limited time period, then the person should opt for obtaining the car on lease. If the person wants to keep the car for a longer period of time, then the person should obtain it on the basis of a loan. For example, table 1 suggests that if a person wants to keep the car after the lease period is over the total cost of obtaining the car will be $26,712 and this cost will include the residual value as well as the lease payments that a person will make for 3 years for a 2015 Accord Sedan LX. On the other hand table 2 suggests that if the person obtains the car on the basis of an auto loan, he has to pay a total amount o f $25,596 and this amount will include the 2.9% APR that a person pays on the Manufacturer’s suggested retail price. This means that purchasing a 2015 Accord Sedan LX for the long-term on the basis of loan is less expensive as it costs $1,126 less to obtain a car on the basis of a loan instead of obtaining it on lease basis. On the other hand if a person choses to keep the 2015 Accord Sedan LX for a shorter period of time then he/she should opt for the leasing option because the person will only have to pay $15,012 to enjoy the car for 3 years and then he/she can switch to another car. In my opinion, I would obtain 2015 Accord Sedan LX on the basis of a lease as I believe that owning a car for a shorter period of time is better than owning it for a longer period of time. Since I want to keep the car for a shorter time period, I would prefer to pay only $15,012

The Paris Climate Accords and Trumps Withdrawal

The Paris Climate Accords and Trumps Withdrawal The political climate in the United States around climate change has always been complicated. Since the 80s and 90s when climate change became an issue of cultural significance, with momentum building towards rapid progress under the Obama presidency. Unfortunately, with recent moves by the Trump administration, much of this progress is in jeopardy. Donald Trumps recent move to withdraw the United States from the Paris Climate Accords is a wrong headed and dangerous move, calculated to placate his blue-collar and big-oil backers. While largely symbolic, withdrawal from the Paris Accords will have very real implications for US businesses and the environment. The Paris Accords, a UN treaty organization which allows signatories to set their own goals and benchmarks in reducing emissions, has succeeded for the most part in what it was created to do: get the global community as a whole to the table to discuss climate change. While it offers no specific mechanisms to enforce compliance, and does not create objective standards to measure progress, it has sparked massive awareness about climate change. Because of the Paris Accords, dozens of developing countries have begun their own climate action initiatives. China, for instance, recently announced that it would spend $360 billion by 2020 on renewable energy, with the goal of completely eliminating coal power plants (1). India set similar goals, committing to use less fossil fuels and invest in the efficiency of their power grid, with many other developing countries across Asia and Africa following suite. Here in the United States, the federal government set higher auto-efficiency standards an d demanded less carbon emissions from fossil fuel power plants (2), all sparked by the Paris Accords. Clearly, the Paris Accords have been a valuable tool to gather global support around action on climate change, and a complete US withdrawal from the treaty is a major setback. The environmental implications of US withdrawal are not necessarily clear. President   Trump set a timetable of close to 3 years for withdrawal from the Accords, leaving many unknowns about how rapidly US regulations will be restructured. We do know, however, that US emissions are unlikely to decrease, with most experts projecting that emissions will remain flat over the next decade (3). It is also fair to assume that less federal support will be given to clean energy, which could jeopardize the profitability of many green-tech companies. In addition, the UN Green Climate Fund, which funds green-energy projects in developing countries, will likely receive no financial support from the US government (4). In sum, withdrawing from the Accords means no central coordination against climate change and little to no funding of international research or green infrastructure. The business implications of this are more easily measurable. Green energy is the fastest growing industry in the US, estimated to be worth over $200 billion in revenue a year. Trumps withdrawal from the Accords signals that the federal government will also reduce subsidies for clean-technology, which has helped fuel its rapid growth. Losing growth in this industry would mean thousands of jobs lost, and potential billions lost in stock investments. Most large corporations directly benefit from cutting edge cleantech; cheap and efficient solar panels, power storage, and building efficiency having helped to drastically reduce their operations costs over the past decade. In addition, many businesses fear that societal blowback will negatively impact their businesses. Leaving the Paris Accords was an extremely unpopular move, with over 65% of Americans estimated to be in opposition (5). Businesses realize that the United States needs to be at the bargaining table on climate change, because it is such a huge issue to American voters and consumers. The decision to leave the Paris Accord faced immediate and sharp backlash, with the most vociferous being from the business community. In early May, the CEOs of 30 Fortune-500 US corporations wrote a letter to Trump, urging him to stay in the Paris Agreement. The Corporations included Coca-Cola, 3M, PG&E, and Disney (6). Only a few short days after the announcement, over 360 companies and several hundred local state municipalities signed an open letter pledging to take independent action on climate change regardless of the federal governments policies (7). Business magnate Michael Bloomberg organized the letter, and personally pledged   to give $15 million to the UN Green Energy Fund to help offset funds it would lose because of US withdrawal (8). These businesses, in their own words, seek to set an example and demonstrate that the actors that will provide the leadership necessary to meet our Paris commitment are found in city halls, state capitols, colleges and universities, investors and businesses(9). The way forward, then, is clear. Businesses and individuals must act independently. It is widely understood that climate change cannot be ignored. Without the support of the US federal government, making progress here at home will be difficult. However, as businesses and individuals across the United States are showing, independent action can make an impact. Green-energy companies and products like Tesla must be supported with the vote of our dollars. Climate research must be independently funded; charities that give to climate research need donations. The oil-interests and businesses that bought influence in the White House must be boycotted and petitioned, the politicians who supported this decision must be voted out of office. Above all, as a society, we must raise our voice and riot; rage against the cabal of business interests that do not care about our environment.   Sources (1) https://www.nytimes.com/2017/01/05/world/asia/china-renewable-energy-investment.html (2) http://www.pbs.org/newshour/making-sense/column-economics-politics-trumps-paris-withdrawal/ (3) https://qz.com/995109/trump-is-reportedly-pulling-the-us-out-of-the-paris-climate-accord-what-happens-next/ (4) http://www.npr.org/2017/06/01/531056661/5-things-that-could-change-when-the-u-s-leaves-the-paris-climate-deal (5) http://www.economist.com/blogs/graphicdetail/2017/06/daily-chart-1 (6) https://hbr.org/2017/05/u-s-business-leaders-want-to-stay-in-the-paris-climate-accord (7) http://www.npr.org/sections/thetwo-way/2016/11/17/502425711/hundreds-of-u-s-businesses-urge-trump-to-uphold-paris-climate-deal (8) http://www.independent.co.uk/news/business/news/former-new-york-city-mayor-michael-bloomberg-has-said-he-will-personally-make-up-the-15m-in-funding-a7769416.html (9) http://wearestillin.com/

Roots Of Individualism In Euro Essay -- essays research papers

