rebecca . linda . maciej . nolan . amos
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“All I really need to know about Management , I learned from...”. . Rebecca . Linda . Maciej . Nolan . Amos . Undercover Boss. About the TV Series… Reality show since June 2009 CEO of large corporation goes “undercover” each week - PowerPoint PPT PresentationTRANSCRIPT
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. Rebecca . Linda . Maciej . Nolan . Amos .
“All I really need to know about Management, I learned from...”
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About the TV Series…
• Reality show since June 2009
• CEO of large corporation goes“undercover” each week
• Reveals daily frontline operations, ground staffs’ morale, work ethics
Undercover B
oss
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Frontier Airlines
About Frontier Airlines…
• Founded in 1994 with its headquarters located in Indianapolis, Indiana (US)
• Fall 2010: 3-way merger between:Frontier, Republic, and Midwest Airlines
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Frontier Airlines
Introducing some staff at Frontier...
Bryan BedfordCEO of Frontier
Airlines
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Frontier Airlines
Introducing some staff at Frontier...
Sue
Aircraft Appearance Coordinator
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Frontier Airlines
Introducing some staff at Frontier...
Valerie“Cross-Utilization”
Agent
Sue
Aircraft Appearance Coordinator
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Frontier Airlines
Introducing some staff at Frontier...
HectorLavatory Services
Valerie“Cross-Utilization”
Agent
Sue
Aircraft Appearance Coordinator
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Frontier Airlines
Introducing some staff at Frontier...
TuiFlight
Attendant
Sue
Aircraft Appearance Coordinator
Valerie“Cross-Utilization”
Agent
HectorLavatory Services
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All we really need to know about management we learned from
Undercover Boss: 1. Attitudes
2. Motivation
3. Job Design
4. Stress
5. Leadership
Frontier Airlines
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Attitudes
AAttitudes: Cognitive and affective evaluation that predisposes a person to act in a certain way
Cognitive Beliefs and
opinions
AffectiveFeelings Enjoy vs.
hating the job
Behavioural
Intention to behave
acted out
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Attitudes Video Clip #1
Attitudes
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Attitudes
Sue: Aircraft Appearance Coordinator
• Cognitive: did not allow personal hardship (son’s demise) affect her work
• Affective: Enjoys and takes pride in her job
• Behavioural: Enthusiastic and energetic at work
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Attitudes Video Clip #2
Attitudes
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Attitudes
Hector: Lavatory Services
• Cognitive: Positive thinking despite unglamorous role
• Affective: Passionate about his job, “seize the day”
• Behavioural: Professional work ethics, role model
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Motivation
Motivation: What causes a person to initiate action, choose a
particular course of action, and to persist in that action.
Expectancy &
Equity Theory
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Motivation: What causes a person to initiate action, choose a
particular course of action, and to persist in that action.
Expectancy &
Equity Theory
Path-Goal Theory
Motivation
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Motivation: What causes a person to initiate action, choose a
particular course of action, and to persist in that action.
Expectancy &
Equity Theory
Path-Goal Theory
Intrinsic &
Extrinsic Rewards
Motivation
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Expectancy Theory• An individual’s expectations about their
own ability to perform tasks and receive desired rewards. E P O
Equity Theory• Pursuing equity or rewards one expect
from their performance • Perception of fairness in comparison to
others
Motivation
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Motivation Video Clip #1
Motivation
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Motivation
Path-Goal Theory
• Leader’s responsibility to increase the subordinate’s motivation to attain personal and organizational goals through either:(1)Clarifying path to rewards
or(2) Increasing rewards subordinates
desire
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Motivation
Intrinsic Rewards
• Satisfaction received in the process of performing an action
Extrinsic Rewards
• A reward given by another person
Personalized Reinforcement
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Motivation
Motivation Video Clip #2
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Slogan:• a phrase or sentence that succinctly expresses a key corporate value.
• companies use a slogan to convey special meaning to employees
• a well designed slogan can enhance employee motivation and organizational performanceFrontier Airlines’ Slogan:
• “A Whole Different Animal”• The airline for “people who hate airlines”
Corporate C
ulture
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Slogan Video Clip: Quizzing Tui to see if he
knows and understands it
Corporate C
ulture
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Results:
• Bryan (CEO) is impressed
• Appoints Tui the Chairman of Frontier’s Branding Committee
Corporate C
ulture
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Job Design
Job Enlargement
• A job that combines a series of tasks into one new broader job to give employees variety and challenge
• Smaller airports rely heavily on Job Enlargement
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Job Design
Front Desk Representative
Aircraft Marshalling
Baggage Handler and Equipment Driver
Air Hose Technician
“Cross Utiliza
tion Agent”
All completed within 25 minutes
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Cross U
tilization Agent
Stress/Cross Utilization Clip:
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Job Design
What Frontier learns:• Efficient• Saves money
BUT,• Agents are not presentable• Does not create the best image for the
company
Fixing the Situation:• CEO meets with head executives to devise
better solutions
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Stress• An individual’s physiological and
emotional response to stimuli that place physical or psychological demands on an individual and create uncertainty and a lack of personal control when important outcomes are at stake
Stress
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Stress
Front Desk Representative
Aircraft Marshalling
Baggage Handler and Equipment Driver
Air Hose Technician
“Cross Utiliza
tion Agent”
4 Different Jobs
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Stressors Produce
• Frustration• Anxiety
Stress
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Type A
• Extremely competitive
• Impatient• Aggressive• Devoted to work
Type B• Relaxed &
balanced lifestyle• Less conflict
Stress
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Stress and Performance
Stress
Performance
StressLow
Low
High
High
Eustress
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Job Stressors
Task Demands
Physical Demands
Role Demands
Interpersonal Demands
Stress
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Leadership
Management• “Doing things right”
• Efficiency
Leadership• “Doing the right things”
• Effectiveness
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Leadership
“Doing the right things”• Bryan (CEO) goes undercover in order
to see if they are, in fact, doing the right things
• Consistently asking if organizational activities are:• Efficient• Delivering Customer Satisfaction• Sustainable • Effective
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Characteristics of a Leader
• People person• Desire to excel• Conscious of goals• High E.Q.• Self Confidence
• Enthusiastic
Stress
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Leadership
• Consideration:• 11,000
employees
• Senior Management Team
• Attitudes and sacrifices of employees
Behavioural Approach
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Leadership
Where should a manager fit on the Leadership Grid?
Team Management
Country Club Management Middle-of-the-road
Management
Impoverished Management
Authority Compliance
Conc
ern
for
Peo
ple
Concern for Production
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Leadership
Where should a manager fit on the Leadership Grid?
(9,9) Team Manager
• “Common stake” in the organization
• Balance needs of his employees with the
needs of the organization
Conc
ern
for
Peo
ple
Concern for Production
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Leadership
Leadership Video Clip
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Leadership
What Bryan (CEO) has shown us:• His personal traits sets him apart
from everyone else
• He considers the organization as well as those affected by it
• He strives to do the right thing in every situation
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All we really need to know about management we learned from
“Undercover Boss” 1. Attitudes
2. Motivation
3. Job Design
4. Stress
5. Leadership
Conclusion
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Questions?
Thank You
. Rebecca . Linda . Maciej . Nolan . Amos