Literature review

The retail industry is recognized as one which is following the robust culture in which the labor gets lower pay, doing work under heavy pressure and physically works hard. The system of working under retail industry is not decided which brings difficulty in the delegation of work. The retail industry has become quiet competitive in now a days. There are number of positive as well as negative impacts over the retail industry of laws, legislations and government policies. For instance, the backed loans and subsidies of government aid retailers to grow in the meantime the regulation of government can be expensive for retailers such as procedures, execute a new system or enhancing the rate of wages. There are various social factors which may impact the retailers. Retailers have to face various difficulties to develop and execute socially responsible business practices like selling products which nature has environmentally friendly. The built environment is considered as the human surroundings where the people meet to live and work. It includes both the physical structures where people gather to do these activities and supporting infrastructures like water, transport and energy network. The research will focus on the managerial style and compare the style of managerial between retail industry and companies within the built environment. The culture of both industries will be described in appropriate manner. The various kinds of motivation techniques will be discussed in this research to motivate the staff within Built Environment.

The size and breadth of global footprint of the retail industry is overwhelming. The environment of working in retail industry is pressure full where staff has not idea about the potential work and they have to work under pressure. The pay scale of labor in retail industry is lower in comparison of big companies and they have to do physically work hard. It has been found that the culture of retails industry is “robotic”. The tasks in retail industry is being done on instruction, the staff of retail industry start work after getting instruction from manager. There is no predefined delegation of work in this industry which brings the situation of partiality and the work pressure is increased progressively. There is various kind of managerial style which can be helpful to manage the retail store (Hanus  and Fox, 2015). The leader of retail industry must balance two major factors of management that is task direction and people management. The managerial styles that have moderately a higher possibility of succeeding in retail business are flexible and collaborative. These kinds of style motivates and build a transparency environment where employees feels happy and encouraged to work and to be important part of the system so that work could be accomplished in efficient manner on a day-to-day basis. It has been analyzed that most of the time the leadership style in retail industry is Autocratic leadership style. Autocratic leadership style is centered on the boss (Birasnav, 2014). It is the style in which the entire responsibility and duties of the retail shop is handled by manager and the involvement of subordinated are not involved. The needy and illiterate person joins retail industry at lower pay to fulfill his daily desires. It has been evaluated that the environment of the Autocratic leadership is inflexible. Albert J Dunlap (Sunbeam Corporation) and Donald Trump (Trump Organization) are the major example of Autocratic leadership style.  The working structure is decided by manager in retail industry where the involvement of staff is not considered and they have to do whatever has been decided by manager. Dictatorial leadership style is also known as the autocratic leadership style (Mekraz and Gundala, 2016).

Critical analysis

The impact of built environment has on human being. The structure, form and function along with the quality of its natural environment assets decide the sustainability of living it. It has been analyzed that there are top built environment companies that has efficient managerial leadership style. The leadership style in built environment company is democratic. Democratic leadership style is effective leadership which is very open and collegial style. Tradeshift operates a supplier collaboration platform.  It has the business which interlinked with suppliers, buyers and all their process in one global network. The democratic leadership style involves participative decision making. It is the company which involves the suggestion of suppliers as well as the workers of the company which is helpful to make the effective working environment. It authorizes employees to take decision as per their own decision. It has been stated by Anderson and Sun, (2017), that there are various features in democratic leadership style such as distribution of responsibility, empowering group members and helping in group decision making process. Due to its efficient strategy, employees of the built environment companies are satisfied from their job and stay with company with a long time. Managers will distribute the responsibility as per the potential of the employees and due to effective delegation the interest of the employees towards accomplishing the goal remain for a long time (Hernandez, 2014). The culture of company with Built Environment is cooperative where activities organize for the purpose of making fun and make employee closers so that the cooperation remains same. Training and development program is conducted within built environment company for the purpose of accomplishing the delegation task within time frame. This program is keeping ability to give proper information regarding delegated task so that they could not get stuck while performing the task (Rast III, Hogg and Giessner, 2013).

The comparison between Built environment within companies and retail industry is having great difference. As it is mentioned above that the nature of working style of retail industry is headache while the working environments of built environment companies are cooperative. The leadership styles of those companies are different from each other. The retail industry is following the autocratic leadership style while the built environment companies are following the democratic leadership style. The manager of the retail industry is not involving the staff in the decision making process and delegate the responsibilities of work as per his mind. The staff of the retail industry is bound to accomplish the task within time frame without considering the concern of the member of staff. On the other hand the leadership style of built environment is effective and they allowed to employees to involve in the decision making process. The major role of the democratic leaders is to make sure the democratic deliberation in making group decisions. It elaborates that the role of a leader in the built environment company is as a facilitator and mediator between group members and along with that they are liable to maintain the health environment within the company (Teles, 2015).

