Are your Functional Heads playing their role in the organizational learning & development initiatives? Ideally in this situation all you need is an HR clerk to print appointment letters and experience letters. If you step back, take a deep breath, shed your (prejudiced) glasses (provided you're aware of wearing them) and take a broad look at any business; you will realize that these frontline resources are the face of the business.
If managers are not made accountable for recruiting their team members, you will continue to hear this peanut & monkey story, no matter how much salary you pay. The market situation today is such that your USP doesn't remain that way for a long duration. As per the compliance team's processes they can take 20 days to revert to the new proposal. With the introduction of ISO 9000 series of standards, the focus is on how an organisation ensures quality in the products or services offered to the customer.
If your channel sales managers are asking this question, it may be an indicator that your sales team can't harness the potential of your channel partners.
Problem Solving in Autocratic Versus Participative Management Styles by Neil Kokemuller Autocratic leaders often prefer to attack problems on their own. Of course, you can't manage your business without your Function Heads, but you should know that you are investing too much on them as well. If these resources are ill-equipped, no matter how big the brand is, you will not be able to avoid negative perceptions being built, about your organisation. On the other hand, a staff member of a small sweet stall will manage to sell stuff to your entire family, when all that you wanted to buy was a sandwich to satiate your growling stomach.
These are highly capable, intelligent, and quick learning resources that we are talking about. If this situation exists in your organisation, be aware that the competition may respond to the market's needs before you get your compliance clearance.

If your sales team's vision is tunneled to focus on only numbers, the channel partners, by now, are already frustrated with your brand. Channel sales managers have to be mentors and coach to the employees of your channel partners. As a CEO of the organisation, if your answer is no, then you must know that you are wasting a lot of money as salaries to the HR team. Why should the organisation spend time, effort and money on resources that are not going to stick with the organisation? If you are an HR team member and you hear your leaders making this statement, don't give in to this negotiation technique.
Your sales & distribution team may want to roll-out a new initiative within the next 10 days. That apart, don't have an HR team if you are not worried about people practices in your organisation. However in reality, the process flow charts and quality manuals do not serve the purpose as there is seldom a shared understanding between various functions of what the organisation does and how it is done. It means the right mix of people – those who have complementing behavioral profiles, experience and learning pace. Don't buy your leadership talent at a premium price if you don't expect them to play a role in the organizational learning & development. This is exactly how hipots may feel if they have to work in an environment that doesn't suit their culture, aspirations and capabilities. Over and above that, the right environment, comprising a capable manager, is essential to nurture and build a team. They are going to feel suffocated and consequently the hipot will go in search of fresh air.
When faced with pending decisions or difficult dilemmas, the autocratic leader prefers to act independently and quickly.

If a customer has a major problem with a product, an autocratic manager often makes a swift decision on resolution. If the manager doesn't have much experience with a given dilemma, he might benefit more from involving other employees who do.
A rushed manager also may not be able to formulate several viable options for resolving a situation quickly, instead going with the first one that comes to mind. In the long term, autocratic managers may lose employee buy-in and contribute to a lack of teamwork by not involving his staff.
A major company benefit with this style is that employees are more satisfied with their work in a participative culture, explains the career training website MindTools.
Managers, customers and others affected by a problem also benefit when more employees collaborate on ideas to resolve issues. The manager still typically makes the final call, but employees often present more ideas to ponder. A timely decision with dire consequences for delay doesn't fit well with a participative approach.
Participative problem solving also doesn't work as well in workplaces where employees don't have much expertise in the nature of the problems.
Frontline workers in a manufacturing plant might not have the necessary insight on developing efficient operational systems, for instance, so a more autocratic management approach might work best in this scenario.

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