Roots of Individualism in Europe   Ã‚  Ã‚  Ã‚  Ã‚  During the Middle Ages, independent thought was viewed disdainfully. Almost any idea deviating from the status quo, largely determined by the Roman Catholic Church, was condemned as heresy. One convicted of such a grievous offense was often excommunicated or killed, either by means of a proper execution or by a hostile mob. However, with the decline of the Middle Ages, the conditions arose for the birth of individualism—the development of which can be traced through the Renaissance, the Reformation, and the rise of capitalism. Individualism was a radical ideological revolution that forever altered the face of Europe and the rest of the world.   Ã‚  Ã‚  Ã‚  Ã‚  The beginning of individualism’s gradual evolution was first manifested in the Renaissance Era. The Renaissance was a ripe time ready for change. The weakening role of the Catholic Church led to an increase in power for the masses. Corruption plagued Church officials and many sought theological respite elsewhere. The reemphasis of ancient Greek and Roman texts proffered alternatives for many to satisfy their religious needs. This helped contribute to the abolishment of the Church’s imposition of its absolute truth and its claim to ultimate authority. As the church lost power, so did the political units. The bonds between church and state began to erode. Feudalism declined, hence giving rise to new political opportunity. The noble class no longer held a monopoly on the valued positions in society. Rather, one was able to pursue wealth and fame through various endeavors ranging from artist to soldier.   Ã‚  Ã‚  Ã‚  Ã‚  The most empowering change of this era was the dominance of a secular attitude and the decline of church absolutism. This secular viewpoint altered man’s reason for existence from an otherworldly quest to an intimate, immediate appreciation for that which exists on earth. Humanism is a primary source of individualism. Pico della Mirandola’s â€Å"Oration on the Dignity of Man† captures the essence of the humanist movement. He writes that God gave man the ability to make of himself what he wills. Although man is capable of depraved acts, he also possesses the profundity to distinguish him as a holy being. Pico praises the goodness of mankind when he writes, â€Å"man is rightly called and judged a great miracle ... ...the birth of capitalism liberated the goals and means of work. Capitalism allowed individuals to own and manage their own business and reflected the secular mind frame derived from the Renaissance Era. The individual is the unit on which capitalism is based. Bonds between merchants was based on free competition rather that the need to trade. This liberating system of economy allows rise for the individual to direct his own business.   Ã‚  Ã‚  Ã‚  Ã‚  Individualism developed with the gradual transfer of power from large establishments to the individual and his rights and opportunities as a member of society. The importance and power of the individual was not fully realized until ideas were transformed through the Renaissance, the Reformation, and the rise of capitalism. These movements helped Europe realize the latent potential within an individual. Until such progressive movements occurred, the individual was neglected. Today, one man can cause the downfall of a hundred because of his individual power—this is directly related to many of the changes that begun in the fourteenth century. In fact without such transformations, the world would not stand as we know it today.

Case Study of Architect Winston Chu Kum Weng

THEORIES OF ARCHITECTURE AND URBANISM 1.0Introduction Architect Winston Chu Kum Weng has a sum of 12 old ages of working experience in the architecture field. His first working experience was as an houseman in an established architecture company – DP Architects. Subsequently, he worked at that place as a undertaking designer for 3 old ages after his graduation. Then, he decided to dispute and further research his calling way, which led him to being the manager of SN Low & A ; Associates. This finding of his has led him to boom in the field of architecture. Despite of his immature age, he has manage to carry through many great accomplishments through his plants, which were chiefly residential and commercial edifices, both locally and overseas such as Singapore, Vietnam and Abu Dhabi. The Amway ( Malaysia ) Sdn. Bhd. Headquarters office was one of Ar. Winston Chu’s earlier achievements which was completed in the twelvemonth 2009. Located in between the Petaling Jaya residential and concern territory with a entire built-up country of 18,812 metre square, it consists of a warehouse block and an office block. The edifice sits on a level land next to the Naza World Auto Mall and it consists of sustainable characteristics which reflects Amway’s desire for a greener and eco-friendly milieus. Many of his theories were successfully incorporated into this peculiar edifice. This undertaking attempts to convey an apprehension of the architect’s architectural theory through a direct observation and analysis of his edifices. Using architecture as primary text, this undertaking claims that the universe of signifier is non arbitrary but displays an internal logic that has the capacity to convey significance. Analytic illustrations are used to uncover the conceptual and experiential order of the architecture. In order to understand architecture, one must be cognizant of the conditions within which they are employed. 2.0Analyzing Architecture2.1Climate The local clime has ever been the most influential facet in footings of architecture. It is hence apprehensible that constructing typologies found around the universe are ever really diverse from one another. Climate allows the designer to measure the resources of the site even without the existent measurings of the site. In other words, the clime is a big lending factor in modeling the architectural signifier of the edifice. The Sun subdivision allows designers to measure the handiness of the Sun through the Sun Path Diagram. It helps the designer estimation the times of the twenty-four hours and twelvemonth in which the Sun will be available on a peculiar site so that proper consideration of shadowing devices and design options can be exhaustively explored. With careful consideration of the sun’s way, there would be advantages such as inactive warming and natural daylighting. However, it may work against you by bring forthing blaze or overheating if non considered decently. ( Brown, 2011 ) By puting the sun way diagram onto the site program of the Amway ( Malaysia ) Sdn. Bhd. Headquarters Office, it is shown that the peculiar secret plan of land is in such that the forepart and rear facade of the edifice would finally have the highest sum of exposure to sunlight because it would be confronting west and east severally whereas the North and south facade would have lower sum of sunshine as compared to it. In most fortunes, designers would prefer to orientate the edifice in a manner where the E and west facade would hold a smaller surface country so that it would cut down the sum of solar radiation received, take downing the overall thermal transportation value. Thus, cut downing the energy required for air-conditioning. However, that is largely non the instance because the facade of the edifice has to be in line with its neighboring context, confronting the bing chief route which is besides the merely accessible manner to the edifice itself. Therefore, the Amway ( Malaysi a ) Sdn. Bhd. Headquarters Office is orientated in such that the E and West facade has a bigger surface country. Furthermore, all four lifts of the edifice consists of many floor to ceiling Windowss particularly the west lift despite the high sum of solar radiation as it is the front facade of the Amway ( Malaysia ) Sdn. Bhd. Headquarters Office. This was because of the desire of holding Windowss to let for natural daylighting and ocular connectivity as these sustainable characteristics reflects Amway’s desire for a more eco-friendly edifice. Hence, many gaps are uniformly located on every side of the edifice to guarantee that there would be sufficient natural lighting perforating through the