case 1
Chapter 1 Case Incident
“Lessons for Undercover Bosses”
Group #2
Murat Canturk
James Hostetler
Bethany Slack
Anthony Timmons
Yu Wang
Question #1
Managers are the effective players in the field of organizational behavior. They are tasked with learning how individuals, groups, and structure define their organization’s culture and how to create a culture that improves the company’s effectiveness and success (Robbins and Judge, 10). Effective managers must be excellent communicators and great human resource managers, which means they must know their employee’s needs (Robbins and Judge, 8-9). In order to understand the organization’s culture, the manager (or executive) must get to know the structure, groups, and individuals within their organization. When a manager “walks around” and meets those within the organization they’re managing, they can better understand their needs and are learning about problems and concerns within their organization firsthand (Rama, Sashith & Subrahmanyam). In management by walking around (MBWA), interpersonal contact is made, open appreciation is developed, and managers lead by displaying civility and rewarding performance (Rama, Sashith & Subrahmanyam). Helping employees balance work-life conflicts is a major complication in today’s working world (Robbins and Judge, 21), but the manager cannot understand the barriers to the balance of work and life if they do not communicate with the employees and their day-to-day jobs. Creating a positive work environment is another crucial element in the culture of the company (Robbins and Judge, 22); this element cannot be understood without understanding the people and their desires. Many times, a manager can learn the “emotional temperature” of a room and find employees who are angry, upset, or simply stressed, which are all problems to be addressed and resolved (Managing). MBWA gives managers a way to relieve day-to-day conflicts before they become
“Lessons for Undercover Bosses”
Group #2
Murat Canturk
James Hostetler
Bethany Slack
Anthony Timmons
Yu Wang
Question #1
Managers are the effective players in the field of organizational behavior. They are tasked with learning how individuals, groups, and structure define their organization’s culture and how to create a culture that improves the company’s effectiveness and success (Robbins and Judge, 10). Effective managers must be excellent communicators and great human resource managers, which means they must know their employee’s needs (Robbins and Judge, 8-9). In order to understand the organization’s culture, the manager (or executive) must get to know the structure, groups, and individuals within their organization. When a manager “walks around” and meets those within the organization they’re managing, they can better understand their needs and are learning about problems and concerns within their organization firsthand (Rama, Sashith & Subrahmanyam). In management by walking around (MBWA), interpersonal contact is made, open appreciation is developed, and managers lead by displaying civility and rewarding performance (Rama, Sashith & Subrahmanyam). Helping employees balance work-life conflicts is a major complication in today’s working world (Robbins and Judge, 21), but the manager cannot understand the barriers to the balance of work and life if they do not communicate with the employees and their day-to-day jobs. Creating a positive work environment is another crucial element in the culture of the company (Robbins and Judge, 22); this element cannot be understood without understanding the people and their desires. Many times, a manager can learn the “emotional temperature” of a room and find employees who are angry, upset, or simply stressed, which are all problems to be addressed and resolved (Managing). MBWA gives managers a way to relieve day-to-day conflicts before they become
Citations: Porter, C. (2012). The Hawthorne effect today. Industrial Management, 54(3), 10-15. Rama Mohan, D.D., Sathish Kumar, S. S., & Subrahmanyam, G.G. (2013). Management by Walking Around: An Effective Tool for Day-to-Day Operations of Hospital. UIP Journal of Operations Management, 12(1), 58-61. Robbins, S. & Judge, T. (2013). Organizational Behavior, 15th Edition. Boston, MA: Pearson.