Case Incident 2 35 Questions 3. What ways can executives and other organizational 1. What are some of the things managers can learn by leaders learn about daytoday business operations walking around and having daily contact with line besides going \"undercover?" employees that they might \"0t be able to learn from 4. Are there any dangers in the use of a management 100M113 at data and reports? by walking around' strategy? Could this strategy lead 2. As an employee, would you appreciate knowing your employees to feel they are being spied on? What supervisor regularly spent time with workers? l-low actions on the part of managers might minimize would knowing top executives routinely interact these concerns? with line employees affect your attitudes toward the organization? CASE INCIDENT1 \"Lessons for 'Undercover' Bosses\" Executive ofces in major corporations are often far re moved from the daytoday work that most employees per form. While top executives might enjoy the perquisites found in the executive suite, and separation from workday concerns can foster a broader perspective on the business, the distance between management and workers can come at a real cost; top managers often fail to understand the ways most employees do their jobs every day. The dangers of this distant approach are clear. Executives sometimes make decisions without recognizing how difficult or im practical they are to implement. Executives can also lose sight of the primary challenges their employees face. The practice of \"management by walking around\" (MBWA) works against the insularity of the executive suite. To practice MBWA, managers reserve time to walk through departments regularly, form networks of acquain tances in the organization, and get away from their desks to talk to individual employees. The practice was exem plified by Bill Hewlett and Dave Packard, who used this management style at HP to learn more about the chal lenges and opportunities their employees were encoun tering. Many other organizations followed suit and found that this style of management had advantages over a typi cal deskbound approach to management. A recent study of successful Swedish organizations revealed that MBWA was an approach common to several firms that received national awards for being great places to work. The popular television program Undercover Boss took MBWA to the next level by having top executives from companies like Chiquita Brands, DirectTV, Great Wolf Resorts, and NASCAR work incognito among line em ployees. Executives reported that this process taught them how difficult many of thejobs in their organizations were, andjust how much skill was required to perform even the lowestlevel tasks. They also said the experience taught them a lot about the core business in their organizations and sparked ideas for improvements. Although MBWA has long had its advocates, it does present certain problems. First, the time managers spend directly observing the workforce is time they are not do ing their core job tasks like analysis, coordination, and strategic planning. Second, management based on subjec tive impressions gathered by walking around runs counter to a research and databased approach to making mana gerial decisions. Third, it is also possible that executives who wander about will be seen as intruders and overseers. Implementing the MBVVA style requires a great deal of foresight to avoid these potential pitfalls