edifice, advancing a inactive design while cut downing the usage of unreal lighting. Despite the hapless determination in the edifice orientation and arrangement of gaps due to the site restrictions, careful considerations were made to get the better of the high sum of solar radiation received. Aluminum louvres were used as a facade intervention, supplying conditions protection and ocular showing, lending to the ocular result of the facade every bit good while maintaining the simpleness design attack of the edifice in head. Large sum of trees and bushs were besides planted to shadow of the sunshine from straight perforating through the window gaps and soften the character of the edifice. It reflects the architect’s love for nature that was developed when he was still a kid. Furthermore, there is the air current subdivision which allows designers to measure the way, velocity and frequence of air current in a peculiar location by month or twelvemonth through the Wind Rose Diagram. It helps the designer locate the place of the gaps so that it benefits from the predominating air currents. By puting the air current rose diagram on the site program of the Amway ( Malaysia ) Sdn. Bhd. Headquarters Office, it can be seen that the features of the prevailing air currents are rather similar from all waies. Hence, big sums of gaps were located on all four sides of the edifice to obtain the best result. Most of the gaps are operable Windowss that could be controlled by the user so the prevailing air current can be captured and brought into the edifice to advance natural airing, therefore cut downing the usage of unneeded air-conditioning. 2.2Architecture Theory – ModernismModernism in its broadest definition is modern taught, character of pattern. It emerged in the early 20Thursdaycentury but was non popular until after the Second World War. Modernism was a response to the demand for the new and the different. Modern agencies being up to day of the month. What was modern yesterday, is authoritative for today and will be old, so antediluvian for all the tomorrows to come. Fascinated by the approaching engineerings of the production of steel, glass and concrete, people began to abstain from the usage of decorations, rejecting what they saw and hold it as the senseless shots. The plants of modernism were more trim and lyrical. ( Weston, 1996 ) Many facets of the modernist design still prevail in architecture today. As Mies van der Rohe would state, less is more. Through observation and analysis that was carried out, it can be determined that the Amway ( Malaysia ) Sdn. Bhd. Headquarters Office fits in with the arc hitecture theory of modernism. This is due to the many similarities of the building’s features with the general features of modern architecture. This architecture theory is believe to be incorporated by Ar. Winston Chu due to his love of simpleness, practicality and elegance, which focuses on more geometric and how the experience of infinite is created by natural lighting, airing and the pick of stuffs. First, merely the use of simple and basic geometry can be seen throughout the full Amway ( Malaysia ) Sdn. Bhd. Headquarters Office, whether it is in footings of its lift or floor program. Merely square and rectangle forms can be perceived. Jam Tschichold one time said that the concluding and most pure signifier of a necessary point is ever constructed of geometric forms. Therefore, it visually stressing on the additive 90 grades perpendicular and horizontal lines. The Windowss, columns, beams, roof line are all portion of the structural elements that were used by the designer to help in making the additive divine infinite. Second, the changeless repeat of a simple geometric is repeated to obtain a alone signifier. The Amway Headquarters is a alone component itself which is developed by the transmutation of insistent units through alterations in size, constellation, orientation, coloring material and articulation of a basic geometry – the square. Third, it focuses on the lucidity of signifiers. The edifice is stripped of all the unneeded cosmetic elements in order to showcase the architectural design. Merely the needed characteristics are implemented into the design so that the focal point would be on the infinite be aftering itself alternatively of decorations which have no relevancy with the overall architecture. Fourthly, the programs of the Amway Headquarters Office are unfastened programs. The thought of an unfastened program is created through the flowing of infinites, accomplishing through the separation of columns where the thought of hold ing a room as a manner of forming the infinites is non considered. Fifth, the edifice follows the impression where signifier follows map. The designer expresses this thoughts by holding the site and map of the edifice dictate most of the design determinations. It is said that modernist architecture takes inspiration from the edifice itself, and aims to plan for each alone state of affairs to be inspired by its intent. Following, industrially produced stuffs such as steel, concrete and glass is loosely used throughout the edifice. Last, the designer makes usage of the Windowss extensively to convey in natural daytime, particularly the floor to ceiling Windowss. Therefore, integrating the Windowss as portion of the building’s design. 2.3User / ClientSite Layout The edifice layout of Amway Headquarters is in such that the office block and warehouse block is separated, merely linked by a span on the first floor to supply permeableness. This is the client’s purpose of supplying a clean and unagitated environment for the users and visitants, off from the production noise at the warehouse block. It excessively gives a sense of spacial organisation, districting the private and public infinites with mention to the degree of noise produced. The lading bay is placed behind on the first floor of the warehouse block, accessible through a incline. The client’s purpose was to put the loading country off from where users could hold ocular connexion, as the position isn’t really delighting. The storage, bringing and packing country are all placed on the same floor so the on the job efficiency would be good. Spatial Layout Public installations were all placed on the land floor of the office block. Office and IT sections are placed on the floors above. The client’s purpose was to supply a convenient service for all the users. There is a gallery to showcase Amway’s merchandise and a mini market right next to it that sells their merchandise. Detail of Entrance The entryway of the Amway Headquarters is a dual storey high construction which uses merely basic geometry – the square. The chief entryway is a larger construction while the back entryway is a extra of it in a somewhat smaller graduated table. The client’s purpose was to supply an entryway which gives the users a sense of acquaintance, stripped off all the fanciness to be projected as welcoming, ask foring users to near without vacillation. Landscape as Buffer Zone Plenty of verdures are planted around the edifice to supply noise suspension and effectual ocular barrier between the office block and warehouse block. This is the client’s purpose to continue the ocular and environment character of the office block which would pull and promote users of their merchandise. It besides reflects Amway’s desire for Eco-Friendly milieus. This was because of the client’s desire of holding big sums of trees around the site and windows to let for natural daylighting and ocular connectivity as these sustainable characteristics reflects Amway’s desire for a greener and more eco-friendly milieus. Hence, many gaps are uniformly located on every side of the edifice to guarantee that there would be sufficient natural lighting perforating through the edifice, advancing a inactive design while cut downing the usage of unreal lighting. 3.0Decision– Need to discourse the designer ‘s theory based on your apprehension of ‘SELF ‘ and ‘the 3 FACTORS ‘ . Your account have to capture the first portion of the undertaking and the analysis – take note that this is your ain â€Å" theory † of the designer ‘s architecture. Please make non mention to the designer ‘s statement or declaration of his/her theory. – Conclude by seting in the DIAGRAM ( from undertaking brief ) to sum up your theory on the designer. 4.0MentionsBrown, G. Z. ( 2011 ) .Sun Wind & A ; Light: Architectural Design Strategies( 2neodymiumed. ) . New Jersey: Wiley. Chu, W. ( 2014, April 4 ) . Personal Interview. Chu, W. ( 2014, April 5 ) . Email Interview. Weston, R. ( 1996 ) .Modernism. New York: Phaidon. 5.0Appendix

