Lessons for Undercover Bosses

Carol Brady

Kaplan University
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?

Managers need to develop people skills and be in tune with their employees to be effective in

their jobs. Management by walking around or MBWA provides managers the ability to learn

about the challenges, opportunities and successes of their employees by walking around on the

floor with employees. (Robins & Judge, 2013) Managers are also able to learn the actual

workplace practices and how the policies and procedures are applied and put into practice. Also,

known as transformational management by walking around, is a strategic management tool that

allows managers to be a part of the employees and, also encourages employees to work toward

the mission and goals of the company. (Pratt, I. n.d.)

2. As an employee, would you appreciate knowing your supervisor regularly spent time
with workers? How would knowing top executives routinely interact with line employees affect
your attitudes toward the organization?

As an employee, I would welcome my managers and supervisors working on the floor with me.

This opportunity will open the doors of communication so that they are able to see the challenges

I face daily, and with the needs of the employees. When top management interacts with line staff,

it is meant to be a constructive feedback, and engages the employees to be motivated to work

toward the goals and mission statement of the organization. Working with employees, shows that

management is concerned with their employees in strengthening the end result.

3. What ways can executives and other organizational leaders learn about day-to-day
business operations besides going undercover?
 There are a couple ways that management and leaders are able to learn about day-to-day

operations other than going undercover. Keep an open relationship with employees, by building a

rapport. This requires listening to employees. Managers who listen and take notes will be

successful in keeping up with daily operations. (Llopis, G., 2012) Being honest about the

workload and what must be done to accomplish the task at hand.

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 actions on the part of
managers might minimize these concerns?

The dangers of management by walking around is that employees will try to appear to be busy in

their work only when management is watching. But when management is not looking they are

not working. MBWA can also lead to stress on employees as they may feel like they are

constantly being checked on or micro managed. In order to minimize these concerns, the best

approach would be to be honest with employees, let them know they are not being spied on, but

rather trying to gain insight on the day-to-operations. Managers should appear confident in their

leadership but also be approachable to staff. f

 References

Use APA format

Robbins, S. P., & Judge, T. A. (2013). Organizational behavior (15th ed.). Upper Saddle River,

NJ: Pearson Education, Inc.

Pratt, I. (n.d.) What makes a good leader? What is transformational management by walking

around?

http://www.whatmakesagoodleader.com/management-by-walking-around.html

Llopis, G. (2012, Jul, 10th) Forbes; Effective managers earn trust quickly by doing 5 things

http://www.forbes.com/sites/glennllopis/2012/07/10/effective-managers-earn-trust-quickly-by-

doing-5-things-well/#59bcbb297663