The Robust culture is determined the best protection against the conflicts between employees. There are some easiest form which can be applicable by the manger in the retail industry to facilitates ensure their compliance process are robust enough to withstand the examination of regulatory. As per Mekraz and Gundala, (2016), the retail industry should be maintained in proper manner and the legislation should be applied in this industry so that in case of any breach of rules, the applied laws can be considered.  Manager of the company should build a culture of compliance for making the robust culture in the working environment.

Motivation is vital to enthusiasm employees towards accomplishing the task. There are various motivational theories which can be applied within an organization to motivate employees. The importance of motivation cannot be overstated and it is required for the manager of the company to set the goal settings priory so that employees can move further as per predefined goals. Employee motivation is the way of energy, creativity and commitment that allow workers of the company to bring their jobs. It should be the concern of the management to find ways of motivation whether the economy is shrinking or growing. Motivation is considered as the inner drive that keeps ability to divert the mind of employee towards the goal of the organization.

Companies within built environment need to think about the staff in an appropriate manner because the responsibility of the staff of built environment is crucial. UBM built environment is vital component of UBM’s media division which handles the responsibility of Architecture, construction, engineering markets and property. It is recognized as a leading provider of targeted information across the UK construction industry. It is important for this company to keep motivating its staff to provide efficient information regarding its subject matter. It is required for the manager of the companies within built environment to consider some essential motivating factors such as monetary rewards specifically for all construction workers no matter whether large companies or small. Job security is considered as the vital component of motivational factor to make satisfy employee. Cooperation can change the mentality of the worker from negative to positive because when an employee get support from his co-worker regarding complicate task, this activity encourages accomplishing the task in sophisticated manner (Aquino, Calautit and Hughes, 2017).

There are various methods available of motivating employees as there are companies operating in the global business environment. The companies within built environment should search the flexibility in the job design and reward system has outcome in the form of enhanced longevity of employee with company. Empowerment is vital method of increasing the confidence of staff that they can take the decision about which they are held responsible. Learning is another method of motivation which describes the motivation by company to employee to attain more by committing to perpetual increment of employee skills (Onoyase, 2017). Employee should be given proper training about the working style and criteria; it will improve the attitude of employee towards the company and increase the self-confidence. Quality of life should be considered by the manager of those companies that under built environment. Due to inefficient time program and lack of holidays and leaves within an organization can reduce the productivity and morale of the employee. The flexible working environment is aided to attain motivated employees whose productivity has enhanced. Apart from that it has been discussed by Oliver, (2014), that monetary incentive is another motivation method to enhance the productivity of an employee in the construction industry. It has been analyzed that money is occupied a major place in the mix of motivators. It would be helpful to enhance the team spirit including responsibility, recognition and advancement. Employees of the company should be treated as an individual. Learning climate should be incorporated by the manager in built environment companies because it aids employee to make better understanding about the new innovative things along with increasing the knowledge. The level of stagnation can be reduced with the help of training programme (Richter, Raban and Rafaeli, 2015). The proper training about the working criteria would be facilitated employees to do work in efficient manner. The workers of the company should be treated with respect and the compliance should be followed by entire team of the company. These activities can enhance the productivity of the employees.

There are various motivational theories which can be applicable on the companies within built environment to enhance the productivity of the worker by motivating them. Two factor theories is the Herzberg’s theory which is also known as the motivation hygiene theory. It was derived to evaluate that the person has two set of needs such as needs as animal to avoid pain and needs as humans to grow psychologically. It is also known as satisfaction (Motivation) and dissatisfaction (Hygiene). The first factor Herzberg’s is satisfaction which includes five factors such as achievement, work responsibility, advancement and recognition (Nuttin, 2014). The hygiene factor refers to job dissatisfaction and involves company policies. The improper company policies bring the job dissatisfaction in the mind of employees. The company built environment has various norms which should be followed by not only workers but also by the management as well. Lack of supervision, improper administrative policies, appraisal issues, no promotion and bad interpersonal relations may being the reason of job dissatisfaction (De Hoogh, Greer and Hartog, 2015). The biggest attainment of manager is to divulge the talent and strength of the employees to complete the task. Along with that it has been discussed in this report that manager should be lenient sometimes with colleagues to make them comfortable. Motivation techniques can be one in the form of allowing employees to states their opinions ad possibilities for sharing information (Nurmi, et. al., 2017).