An Autocratic Leadership Style Essay

1. Introduction 1.1 OBJECTIVE:- Autocratic leadership, also known as authoritarian leadership, is a leadership style characterized by individual control over all decisions and little input from group members. Autocratic leaders typically make choices based on their own ideas and judgments and rarely accept advice from followers. Autocratic leadership involves absolute, authoritarian control over a group. The objective of doing this project is to understand Autocratic Leadership Style in detail. 1.2 TITLE OF THE PROJECT:- The title of the project is Autocratic Leadership Style Autocratic describes a way of ruling, but not in a nice way. An autocratic leader is one who rules with an iron fist; in other words — someone with the behaviour of a dictator. In an autocratic leadership style, the person in charge has total authority and control over decision making. By virtue of their position and job responsibilities, they not only control the efforts of the team, but monitor them for completion –often under close scrutiny This style is reminiscent of the earliest tribes and empires. Obviously, our historical movement toward democracy brings a negative connotation to autocracy, but in some situations, it is the most appropriate type of leadership. That, of course, doesn’t mean a blank check to ignore the wellbeing of his subordinate. In an autocratic leadership style, the person in charge has total authority and control over decision making. By virtue of their position and job responsibilities, they not only control the efforts of the team, but monitor them for completion –often under close scrutiny This style is reminiscent of the earliest tribes and empires. Obviously, our historical movement toward democracy brings a negative connotation to autocracy, but in some situations, it is the most appropriate type of leadership. That, of course, doesn’t mean a blank check to ignore the wellbeing of his subordinate. 1.2 LAYOUT OF THE PROJECT:- a. Introduction b. Types of Leadership Styles c. Autocratic Leadership Style d. Characteristics of Autocratic Leadership Style e. When to use Autocratic Leadership Style f. Prone and corns of Autocratic Leadership Style g. Case Study h. Recommendation i. Conclusion j. Bibliography 1.4 LITERATURE:- For my project I have referred:- http://www.leadership-toolbox.com/autocratic-leadership.html http://en.wikipedia.org/wiki/Authoritarian_leadership_style http://www.action-wheel.com/autocratic-leadership-style.html http://psychology.about.com/od/leadership/f/autocratic-leadership.htm http://www.vocabulary.com/dictionary/autocratic http://www.nwlink.com/~donclark/leader/leadstl.html http://www.thesundayindian.com/en/story/authoritarian-leadership-the-secret-behind-steve-jobs-success/33963/ 1.5 METHOD OF DATA COLLECTION:- There are basically 2 methods of research DESCRIPTIVE METHOD AND SCIENTIFIC METHOD. In my Project I will be using DESCRIPTIVE method. Secondary data method will be used for doing this project. Secondary data would the information collecting from the articles, internet, and books. After collecting that I have recommended interpretation of cause and effect. 2. Types of Leadership Leadership style is the manner and approach of providing direction,  implementing plans, and motivating people. As seen by the employees, it includes the total pattern of explicit and implicit actions performed by their leader (Newstrom, Davis, 1993). The first major study of leadership styles was performed in 1939 by Kurt Lewin who led a group of researchers to identify different styles of leadership (Lewin, Lippit, White, 1939). This early study has remained quite influential as it established the three major leadership styles: (U.S. Army, 1973): authoritarian or autocratic – the leader tells his or her employees what to do and how to do it, without getting their advice participative or democratic – the leader includes one or more employees in the decision making process, but the leader normally maintains the final decision making authority Delegative or laissez-fair – the leader allows the employees to make the decisions, however, the leader is still respons ible for the decisions that are made Although good leaders use all three styles, with one of them normally dominant, bad leaders tend to stick with the one style, normally autocratic. AUTHORITARIAN OR AUTOCRATIC LEADERSHIP I want both of you to. . This style is used when leaders tell their employees what they want done and how they want it accomplished, without getting the advice of their followers. Some of the appropriate conditions to use this style is when you have all the information to solve the problem, you are short on time, and/or your employees are well motivated. Some people tend to think of this style as a vehicle for yelling, using demeaning language, and leading by threats. This is not the authoritarian style, rather it is an abusive, unprofessional style called â€Å"bossing people around.† It has absolutely no place in a leader’s repertoire. The authoritarian style should normally only be used on rare occasions. If you have the time and want to gain more commitment and motivation from your employees, then you should use the participative style. Participative or Democratic Leadership Let’s work together to solve this. . . This style involves the leader including one or more employees in the decision making process (determining what to do and how to do it). However, the leader maintains the final decision making authority. Using this style is not a sign of weakness, rather it is a sign of strength that your employees will respect. This is normally used when you have part of the information, and your employees have other parts. A leader is not expected to know everything—this is why you employ knowledgeable and skilled people. Using this style is of mutual benefit as it allows them to become part of the team and allows you to make better decisions. Delegative or Laissez-faire Leadership You two take care of the problem while I go. . . In this style, the leader allows the employees to make the decisions. However, the leader is still responsible for the decisions that are made. This is used when employees are able to analyse the situation and determine what needs to be done and how to do it. You cannot do everything! You must set priorities and delegate certain tasks. This is not a style to use so that you can blame others when things go wrong, rather this is a style to be used when you fully trust and have confidence in the people below you. Do not be afraid to use it, however, use it wisely! NOTE: Laissez-faire (or lais ·ser faire) is the non-interference in the affairs of others. [French : laissez, second person pl. imperative of laisser, to let, allow + faire, to do.] Transactional Leadership Style The transactional style of leadership was first described by Max Weber in 1947 and then later described by Bernard Bass in 1981. Mainly used by management, transactional leaders focus their leadership on motivating followers through a system of rewards and punishments. There are two factors which form the basis for this system, Contingent Reward and management-by-exception. Contingent Reward Provides rewards, materialistic or psychological, for effort and recognizes good performance. Management-by-Exception allows the leader to maintain the status quo. The  leader intervenes when subordinates do not meet acceptable performance levels and initiates corrective action to improve performance. Management by exception helps reduce the workload of managers being that they are only called-in when workers deviate from course. This type of leader identifies the needs of their followers and gives rewards to satisfy those needs in exchange of certain level of performance. Transactional leaders focus on increasing the efficiency of established routines and procedures. They are more concerned with following existing