28 Jun MARKETING 302-Undercover Bosses-Executive offices in major corporations are
Question
CASE INCIDENT 1 “Lessons for ‘Undercover’
Bosses”
Executive offices in major corporations are often far removed from the dayto-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, DirectTV,
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. 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?
3.
What ways can executives and other organizational leaders learn
about day-to-day business operations besides going “undercover?”
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
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