There are two parts of every coin which reveals in the positive as well as negative terms. It has been analyzed that that motivation techniques used by manager within built environment companies can have the positive impact as well as negative. It has been evaluated by the article of Jorgensen, et. al., (2017), that unmotivated employee would not take interest in the accomplishing the task and spread the rumors within an environment to make it unhealthy. It is integral to have the cooperative relationship between the employees because Negative relations between the employees will avert the growth of motivation in amongst employee. It is required for the manager of the within built environment company to provide the appraisal and promotion to them whose performance is appreciated. The low payment will get discouraged them and they will look another opportunity to get higher salary which brings the situation of attrition. Thus it is essential for the manager of the built environment company to follow the effective motivational techniques (Howard, et. al., 2014).

Conclusion 

Thus, in the limelight of above mentioned aspects, it shall be noted that the leadership style and motivation techniques are playing a major role in the progress of an organization. It is the report which has been made on the retail industry and the companies within built environment. It has been analyzed that there are various leadership style but in the retail industry the most adaptive leadership style is Autocratic. It refers that only manager has power to take decision and staffs of retail industry are not allowed to take decision. It has been recommended that the retail industry should be enough lenient so that the employee of the retail industry can participate in the decision making process. Along with that it has been analyzed that the pay scale of this industry is lower in the comparison of physical work hard. These points can be liable for job dissatisfaction. On the other hand the companies within built environment have been discussed in this report. The discussion has been made on motivational technique to enhance the productivity of the workers. The various techniques and methods have been critically analyzed for the purpose of enhancing the motivation within the built environment.

References 

Anderson, M.H. and Sun, P.Y., 2017, Reviewing leadership styles: Overlaps and the need for a new ‘full?range’theory. International Journal of Management Reviews, 19(1), pp.76-96.

Aquino, A.I., Calautit, J.K. and Hughes, B.R., 2017, Integration of aero-elastic belt into the built environment for low-energy wind harnessing: Current status and a case study, Energy Conversion and Management.

Birasnav, M., 2014, Knowledge management and organizational performance in the service industry: The role of transformational leadership beyond the effects of transactional leadership, Journal of Business Research, 67(8), pp.1622-1629.

De Hoogh, A.H., Greer, L.L. and Den Hartog, D.N., 2015, Diabolical dictators or capable commanders? An investigation of the differential effects of autocratic leadership on team performance, The Leadership Quarterly, 26(5), pp.687-701.

Hanus, M.D. and Fox, J., 2015, Assessing the effects of gamification in the classroom: A longitudinal study on intrinsic motivation, social comparison, satisfaction, effort, and academic performance, Computers & Education, 80, pp.152-161.

Hendriks, F. and Karsten, N., 2014, Theory of democratic leadership, P.’t Hart & R. Rhodes (Eds.), Oxford handbook of political leadership, pp.41-56.

Hernandez, R., 2014, The impact of emotional intelligence and leadership style on ERP implementations in the retail industry(Doctoral dissertation, Capella University).

Howard, E.J., Kang, B., Hurvitz, P., Moudon, A.V. and Saelens, B.E., 2014, Modeling GPS-Based Walking Activity and Its Association with Objectively Measured Built Environment, In Transportation Research Board 93rd Annual Meeting (No. 14-5591).

Jorgensen, S.W., Bice, M.R., Unruh, S., Akehi, K., Crockett, H. and McReynolds, J., 2017, Motivation of Shoulder Surgery Patients for Rehabilitation, International Journal of Exercise Science, 10(2), pp.234-245.

Mekraz, A. and Gundala, R.R., 2016, Leadership Style and Retail Store Performance-A Case Study of Discount Retail Chain, Journal of Business and Retail Management Research, 10(2).

Nurmi, J., Hagger, M.S., Haukkala, A., Araújo-Soares, V. and Hankonen, N., 2016, Relations Between Autonomous Motivation and Leisure-Time Physical Activity Participation: The Mediating Role of Self-Regulation Techniques, Journal of Sport and Exercise Psychology, 38(2), pp.128-137.

Nuttin, J., 2014, Future time perspective and motivation: Theory and research method, Psychology Press.

Oliver, R.L., 2014, Satisfaction: A behavioral perspective on the consumer, Routledge.

Onoyase, A., 2017, Motivation and Job Performance of Lecturers of Tertiary Institutions in Nigeria: Implication for Counseling, World Journal of Educational Research, 4(2), p.280.

Rast III, D.E., Hogg, M.A. and Giessner, S.R., 2013, Self-uncertainty and support for autocratic leadership, Self and Identity, 12(6), pp.635-649.

Richter, G., Raban, D.R. and Rafaeli, S., 2015, Studying gamification: the effect of rewards and incentives on motivation, In Gamification in education and business (pp. 21-46). Springer International Publishing.

Teles, F., 2015, The distinctiveness of democratic political leadership Political Studies Review, 13(1), pp.22-36.