rules than with making changes to the organization. A transactional leader establishes and standardizes practices that will help the organization reach: Maturity Goal-setting Efficiency of operation Increasing productivity. Effect on work teams  survey done by Jun Liu, Xiaoyu Liu and Xianju Zeng on the correlation of transactional leadership and how innovations can be affected by team emotions. The research was composed of 90 work teams, with a total of 460 members and 90 team leaders. The study found that there is a relationship between emotions, labor behavior and transactional leadership that affect for the team. Depending on the level of emotions of the team; this can affect the transactional leader in a positive or negative way. Transactional leaders work better in teams where there is a lower level of emotions going into the project. This is because individuals are able to Think freely when setting their emotions aside from their work. Have all of their focus on the given task. A transactional leader is: Negatively affected when the emotional level is high. Positively affected when the emotional level is low. Transactional leadership presents a form of strategic leadership that is important for the organizations development. Transactional leadership is essential for team innovativeness. Transformational Leadership Style A transformational leader is a type of person in which the leader is not limited by his or her followers’ perception. The main objective is to work to change or transform his or her followers’ needs and redirect their thinking. Leaders that follow the transformation style of leading, challenge and inspire their followers with a sense of purpose and excitement.[10] They also create a vision of what they aspire to be, and communicate this idea to others (their followers). According to Schultz and Schultz, there are three identified characteristics of a transformational leader: Charismatic leadership has a broad knowledge of field, has a self-promoting personality, high/great energy level, and willing to take risk and use irregular strategies in order to stimulate their followers to think independently Individualized consideration Intellectual stimulation 3. Autocratic Leadership Style 2.1 BACKGROUND Authoritarian leaders are commonly referred to as autocratic leaders. They provide clear expectations for what needs to be done, when it should be done, and how it should be done. There is also a clear divide between the leader and the followers. Authoritarian leaders make decisions independently with little or no input from the rest of the group. Authoritarian leaders uphold stringent control over their followers by directly regulating rules, methodologies, and actions. Authoritarian leaders construct gaps and build distance between themselves and their followers with the intention of stressing role distinctions. This type of leadership dates back to the earliest tribes and empires. It is often used in present day when there is little room for error, such as construction jobs or manufacturing jobs. Authoritarian leadership typically fosters little creativity in decision-making. Lewin also found that it is more difficult to  move from an authoritarian style to a democratic style than from a democratic form to an authoritarian form of leadership. Abuse of this style is usually viewed as controlling, bossy and dictatorial. Authoritarian leadership is best applied to situations where there is little time for group discussion. 3.2 Views of Autocratic Leaders A common belief of many authoritarian leaders is that followers require direct supervision at all times or else they would not operate effectively. This belief is in accordance with one of Douglas McGregor’s philosophical views of humankind, Theory X. This theory proposes that it is a leader’s role to coerce and control followers, because people have an inherent aversion for work and will abstain from it whenever possible. Theory X also postulates that people must be compelled through force, intimidation or authority, and controlled, directed, or threatened with punishment in order to get them to accomplish the organizational needs. In the minds of authoritarian leaders, people who are left to work autonomously will ultimately be unproductive. â€Å"Examples of authoritarian communicative behaviour include a police officer directing traffic, a teacher ordering a student to do his or her assignment, and a supervisor instructing a subordinate to clean a workstation.† Communication Patterns of Authoritarian Leadership: Downward, one-way communication (i.e. leaders to followers, or supervisors to subordinates) Controls discussion with followers Dominates interaction Independently/unilaterally sets policy and procedures Individually directs the completion of tasks Does not offer constant feedback Rewards acquiescent obedient behavior and punishes erroneous actions Poor listener Uses conflict for individual gain Ways to Properly Incorporate Authoritarian Leadership: Always explain rules- it allows your subordinates to complete the task you  want done efficiently Be consistent- if you are to enforce rules and regulations, make sure to do so regularly so your subordinates take you seriously. This will form a stronger level of trust. Respect your subordinates – always recognized your subordinates efforts and achievements Educate your subordinates before enforcing rules – do not present them with any surprises. This can lead to problems in the future due to false communications. Listen to suggestions from your subordinates even if you do not incorporate them Effects of Authoritarian Leadership Communication Styles: Increase in productivity when leader is present Produces more accurate solutions when leaser is knowledgeable Is more positively accepted in larger groups Enhances performance on simple tasks and decreases performance on complex tasks Increases aggression levels among followers Increases turnover rates Successful when there is a time urgency for completion of projects Improves the future work of those subordinates whose skills are not very applicable or helpful without the demands of another Example:- Adolf Hitler was extremely authoritarian. He required the population of the Third Reich to accept everything that he said as absolute law, and was able to impose a death sentence on anyone who failed to do so. Hitler was obsessed with being in control, and with being the alpha male in a rigid male dominance hierarchy. Characteristics of Autocratic Leadership The major autocratic leadership style characteristics include: 1. The autocratic leader retains all power, authority, and control, and reserves the right to make all decisions. 2. Autocratic leaders distrust their subordinate’s ability, and closely supervise and control people under them. 3. Autocratic leaders involve themselves in detailed day-to-day activities, and rarely delegate or empower subordinates. 4. The autocratic leader adopts one-way communication. They do not consult with subordinates or give them a chance to provide their opinions, no matter the potential benefit of such  inputs. 5. Autocratic leadership assumes that employee motivation comes not through empowerment, but by creating a structured set of rewards and punishments. 6. Autocratic leaders get work done by issuing threats and punishments and evoking fear. 7. The primary concern of autocratic leaders remains dealing with the work at hand and not on developmental activities. 