Questions1. What are some of thc things managers can learn bywalking around and having daily contact with lineemployees that they might not be able to learn fromlooking at data and reports?2. As an emplovee would vouanpre 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 perquisitesfound in the executive suite, and separation from workdayconcerns can foster a broader perspective on the business,the distance between management and workers can comeat a real cost: top managers often fail to understand theways most employees do their jobs every day. The dangersof this distant approach are clear. Executives sometimesmake decisions without recognizing how difficult or im-practical they are to implement. Executives can also losesight of the primary challenges their employees face.The practice of "management by walking around"(MBWA) works against the insularity of the executivesuite. To practice MBWA, managers reserve time to walkthrough departments regularly, form networks of acquain-tances in the organization, and get away from their desksto talk to individual employees. The practice was exem-plified by Bill Hewlett and Dave Packard, who used thismanagement style at HP to learn more about the chal-lenges and opportunities their employees were encoun-tering. Many other organizations followed suit and foundthat this style of management had advantages over a typi-cal desk-bound approach to management. A recent studyof successful Swedish organizations revealed that MBWAwas an approach common to several firms that receivednational awards for being great places to work.The popular television program Undercover Boss tookMBWA to the next level by having top executives fromcompanies like Chiquita Brands, DirectTV, Great WolfResorts, and NASCAR work incognito among line em-ployees. Executives reported that this process taught themhow difficult many of the jobs in their organizations were,and just how much skill was required to perform even thelowest-level tasks. They also said the experience taughtthem a lot about the core business in their organizationsand sparked ideas for improvements.Although MBWA has long had its advocates, it doespresent certain problems. First, the time managers spenddirectly observing the workforce is time they are not do-ing their core job tasks like analysis, coordination, andstrategic planning. Second, management based on subjec-tive impressions gathered by walking around runs counterto a research and data-based approach to making mana-gerial decisions. Third, it is also possible that executiveswho wander about will be seen as intruders and overseers.Implementing the MBWA style requires a great deal offoresight to avoid these potential pitfalls.

By walking around and making contact with the employees the managers can better understand the…

