Read And Answer The Questions To The Casecase Incident 1 ✓ Solved

Read and answer the questions to the case. Case Incident 1: "Lessons for 'Undercover' Bosses" page 34 of your textbook “Lessons for ‘Undercover’ Bosses". Executive offices in major corporations are often far removed from the day-to-day work that most employees perform. 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 impractical 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 acquaintances in the organization, and get away from their desks to talk to individual employees. The practice was exemplified by Bill Hewlett and Dave Packard, who used this management style at HP to learn more about the challenges and opportunities their employees were encountering. Many other organizations followed suit and found that this style of management had advantages over a typical 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, Direct TV, Great Wolf Resorts, and NASCAR work incognito among line employees. 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 doing their core job tasks like analysis, coordination, and strategic planning. Second, management based on subjective impressions gathered by walking around runs counter to a research and data-based approach to making managerial 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.

Paper For Above Instructions

Management by Walking Around (MBWA) is an essential approach that allows managers to engage with employees and gain insights that go beyond reports and data. Through daily contact with line employees, managers can learn about the real challenges that employees face, which can lead to informed decision-making. This hands-on approach creates opportunities for managers to observe employee interactions, work processes, and the general atmosphere within the organization (Peters & Waterman, 1982).

Managers can discover the nuances of employee satisfaction and morale through in-person interactions. They might notice small issues that could escalate if left unaddressed, thereby acquiring a holistic view of the organization. Employees may express concerns or suggestions informally during these interactions, which might not surface during formal meetings (Cameron & Quinn, 2011). Additionally, capturing genuine employee feedback can foster a culture of open communication, which is crucial for organizational success (Bourgeois, 1980).

As an employee, I would appreciate knowing that my supervisor regularly spends time with workers. This behavior signals that leadership is approachable and values the contributions of all employees. Moreover, observing top executives interacting with line employees could enhance my perception of the organization. It would demonstrate that management is invested in understanding the workforce, which can, in turn, boost my morale and commitment to the organization (Schein, 2010). A positive perception of leadership can increase employee engagement and productivity, ultimately benefiting the company's bottom line (Yukl, 2010).

Besides going undercover, executives can harness various tools to learn about daily business operations. Conducting anonymous employee surveys can provide valuable insights into workplace dynamics, areas for improvement, and employee satisfaction (Kelley, 2016). Additionally, managers can utilize focus groups or listening sessions to gather qualitative data on employee experiences. Engaging with frontline managers who have a direct line of contact with employees can also facilitate understanding (Edmondson, 2018). Utilizing technology such as digital dashboards can offer real-time data on business operations, empowering executives to make evidence-based decisions.

However, there are potential dangers associated with MBWA. Employees might feel like they are being monitored or scrutinized, leading to a sense of discomfort and reluctance to share genuine feedback (Kahn, 1990). If employees perceive that executives are intruding on their work environment, it may create a culture of mistrust, undermining the efficacy of MBWA (Ashford & Tsui, 1991). To mitigate these concerns, managers should approach the practice with sensitivity and convey that their intent is to learn and support, not to evaluate performance. Setting clear expectations and emphasizing that the aim is to foster collaboration can ease employee apprehensions (Argyris, 1991).

Ultimately, MBWA and similar strategies should be embraced to bridge the gap between management and employees, fostering a culture of understanding, openness, and collaboration. While MBWA presents unique benefits, it requires thoughtful implementation to avoid alienating the workforce. By cultivating meaningful relationships, management can empower employees, leading to a more engaged and productive organization (Gino, 2018).

References

  • Argyris, C. (1991). Teaching Smart People How to Learn. Harvard Business Review.

  • Ashford, S. J., & Tsui, A. S. (1991). Self-regulation for manager development: The role of feedback-seeking in leadership development. Organizational Dynamics, 20(2), 1-14.

  • Bourgeois, L. J. (1980). Strategy and Environment: A Conceptual Integration. Academy of Management Review, 5(1), 25-39.

  • Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture. Addison-Wesley.

  • Edmondson, A. (2018). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. Wiley.

  • Gino, F. (2018). Rebel Talent: Why It Pays to Break the Rules at Work and in Life. HarperBusiness.

  • Kahn, W. A. (1990). Psychological Conditions of Personal Engagement and Disengagement at Work. Academy of Management Journal, 33(4), 692-724.

  • Kelley, K. (2016). The Importance of Employee Engagement and Feedback. Business Horizons, 59(1), 65-75.

  • Peters, T. J., & Waterman, R. H. (1982). In Search of Excellence: Lessons from America's Best-Run Companies. Harper & Row.

  • Yukl, G. (2010). Leadership in Organizations. Pearson.