8. Autocratic leaders assume full responsibility and take full credit for the work. Advantages of Autocratic Leadership Style the autocratic style is one of the most recognized forms of directive leadership. At first, the style seems to contradict many modern work environments that emphasize teamwork, group input and shared decision-making. However, certain conditions and specific industries, such as the military, manufacturing and construction, thrive when a leader takes tight control and makes most of the decisions, according to Leadership-Toolbox. Even so, the most effective autocratic leaders remember to communicate task expectations and to respect their followers. Easy to Learn The autocratic, or â€Å"do this or else,† type of leadership is intuitive, easy to learn and does not require specialized training or knowledge of leadership theory, according to Leadership-Toolbox. Autocratic leaders do not have to worry about recognizing and responding to followers’ emotions or try to meet different motivational needs of group members. Control Dangerous work environments or situations requiring complicated tasks with no room for error, such as safety inspections, prosper under autocratic leadership since each depends on control. In addition, companies may turn to autocratic leadership for urgent short-term results, according to Money-Zine. For example, employees working through a company crisis may need one authoritative leader to call the shots and ensure tasks are completed correctly. Good for Inexperienced or Unmotivated Workers Depending on the industry, new employees may need specific instructions and close follow-up until they learn the job, according to Leadership-Toolbox. The autocratic leadership style is also good for low-skilled tasks, such as  directing employees to make copies or file papers. In addition, according to LeadershipExpert, bosses may need to use the â€Å"do it or else† type of autocratic leadership to ensure that unmotivated employees complete their assigned tasks. Autocratic leadership creates a centralized chain of command with heavy involvement of the leader in all gamuts of operations. This leads to the formation of a hub and spoken type of organizational structure that helps in many ways, such as: Getting things done quickly Improving communication and logistics. Better response to changes in the external environment Putting forth a more coordinated approach toward fulfilling organizational goals Anticipating problems in advance, and better realization of consequences of an action by one section on other sections Proponents of the autocratic leadership style advocate it as an ideal method to extract high performance from employees without putting them under stress. They insist the close supervision and monitoring leads to a faster pace of work with less slack, where the leader assumes full responsibility for the decisions and actions, ultimately creating reduced stress for subordinates. Drawbacks of the Autocratic Leadership Style Increased Work Burden Since they take full responsibility for team decisions and review of a team’s work, autocratic leaders are extremely busy, which can lead to high stress and even health problems, according to LeadershipExpert. Other leadership styles, such as participative or democratic, distribute some of the decision-making to certain group members. Bad for Highly Skilled and Motivated Workers Few people like to be told what to do, especially those who are already intrinsically motivated and understand the task at hand, according to Leadership Expert. An autocratic leader facing this type of group will dampen morale and will reduce his team’s creativity and productivity. Autocratic leaders in this situation may not make the best decisions since they lack the group input from team members who have experience and skills. In addition, members of Generation Y, workers born in the mid-1970s to 1990s, usually do not respond well to autocratic leadership, according to Leadership Expert. Leader Dependence The autocratic style is most effective when the leader is present, according to Leadership Expert. Unlike the transformational style of leadership where followers become self-motivated to complete tasks, once the autocratic leader is gone, there is no guarantee that team members will keep working. The advantages of autocratic leadership notwithstanding, this leadership style has born the brunt of heavy criticism in the last three decades, where the move toward systems thinking and empowering people have led to the perception of â€Å"autocratic† and â€Å"centralized command† as negative and undesirable traits. Theory Y, the antithesis of Theory X assumes that ambitious and self-motivated employees enjoy their mental and physical work duties. Such employees possess the ability for creative problem solving, but most organizations under-utilize their talents. Theory Y holds that employees seek and accept responsibility and exercise self-control and self-direction in accomplishing objectives, provided the conditions remain congenial for such an approach. The autocratic leadership style remains wholly unsuited for such Theory Y oriented workforces and does not rank among the modern leadership styles in a changing world. Criticisms Levied Against Autocratic Leadership The major criticisms levied against autocratic leadership include the following: 1. Contrary to claims of close supervision with detailed instructions to reduce stress and improve productivity, research suggests that such actions actually unmotivate employees, and cause them to becoming tense, fearful, or resentful. 2. Lack of involvement from the employee in the decision making process leads to employees not assuming ownership of their work, contributing to low morale, lack of commitment, and manifesting in high turnover, absenteeism, and work stoppage. 3. The heavily centralized command of autocratic leadership style ensures that the system depends  entirely on the leader. If the leader is strong, capable, competent, and just, the organization functions smoothly, and if the leader is weak, incompetent, or has low ethical and moral standards, the entire organization suffers for the sake of a single leader. 4. All power vested with the leader leads to risk of leaders with low moral fiber exploiting employees, indulging in favoritism and discrimination, and the like. 5. Weak autocratic leaders tend to take decisions based on ego rather than sound management principles, and punish employees who dare to disagree with such decisions. 6. The leader reserving the right to make all decisions leads to subordinates becoming heavily dependent on the leader. The team thereby becomes useless in running operations if they lose contact with their leader, and absence of the leader leads to total collapse and shutdown of operations. 7. The one sided communication flow in an autocratic leadership style restricts the creative and leadership skills of the employees and prevents their development. This harms the organization as well, for the employees remain incapable of assuming greater responsibilities, or to perform anything outside the routine. 8. The autocratic leader, by taking all responsibility and involved heavily in day to day operations, remains forced to work at full capacity, leading to stress and other health problems. 9. Autocratic leaders usually re main unpopular and damage working relationships with colleagues. This leadership style is unsuited to build trusting relationships. Application of Autocratic Leadership Style A critique of autocratic leadership style reveals that it remains best suited in certain situations such as: 1. Occasions when the situation requires a strong centralized control with detailed orders and instructions, such as in the military or during surgery. 2. When leading an extremely large group, such as in assembly line factories, where the wide span of control not only makes it impossible but also counterproductive to elicit the views of all employees. 3. When followers are new or inexperienced, or lack the qualifications, skills, or talent to respond to any participative leadership styles, or remain unmotivated, and non committed workers. 4. During occasions of contingencies, emergencies and other situations warranting on the spot decisions. 