1. What are some of the things managers can learn by walking around and having daily contact with line employees that they might not be able to learn from looking at data and reports? A: this style of management has advantages over typical desk-round approach to management. It is an approach common to several firms that received national awards for being a great place to work.
2. As an employee, would you appreciate knowing your supervisor regularly spent time with workers? How would you knowing to executives routinely interact with line employees affect your attitude toward the organization? A: yes it can strengthens the relationship of the employees with their bosses. The executives will know the strengths and weakness of their employees and recognize them on the problems that they may face during doing their job. Also, this may increase their self-confidence.
3. What ways can executives and other organizational leaders learn about day-to-day business operations beside going “undercover”? A: there are many ways can the managers follow on, the different ways will provide all the information required by the executives that can develop their departments and the organization as well.
4. Are there any dangers in the use of a management by walking around strategy? Could this strategy lead employees to feel they are being spied on? What action on the part of managers might minimize these concerns? A: the dangers could be happened depend on the executive attitude. And overstated on that may make lose confident of the employees Some managers are exaggerating in doing the walking around strategy which lead employees to feel they are being spied on and it also may lead to loss the confident from some employees and it may decrease their innovation to their job. The action which can be doing by the managers is minimize doing these strategy like give them some tasks from time to time and follow them by themselves or send trusted person to do that.
Case incident 2:
1. To what extent can individual business decisions (as opposed to economic forces) explain deterioration in working conditions for many workers? A: To me it seems the poor economy is what leads to the deterioration in individual businesses. The poor economy is making it difficult for the business to draw in a steady income and therefor they need to make decisions on what to do to keep the doors to the business open. That’s when they start doing layoffs and budget cuts for the business. Employees end up with reduced hours, pay cuts, small pay raises and poor work environments. It seems they will sink to the lowest level that is considered legal just to make sure they can still make a profit within the business
2. Do business organizations have a responsibility to ensure that the employees have secure jobs with good working conditions, or are their primary responsibility to shareholders? A: This is where Corporate Social Responsibility (CSR) comes into play. The concept of corporate social responsibility means that organizations have moral, ethical, and philanthropic responsibilities in addition to their responsibilities to earn a fair return for investors and comply with the law. CSR compels businesses to implement an extensive view of the obligations that does not include just the shareholders. They also need to include other constituencies such as employees, customers, the local community, all three levels of government, and so on. However, it still does not require them to ensure job security and good working conditions. Many actually are opposed to CSR and believe that corporations only need to worry about the profit for their shareholders and if they take on the social responsibilities will have competitive shortcomings.
3. What alternative measures of organizational performance, beside share prices, do you thing might change the focus of business leaders? A: Business performance measurement has a variety of uses. The following reasons companies measure business performance: To monitor and control
To drive improvement
To maximize the effectiveness of the improvement effort
To achieve alignment with organizational goals and objectives To reward and to discipline
Looking at the firm as a complex organism seeking to survive or thrive in its competitive environment, performance measurement systems serve as a key contributor to the perceptual and coordination/control capabilities of the firm. 4. What do you think the likely impact of the growth of temporary employment relationships will be for employee attitude and behavior? How would you develop a measurement system to evaluate the impact of corporate downsizing and temporary job assignments on employees?