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. Rebecca . Linda . Maciej . Nolan . Amos . “All I really need to know about Management, I learned from...”
. Rebecca . Linda . Maciej . 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
Undercover B
oss
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
Frontier Airlines
Introducing some staff at Frontier...
Bryan BedfordCEO of Frontier
Airlines
Frontier Airlines
Introducing some staff at Frontier...
Sue
Aircraft Appearance Coordinator
Frontier Airlines
Introducing some staff at Frontier...
Valerie“Cross-Utilization”
Agent
Sue
Aircraft Appearance Coordinator
Frontier Airlines
Introducing some staff at Frontier...
HectorLavatory Services
Valerie“Cross-Utilization”
Agent
Sue
Aircraft Appearance Coordinator
Frontier Airlines
Introducing some staff at Frontier...
TuiFlight
Attendant
Sue
Aircraft Appearance Coordinator
Valerie“Cross-Utilization”
Agent
HectorLavatory Services
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
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
Attitudes Video Clip #1
Attitudes
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
Attitudes Video Clip #2
Attitudes
Attitudes
Hector: Lavatory Services
• Cognitive: Positive thinking despite unglamorous role
• Affective: Passionate about his job, “seize the day”
• Behavioural: Professional work ethics, role model
Motivation
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
Motivation
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
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
Motivation Video Clip #1
Motivation
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
Motivation
Intrinsic Rewards
• Satisfaction received in the process of performing an action
Extrinsic Rewards
• A reward given by another person
Personalized Reinforcement
Motivation
Motivation Video Clip #2
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
Slogan Video Clip: Quizzing Tui to see if he
knows and understands it
Corporate C
ulture
Results:
• Bryan (CEO) is impressed
• Appoints Tui the Chairman of Frontier’s Branding Committee
Corporate C
ulture
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
Job Design
Front Desk Representative
Aircraft Marshalling
Baggage Handler and Equipment Driver
Air Hose Technician
“Cross Utiliza
tion Agent”
All completed within 25 minutes
Cross U
tilization Agent
Stress/Cross Utilization Clip:
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
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
Stress
Front Desk Representative
Aircraft Marshalling
Baggage Handler and Equipment Driver
Air Hose Technician
“Cross Utiliza
tion Agent”
4 Different Jobs
Stressors Produce
• Frustration• Anxiety
Stress
Type A
• Extremely competitive
• Impatient• Aggressive• Devoted to work
Type B• Relaxed &
balanced lifestyle• Less conflict
Stress
Stress and Performance
Stress
Performance
StressLow
Low
High
High
Eustress
Job Stressors
Task Demands
Physical Demands
Role Demands
Interpersonal Demands
Stress
Leadership
Management• “Doing things right”
• Efficiency
Leadership• “Doing the right things”
• Effectiveness
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
Characteristics of a Leader
• People person• Desire to excel• Conscious of goals• High E.Q.• Self Confidence
• Enthusiastic
Stress
Leadership
• Consideration:• 11,000
employees
• Senior Management Team
• Attitudes and sacrifices of employees
Behavioural Approach
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
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
Leadership
Leadership Video Clip
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
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
Questions?
Thank You
. Rebecca . Linda . Maciej . Nolan . Amos