5. When dealing or negotiating with external agencies or departments. The autocratic leadership style on the whole remains a  short-term or quick fix approach to management. The ability to make decisions faster, while helping the organization in the short term, actually unskills the workforce leading to poor decision-making capability and productivity in the long run. This leadership style survives by default because it comes naturally to most leaders, especially in times of low morale or insubordination. Case Study Business Leadership – A Study on Steve Jobs Executive Summary This assignment attempts to study the leadership of Steve Jobs. A visionary innovator, a marketing guru and an autocratic leader admired by many. The first part of the assignment will study and analyse how Jobs leadership is similar to the traits and models found in textbooks. Jobs is analysed by using McGregor’s theory X & Y. Jobs leadership traits and skills are compared with Stogdill’s theory while also looking at how Jobs applied contingency theory. The reports studies how Jobs changed Apple’s direction from an ailing company to a consumer giant. When Jobs speaks, everybody stops and listens to him, be it a meeting or a Worldwide Developer Conference. Jobs just had the charisma to capture people’s attention. Jobs autocratic leadership style was accepted by his employees, some may not have liked it but they stood with him and the company and never regretted their decision. The study also found Jobs to be a meticulous perfectionist. Jobs never approves a product without fully testing them, him being a beta tester for all of Apple’s product had made sure Apple delivered what the market wanted. The second part of this study is set to look at the differences and compare the leadership skills of Steve Jobs, Michael Dell and Bill Gates. Jobs’ leadership skills were different from both Dell and Gates. Jobs lead Apple to its height with his own flair. His leadership style and character was unique and at times seems inappropriate but it has brought only positive growth to Apple and its employees. All three of them are iconic leaders, brought advancement to the organization they founded and strive for nothing lesser than the best. Finally, the study suggests and recommends what Jobs could have adopted to be a better leader. Background of Apple Inc The corporate history of Apple Inc is considered as a history of passion. It was begun by a pair of Stevens, i.e. Steven Wozniak and Steven Jobs together with Ronald Wayne, who combined their professional skills to create Apple Computer on 1st April 1976 with the release of the Apple I, the first Apple computer, in the same year. Since the establishment, Apple has been focusing on the consumer electronics, computer software, and personal computers and the best-known products include Iphone, Ipad, Mac line of computers and other hardware and software products. And according one of the most recent brand study carried out by the global brands agency Millward Brown, Apple has overtaken Google as the world’s most valuable brand (Bbc.co.uk 2011). Introduction to Steve Jobs A revolutionary leader, an innovator of technology and a charismatic master showman, is the words that can be used to describe Steve Paul Jobs. Jobs has portrayed fine examples of leadership throughout his career. Being a young boy, he was attracted to electronic gadgets. Jobs has always been exploring way to improve technology. His ideas was said to be impossible and impractical has proven many critics and even his employees wsrong (Elliot, 2011a). Throughout his career he has influenced many leaders to join his team of innovative work force, namely John Scully, Jay Elliot, Andy Hertzfeld, Larry Tessler and Bob Belleville (Elliot, 2011b). During his teenage life, the love for technology brought him and Steve Wozniak together. The duo later went on to start Apple (Isaacson, 2011a). Jobs has then lead Apple, Next and Pixar to their peak bringing futuristic inventions. Jobs was a great marketer, captivating millions of audience each time he is delivering a speech. Barrack Obama describes Jobs as a visionary, and amongst the greatest innovators of America (Whitehouse.gov, 2011). Steve Jobs’ leadership styles do match the theories from the text books and documented papers. Most of his qualities and traits if not all are linked to the theories from the text books. There are a small number of traits and qualities found in his leadership that opposes to the theories of text books but Jobs has managed to use his charisma and leadership skills to lead his followers and make them successful. McGregor and Gershenfeld (2006) have explained Theory X and Y Managers. Appendix 2 shows the difference between  Theory X and Theory Y individuals. Jobs is a Theory X manager, being self centred, emphasizing total control and inducing fear (Stewart, 2010). Jobs believes the expenditure of physical and mental effort is as natural as play or rest, this is seen his act of forming a team of talented and dedicated. William, Mchugh & Mchugh, (2006) states that autocratic leaderships mean making managerial decisions without consulting others. Jobs held on to his authorities, makes decision and expects his employees to follow them without being questioned. Jobs also monitors that his instruction are followed by his employees. The autocratic leadership style has helped Apple to make quick decision and have an organized flow of activities. Job autocratic style is well balanced by his charismatic leadership, on a rare sight Jobs was also seen giving pep talk to an underperforming staff and subsequently inspiring him. Jobs was always trying to do his best for the betterment of the product and company and that went on to make Apple the company with the lowest staff turnover rates among technology firms. Jobs have portrayed self-directions to achieve committed objectives to his employees and he demanded the same from them. Elliot (2011d) states that Jobs has demanded 16 hours work shift Monday to Sunday from his core team of developers and engineers, Jobs also would tell them not to bother coming to work on Monday if they did not turn up on weekends. Since young, Jobs was known by his parents and acquaintance for his creativity, high level ingenuity and imagination, even his pranks as a growing teenager. Jobs was also persuasive, during his comeback to Apple in 1997, he did several review sessions with the product team and key stakeholders. And upon completing them he has ordered all other products to be cancelled and to focus on his suggestion of new products consisting 4 quadrants labelled as consumer, pro, desktop and portable (HBR, 2012). Jobs’ power of influence was enormous, not only to the consumer but also his impact to other CEO’s. His influential power and leadership skills can be clearly seen when he advised Larry Page to only focus on five products at a time and discard the re st. Larry Page took his advice and told his employees to focus on Google+ and Android (HBR, 2012). This had proven favourable to Google. As of 1st quarter of 2012, 59% of smart phones shipped are Google’s’ Android powered operating system (Forbes, 2012a), Appendix 4 shows the market share of mobile phone by  operating system. There is nothing that is less important for Jobs. The design of a product and its functionality is as important as the way a worker at an Apple store treats its customers. Jobs demonstrates this by going to one particular store in Pasadena to inspect the new tiling work, being a perfectionist, Jobs wasn’t pleased with the tiles and also the workmanship. He ordered the work crew to tear up the flooring and demanded a complete redo (Elliot, 2011f). Jobs perfectionist attitude was also seen during his takeover of Pixar. During the production of Toy Story, Jobs felt that the storyline was not great enough and stopped the production for 5 months. While Jobs and his core team reworked the story line, Job paid the rest of the crew to do nothin g for 5 month (Jobs, 2008). Jobs portrays the traits of a traditional transactional leader, Jobs uses his authority and power of his leadership to use followers to complete his task (Burns, 1978). This is seen when Jobs took over the Macintosh development team after being kicked off Lisa. Jobs took over the team with no notice, he added new people to the group, called meeting and setting new directions. Despite the usage of keyboard to command the machine, Jobs wanted a control device to move the cursor, to click, drag and display a list of options, the team was not told how, but they knew only what Jobs wanted Jobs is full of ambition and achievement, when Jobs was sacked from his own company by John Scully, a leader that Jobs handpicked, Jobs started Pixar, with his leadership and marketing skills, Jobs later sold Pixar to Disney for USD 7.5 billion in 2006 (Anon, 2008). Jobs was also responsible for his action, when the Mac was almost completed for launch, Jobs told his engineers to remove the fan from the m achine because it was too noisy and asked it to be improvised. The engineers