领导和管理的主题众说纷纭，领导专家-之间的一致是管理者/领导者和主体之间的相互作用不存在于真空。为了填补这一空白，多种管理理念，多年来一直从权变理论和系统理论的假设，其他如特质理论以及X理论和Y理论为例，X理论和Y理论论述领导者如何看待员工的工作动机，以及如何感知决定经理申请在工作场所的权力和权威。例如，管理者支持X理论认为工人自然无心，讨厌自己的工作。因此，这样的管理者更喜欢一个专制的领导风格为他们认为工人必须被执行。Â正如我们将看到的文章后，亚马逊的员工非常严密和严格的因为他们的领导人相信，他们必须把实现的结果。另一方面，支持理论的管理者认为员工是快乐的、自我激励的、有创造力的，而且这些员工承担更大的责任。此类管理人员允许工人自由工作，不受干扰。
每一种领导哲学都适用于一组独特的情况，因此不能相互对立。相反，重点应该是利用每个方面的相关方面来设计一个更好的整体管理理念，这与我们生活在高度动态的社会中是相关的。
Management and Organization Behavior 管理与组织行为
Introduction 简介
Whereas there are divergent views on the subject of leadership and management, the unanimous agreement among leadership experts like Myatt (2013) is that the interaction between managers/leaders and their subjects cannot exist in a vacuum. To fill this gap, several management concepts have been hypothesis over the years ranging from Contingency Theory and Systems Theory, to others such as Trait theory as well as Theory X and Theory Y. for example, Theory X and Y deals with how leaders perceive their employees' motivation to work, and how this perception determines how such managers apply power and authority at the workplace. For instance, managers who support theory X believe that workers are naturally unmotivated and hate their jobs. Thus, such managers prefer an authoritarian style of leadership as they believe workers must be pushed to perform. As we shall see later in the essay, Amazon's employees are monitored very closely and strictly because their leaders believe they must be pushed to achieve results. On the other hand, managers who support theory Y believe that workers are happy, self-motivated and creative, and that such employees enjoy greater responsibility. Such types of managers allow workers to work freely without interference.
According to Miles (2012), each of these leadership philosophies are applicable under unique set of circumstances and cannot therefore be contrasted against one another. Instead, the focus should be on using the relevant facets of each to design a better overall management philosophy that is relevant in the highly dynamic society we live in.
One such attempt at understanding organizations and how people within them interact with each other was postulated by Morgan (1997), in his portrayal of organizations as political systems. In this regard, the Author posits that the levels and nature of political activities in organizations are determined by the kind of political rule that exists therein (Evans, Hassard & Hyde 2013). Using Morgan's model, this paper argues that Amazon is founded upon the political typology of management. Amazon.com, the largest E-commerce company is headquartered in the United States. Consequently, the analysis is based on an article published in the New York Times that offers an insight of what it means to be an employee at Amazon. Based on the personal anecdotes given by past and present workers at the firm, the essay will confirm the existence of all the six varieties of political rule as discussed in the subsequent paragraphs.
Autocracy
This refers to a situation where an individual or a small group of people within an organization hold absolute power (Grey 1999). This is made possible by the fact that the individual or group controls all the critical resources, holds considerable ownership rights, or is favored by the organization's traditions. Morgan's view on the autocratic model is supported by other authors like Vellnagel (2013 p.5) who argues that autocratic or authoritarian leaders are known to employ the 'use of charisma' as well as other personal privileges. He adds that Autocratic leaders view their positions as transcendent and therefore beyond reproach. As can be noted from the article on Amazon, there are certain incidences that point to an autocratic leadership model. For example, the company reportedly fires workers who fail to adapt to the company's corporate philosophy every year in what they term "purposeful Darwinism." These lay-offs are ruthless as they target e
