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Questions 1. What are some of the things managers can learn by walking around and having daily contact with line employees that they might not be able to learn from looking at data and reports?

Questions 1. What are some of the things managers can learn by walking around and having daily contact with line employees that they might not be able to learn from looking at data and reports?

Understanding Business
Understanding Business
12th Edition
ISBN:9781259929434
Author:William Nickels
Publisher:William Nickels
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
Problem 1CE
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Answer all the questins related to this given case incident 1"lessons for 'under cover' bosses"

CASE INCIDENT 1 "Lessons for 'Undercover' Bosses" Executive offices in major corporations are often far re- moved from the day-to-day work that most employees per- form. While top executives might enjoy the perquisites found in the executive suite, and separation from workday concerns can foster a broader perspective on the business, the distance between management and workers can come at a real cost: top managers often fail to understand the ways most employees do their jobs every day. The dangers of this distant approach are clear. Executives sometimes make decisions without recognizing how difficult or im- practical they are to implement. Executives can also lose sight of the primary challenges their employees face. The practice of "management by walking around" (MBWA) works against the insularity of the executive suite. To practice MBWA, managers reserve time to walk through departments regularly, form networks of acquain- tances in the organization, and get away from their desks to talk to individual employees. The practice was exem- plified by Bill Hewlett and Dave Packard, who used this management style at HP to learn more about the chal- lenges and opportunities their employees were encoun- tering. Many other organizations followed suit and found that this style of management had advantages over a typi- cal desk-bound approach to management. A recent study of successful Swedish organizations revealed that MBWA was an approach common to several firms that received national awards for being great places to work. The popular television program Undercover Boss took MBWA to the next level by having top executives from companies like Chiquita Brands, DirectTV, Great Wolf Resorts, and NASCAR work incognito among line em- ployees. Executives reported that this process taught them how difficult many of the jobs in their organizations were, and just how much skill was required to perform even the lowest-level tasks. They also said the experience taught them a lot about the core business in their organizations and sparked ideas for improvements. Although MBWA has long had its advocates, it does present certain problems. First, the time managers spend directly observing the workforce is time they are not do- ing their core job tasks like analysis, coordination, and strategic planning. Second, management based on subjec- tive impressions gathered by walking around runs counter to a research and data-based approach to making mana- gerial decisions. Third, it is also possible that executives who wander about will be seen as intruders and overseers. Implementing the MBWA style requires a great deal of foresight to avoid these potential pitfalls.
Transcribed Image Text:CASE INCIDENT 1 "Lessons for 'Undercover' Bosses" Executive offices in major corporations are often far re- moved from the day-to-day work that most employees per- form. While top executives might enjoy the perquisites found in the executive suite, and separation from workday concerns can foster a broader perspective on the business, the distance between management and workers can come at a real cost: top managers often fail to understand the ways most employees do their jobs every day. The dangers of this distant approach are clear. Executives sometimes make decisions without recognizing how difficult or im- practical they are to implement. Executives can also lose sight of the primary challenges their employees face. The practice of "management by walking around" (MBWA) works against the insularity of the executive suite. To practice MBWA, managers reserve time to walk through departments regularly, form networks of acquain- tances in the organization, and get away from their desks to talk to individual employees. The practice was exem- plified by Bill Hewlett and Dave Packard, who used this management style at HP to learn more about the chal- lenges and opportunities their employees were encoun- tering. Many other organizations followed suit and found that this style of management had advantages over a typi- cal desk-bound approach to management. A recent study of successful Swedish organizations revealed that MBWA was an approach common to several firms that received national awards for being great places to work. The popular television program Undercover Boss took MBWA to the next level by having top executives from companies like Chiquita Brands, DirectTV, Great Wolf Resorts, and NASCAR work incognito among line em- ployees. Executives reported that this process taught them how difficult many of the jobs in their organizations were, and just how much skill was required to perform even the lowest-level tasks. They also said the experience taught them a lot about the core business in their organizations and sparked ideas for improvements. Although MBWA has long had its advocates, it does present certain problems. First, the time managers spend directly observing the workforce is time they are not do- ing their core job tasks like analysis, coordination, and strategic planning. Second, management based on subjec- tive impressions gathered by walking around runs counter to a research and data-based approach to making mana- gerial decisions. Third, it is also possible that executives who wander about will be seen as intruders and overseers. Implementing the MBWA style requires a great deal of foresight to avoid these potential pitfalls.
3. What ways can executives and other organizational leaders learn about day-to-day business operations besides going “undercover?" Questions 1. What are some of the things managers can learn by walking around and having daily contact with line employees that they might not be able to learn from looking at data and reports? 2. As an employee, would you appreciate knowing your supervisor regularly spent time with workers? How would knowing top executives routinely interact with line employees affect your attitudes toward the organization? 4. Are there any dangers in the use of a management by walking around strategy? Could this strategy lead employees to feel they are being spied on? What actions on the part of managers might minimize these concerns? Sources: Based on T. Peters and N. Austin, "Management by Walking About," Economist (September 8, 2008), www.economist.com; F. Aguirre, M. White, K. Schaefer, and S. Phelps, "Secrets of an Undercover Boss," Fortune (August 27, 2010), pp. 41-44; J. Larsson, I. Backstrom, and H. Wiklund, "Leadership and Organizational Behavior: Similarities between Three Award-Winning Organizations," International Journal of Management Practice 3 (2009), pp. 327–345.
Transcribed Image Text:3. What ways can executives and other organizational leaders learn about day-to-day business operations besides going “undercover?" Questions 1. What are some of the things managers can learn by walking around and having daily contact with line employees that they might not be able to learn from looking at data and reports? 2. As an employee, would you appreciate knowing your supervisor regularly spent time with workers? How would knowing top executives routinely interact with line employees affect your attitudes toward the organization? 4. Are there any dangers in the use of a management by walking around strategy? Could this strategy lead employees to feel they are being spied on? What actions on the part of managers might minimize these concerns? Sources: Based on T. Peters and N. Austin, "Management by Walking About," Economist (September 8, 2008), www.economist.com; F. Aguirre, M. White, K. Schaefer, and S. Phelps, "Secrets of an Undercover Boss," Fortune (August 27, 2010), pp. 41-44; J. Larsson, I. Backstrom, and H. Wiklund, "Leadership and Organizational Behavior: Similarities between Three Award-Winning Organizations," International Journal of Management Practice 3 (2009), pp. 327–345.
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