went on to ship the Mac without cooling fan and upon launching the Mac had overheating problems. Jobs took responsibility and went on to improvise the design and successfully made a quiet operating machine Managing change is often an unpleasant situation to be in for any human being. Returning to Apple after a decade, Jobs turned an ailing company to a company with stock valuation of USD 600 billion (CNN Money, 2012). Rogers, (1986) suggest individual generally can be divided into 5 categories consisting innovators, early adopters, early majority, late majority and laggards. Jobs was only interested in the innovators and early adopter to a certain extent. Jobs achieved this by selecting and motivating his own  management team, some of his management team members are his followers from previous company. Jobs told them to create innovative products and to think out of the box. He wanted the products to stand out from the current market offerings (CNN Money, 2008). Every situation is subjective and needs a personal influence of the leader. Jobs practised empowerment in his leadership, Jobs coaches his core team, counselled them, motivated them and at the same time was strict to them. Jobs has powerful people skills. Elliot, (2011j) justified this by saying Apple has the lowest staff turnover rate in the industry. Leadership behaviours of Steve Jobs In the early time before Steve Jobs left Apple, he led the company using a laissez-faire leadership style that was believed to contribute the creation of the technology-based products and many of which proved to be quite successful because of the environment brought by the laissez-faire leadership style and such environment did encourage the creativity of the employees (Pride, Hughes & Kapoor 2011, p.170). But there are also constrains of using laissez-faire leadership such as that it is confirmed as being connected with the reason for low productivity (Bass, B. M., Bass, R. & Bass, R. R. 2008, p.451). As for Apple, the laissez-faire leadership style of Steve Jobs become to some extent ineffective and had made the company in disadvantage when competing with IBM after IBM’s entry into the PC market. And this was one of the key reasons why Jobs was replaced by the tough John Scully who was known as a top-down decision maker (Clemens & Meyer 1987). And after his return to Apple in 1996 when Apple announced that it would buy NeXT, Steve Jobs’ new company for $429 million, Steve Jobs came with the leadership with some differences. He still requested for perfection and he was manipulative and demanding which his employees described as â€Å"autocratic† but such autocratic leadership was focusing on the key project as himself was quoted saying that â€Å"My job is to not be easy on people. My job is to make them better. My job is to pull things together from different parts of the company and clear the ways and get the resources for the key projects† (Kramer 2010). Though laissez-faire leadership style and autocratic leadership behavior seems to be contradicting, they do co-exist in Steve Jobs’s management practices as the CEO of Apple which people explained as  Steve Job is having a personalized leadership which means that his leadership behaviors serves primarily his own interests and obviously money is not the most important thing that he cares about resulting in his only focusing on the key projects in his vision leaving his other leadership roles untouched. Recommendations for Steve Jobs Jobs was a visionary, an example of great leader. Below are suggestion and recommendations how Jobs could have been a better leader. Jobs dedicated his life to work and his duty as a CEO. He lacked emotional intelligence, he does not care how others feel and does not want to listen to them talking anything else besides work. He only listened to their ideas and how it can help Apple grow (Kahney, 2008b). Davenport, (2008) described Jobs as corporate dictator who makes every decision, up to the extent of the food being served in cafeteria. Jobs should have opened himself to suggestion and improvement plans by his employees, this will not only help faster solve environment but also produce a better environment for the employees. Jobs classifies everyone into only two categories, it’s either a 3 digit IQ person or someone who does not measure up. Jobs should not stereotype people neither judge them without giving them a chance. Jobs was a feared in Apple, employees would stammer while speaking to him, this does not means they aren’t smart or they are unproductive but this is due to the image Jobs has created for himself. However, this has also created a cult like devotion of Apple employees towards Jobs. Jobs could have been a more honest man, as this also reflects to his leadership, and as a leader it is never a good publicity to be caught lying or cheating as this reflects for a long time, in Jobs scenario, two significant examples which is still being discussed is when Jobs denied paternity, claiming he was sterile and infertile, this has made Lisa, the women he impregnate to live out of welfare (CNN Money, 2008) and another one is when Jobs lied to his partner, Wozniak when they successfully created a game call Breakout for Atari, Jobs was given a bonus of $5000 but Jobs only told Wozniak they received $750 (Businessweek, 2006). Jobs is also known for being short tempered and using abusive language to his employees, he often scolds them and uses foul languages, (CNN Money, 2011). This does not promote a conducive environment to work in as Jobs scolds his employees in public and in front of their subordinates. This also  will lead to low morale in individual and possible scenario of resignation. Jobs also should portray good qualities not only as a business leader but also as a good human being. Not giving back to the society is something of Jobs’s perception and decision. Kahney, (2008c) has mentioned that Jobs likes to park at handicapped spot and at times even taking up to 2 spots. Kahney even had a few photographs of Jobs’s parking etiquette. Leaders are meant to be followed, but by portraying bad examples and contrary moral practices defeats the purpose of a leader. Conclusion Jobs was a transformational leader, he brought change to Apple, challenged the stakeholders and demanded his employee’s to achieve impossible goals (Bryant, 2003). His autocratic leadership style was different from the other leaders. He was a demanding perfectionist and never took no for an answer. Steve grew up in an average family environment but he achieved what very few can come close to. His perseverance and never say no attitude has brought him and Apple to an unimaginable height. His leadership was deemed unhealthy by some critics but Jobs did not take the critics instead went to prove them wrong. This study has analysed the traits and leadership quality of Jobs, compared him with leaders in Information Technology field and to critically analyse them. Jobs has dedicated his entire life to technological improvement, his research and development in Apple is never ending vouching for improvement and delivering the best experience for both commercial and corporate users. His diverse journey in different fields proves that Jobs is not a quitter and will not failure affect him one bit. Jobs would come back from a fall stronger than ever. This study also has proven that Jobs is not only a genius creator, but a visionary leader and a marketing guru. His advertising and promotional campaigns have never failed to create another benchmark. His presentation and speeches has gathered another humongous group of followers mesmerized by his session. Marketing and public relation organizations have started to develop training courses to dub and emulate Jobs’s presentation method. Jobs a true genius, made his mark and conquered the world of mobility. He will be greatly missed, looked up as an idol and forever be the  father of Apple. Conclusion Autocratic management is one of the types of management which is used in businesses and organizations all over the world. Autocratic management isn’t considered as a favourable approach in modern day leadership, but it can still be seen in practice and is a widely discussed leadership model, it is also one of the accepted types of management.