Rebecca . Linda . Maciej . Nolan . Amos

. 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. Stress

4. Job Design

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

personPersonalized 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 performance

Frontier 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 Utilization 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

companyFixing 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 Utilization Agent”

4 Different Jobs

Stressors Produce

• Frustration

• Anxiety

Stress

• Extremely competitive

• Impatient• Aggressive• Devoted to work

Type A

• Relaxed & balanced lifestyle

• Less conflictType B

Stress

Stress and Performance

Stress

Performance

StressLow

Low

High

High

Eustress

Job Stressors

Task Demands

Physical Demands

Role Demands

Interpersonal Demands

Stress

Stress Management

• Health – Leisure Exercises• Balanced Life – Emotions, Relationships

• Taking Regular Breaks/Vacations

Stress

Individual

New Workplace Responses

Leadership

Management• “Doing things right”

• Efficiency

Leadership• “Doing the right things”

• Effectiveness

Characteristics of a Leader• People person

• Desire to excel

• Conscious of goals

• High E.Q.

• Self Confidence

• Enthusiastic

Stress

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

Leadership

• 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

Leadership

Where should a manager fit on the Leadership Grid?

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

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. Stress

4. Job Design

5. Leadership

Conclusion

Questions?

Thank You

. Rebecca . Linda . Maciej . Nolan . Amos