Answered: Questions 1. What are some of the…

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

See similar textbooks

Similar questions

What is the definition of management? Question 2 options: A. a group of individuals who work together towards a common goal or to accomplish some specific purpose B. the process that includes motivating subordinates, directing others, selecting the most effective communication channels and resolving conflicts. C. the process of administering and coordinating resources effectively, efficiently and to achieve the goals of the organisation.
question: Critically analyse the below case and answer the questions at the end. Some of the most admired business leaders argue that the only way to get the most out of people is to stretch them. Both business anecdotes and research evidence seem to back this view. “If you do know how to get there, it’s not a stretch target,” former GE CEO Jack Welch has said. “We have found that by reaching for what appears tobe the impossible, we often actually do the impossible; and even when we don’t quite make it, we inevitably wind up doing much better than we would have done.” As for the research evidence, we have studied in goal-setting theory—wherebymanagers set the most difficult goals to which employees will commit—is perhapsthe best-supported theory of motivation. The implication is that to be the mosteffective manager you need to push, push, and push more.But does this pose an ethical dilemma for managers? What if you learned thatpushing employees to the brink came at the expense of their…
Assignment: So you want to Lead an Orchestra! 1. Describe the orchestra's pay structure in terms of levels, differentials, job- or person- based approach. 2. Discuss what factors may explain the structure. Why does violinist I receive more than the oboist and trombonist? Why does the principal trumpet player earn more than the principal cellist and principal clarinetist but less than the principal viola and principal flute players? What explain these differences? Does the relative supply versus the demand for violinists compare to the supply versus the demand for trombonists? Is it that violins play more notes? 3. What is the pay differential between the principal viola and next highest paid viola? What about between the principal trumpet and the next highest paid trumpet? Why these differentials between the principal and other? Why aren't they larger? Smaller? Why is the differential between trumpet players different than between the viola players?
Question 1In contemporary organisations, supervisors and managers have some degree of human resources responsibilities built intotheir job description. While it is true that each organisation may have different ideas of what these responsibilities are orshould be, defining the HR responsibilities that should be included in management positions will help identify how anorganisation can best prepare people for tasks they may have to undertake now and in the future. Understanding the levelof competency managers and supervisors have in each of the HR functions will help us to identify how deep we may needto delve our training initiatives.In light of this statement, select an organisation that you are familiar with, and have a good understanding of the businessenvironment and HR processes of this organisation. Analyse the business environment and complete the project questionsbelow.Based on the analysis of the business environment and HR management trends of the selected organisation,…
Questions1. Alex Patterson notes that our educational system is often focused on individual achievement, but when we go out into the work world as adults, almost all of us are required to work in teams. In what ways does this early focus on individual work make it difficult for us to work in teams? What should an individual do to become a good team member, according to Patterson? 2. These Tough Mudder employees appear to be members of a highly cohesive team. What are some of the qualities described in the video that indicate strong cohesiveness? Include at least two specific examples in your answer. 3. Patterson describes the benefits and challenges of working in an open-plan, collaborative workspace. Do you think you would enjoy working in this type of team-centric environment? Explain why or why not in your answer.
Some Career Advice Samuel Jones is a bright, charismatic, African American male, whose career goal is to become a city manager in a large urban area. While attending the MPA program at the University of Delaware, he interned in a small town at the city manager's office. He enjoyed the experience and upon graduating, he sought a similar job in a large urban area, specifically Baltimore and Philadelphia. The jobs in these urban areas in city management are much more specialized and to have the level of responsibility he had in the small town, he would need many years of experience in an urban area. There are positions available in a number of departments in both of these cities. He accepts a posi- tion as a budget analyst in Baltimore upon your recommendation. 1. What do you know about Samuel's career anchors that would make this a good choice for Samuel? 2. What potential barriers would you encourage Samuel to avoid?
Question 54: An organization raises the minimum pay of its salary ranges. Which is the best technique an HR manager should consider that will correct the compression issue that may occur between new hires and long-term employees?a. Use a productivity-based system to bridge compression.b. Provide person-based pay to long-term employees.c. Red-circle new employees after increases.d. Implement an aggressive merit pay program
Question 1: What is coordination? What are the different ways that an organization can use to bring about effective coordination among its departments? QUESTION 2: What is Power? How can a manager apply reward, coercive, and expert powers to become an effective leader? QUESTION 3: a. What is the expectancy theory of motivation? Discuss the role of valence and reward (outcome) in explaining employee expectancy. b. You have recently prepared and submitted a Tk.150 million bid to win a construction contract to build a supermall in Cox’s Bazaar for Lucifer Group of Industries. Your bid is the most comprehensive and lowest in terms of cost. The Lucifer Manager for the project also appreciates the bid and is positive about giving the job to your company. However, the Lucifer manager has asked you to raise the bid by Tk.15 million which would be split three ways equally between you, the Lucifer manager, and the Vice President of Lucifer. You, being a person of strong ethics and integrity, in…
QUESTION ONE (1) ‘Management is, above all, a practice where art, science, and craft meet’. Henry Mintzberg a) Many theories exist to help managers and leaders to be effective. Identify examples of appropriate and inappropriate leadership from across the public services and discuss the reasons for your choice, referencing appropriate management theories to illustrate your answer. b) What characteristics of leadership are important during a crisis The "ethics infrastructure" includes measures to enhance and preserve organizational integrity, access to information that promotes transparency and accountability and prevents misuse of power by company personnel. What are the ethical hotspots found in a business and give the practical lessons which research has found in business ethics. Your boss looks the other way as the company’s best salesperson quietly gives expensive gifts to the purchasing agents of the…
Human Resource Development Question 1: Explain an example to illustrate how training is an open system with indirect organizational outputs. Question 2: Mager & Pipe's flowchart distinguishes between two general types of sources of training discrepancies. Describe what is a training discrepancy.
Case Study 1 – Leadership & CoachingThe role of a leader on a sports team – whether a player or a coach – is an important position tofill. A good leader will motivate the team, take responsibility, promote a good work ethic, andperform various other roles in order to help the team be at their best. Without a great player inthe leader position, a team will often not realize an explicit team orientation or direction, lack arole model for what to do and how to do it, and will be without a player to rely on in the‘clutch’ moments of a game. Without a great coach as a leader, players will often not play totheir full potential as a team, play with less than optimal passion, and not receive the emotionaland mental support needed to excel. Focusing on the aspects of a great leader in the coachingposition, it is important to think about what type of leader would excel as a coach and howimportant great leadership is to the coaching position.As the Situational Leadership Model suggests,…
19- Oman Energy Company recently opened a new branch in Muscat. Mr.Yusuf who works for the company was transferred from Nizwa to Muscat as the new sales representative for Oman Energy Company. He is not allowed to sell or represent the company in Salalah or any other part of Oman. Could you identify who is responsible for the transfer of Mr. Yusuf? a. Customer Salesforce manager b. Production manager c. Factory manager d. Territorial Salesforce manager

SEE MORE QUESTIONS

Recommended textbooks for you

Understanding Business

Management

ISBN:

9781259929434

Author:

William Nickels

Publisher:

McGraw-Hill Education

Management (14th Edition)

Management

ISBN:

9780134527604

Author:

Stephen P. Robbins, Mary A. Coulter

Publisher:

PEARSON

Spreadsheet Modeling & Decision Analysis: A Pract…

Management

ISBN:

9781305947412

Author:

Cliff Ragsdale

Publisher:

Cengage Learning

Understanding Business

Management

ISBN:

9781259929434

Author:

William Nickels

Publisher:

McGraw-Hill Education

Management (14th Edition)

Management

ISBN:

9780134527604

Author:

Stephen P. Robbins, Mary A. Coulter

Publisher:

PEARSON

Spreadsheet Modeling & Decision Analysis: A Pract…

Management

ISBN:

9781305947412

Author:

Cliff Ragsdale

Publisher:

Cengage Learning

Management Information Systems: Managing The Digi…

Management

ISBN:

9780135191798

Author:

Kenneth C. Laudon, Jane P. Laudon

Publisher:

PEARSON

Business Essentials (12th Edition) (What's New in…

Management

ISBN:

9780134728391

Author:

Ronald J. Ebert, Ricky W. Griffin

Publisher:

PEARSON

Fundamentals of Management (10th Edition)

Management

ISBN:

9780134237473

Author:

Stephen P. Robbins, Mary A. Coulter, David A. De Cenzo

Publisher:

PEARSON

SEE MORE TEXTBOOKS

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?