“all i really need to know about management, i learned from...”
TRANSCRIPT
. Rebecca . Linda . Matt (Maciek) . Nolan . Amos .
“All I really need to know about Management, I learned from...”
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
Un
derc
ove
r Boss
Fro
ntie
r Airlin
es
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
All we really need to know about management we learned from
Undercover Boss:
1. Attitudes
2. Motivation
3. Stress
4. Job Design
5. Leadership
Fro
ntie
r Airlin
es
Attitu
des
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
Attitu
des
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
Attitu
des
Hector: Lavatory Services
• Cognitive: Positive thinking despite unglamorous role
• Affective: Passionate about his job, “seize the day”
• Behavioural: Professional work ethics, role model
Motiva
tion
Motivation: What causes a person to initiate action, choose a
particular course of action, and to persist in that action.
Expectancy &
Equity Theory
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
Motiva
tion
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
Motiva
tion
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
Motiva
tion
Motiva
tion
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
Motiva
tion
Intrinsic Rewards• Satisfaction received in the
process of performing an action
Extrinsic Rewards• A reward given by another
person
Personalized Reinforcement
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 performance
Frontier Airlines’ Slogan:• “A Whole Different Animal”• The airline for “people who hate airlines”
Corp
ora
te C
ultu
re
Results:
• Bryan (CEO) is impressed• Appoints Tui the Chairman of
Frontier’s Branding Committee
Corp
ora
te C
ultu
re
Job
Desig
n
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
Job
Desig
n
Front Desk
Representative
Aircraft Marshalling
Baggage Handler and Equipment Driver Air Hose
Technician
“Cross Utilization Agent”
All completed within 25 minutes
Job
Desig
n
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
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
Stre
ss
Stre
ss
Front Desk
Representative
Aircraft Marshalling
Baggage Handler and Equipment Driver Air Hose
Technician
“Cross Utilization Agent”
4 Different Jobs
• Extremely competitive• Impatient• Aggressive• Devoted to workType A
• Relaxed & balanced lifestyle
• Less conflictType B
Stre
ss
Stress Management
• Health – Leisure Exercises• Balanced Life – Emotions, Relationships
• Taking Regular Breaks/Vacations
Stre
ss
Individual
New Workplace Responses
Lead
ersh
ip
Management• “Doing things right”• Efficiency
Leadership• “Doing the right things”• Effectiveness• Characteristics of a Leader:
• People person• Desire to excel• Conscious of
goals
• High EQ• Self confidence• Enthusiastic
Lead
ersh
ip
“Doing the right things”
• Bryan 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
Lead
ersh
ip
• Consideration:• 11,000 employees• Senior management team• Attitudes and sacrifices of
employees
Behavioural Approach
• Clarifies subordinates role and tasks
• Structure in place• Adequate rewards provided• Considerate
Transactional Leader
Lead
ersh
ip
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
Lead
ersh
ip
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
All we really need to know about management we learned from
Undercover Boss:
1. Attitudes
2. Motivation
3. Stress
4. Job Design
5. Leadership
Con
clu
sion