. Rebecca . Linda . Matt (Maciek) . 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

Un

derc

ove

r Boss

Fro

ntie

r Airlin

es

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

Fro

ntie

r Airlin

es

Introducing some staff at Frontier...

Bryan BedfordCEO of Frontier

Airlines

Fro

ntie

r Airlin

es

Introducing some staff at Frontier...

Sue

Aircraft Appearance Coordinator

Fro

ntie

r Airlin

es

Introducing some staff at Frontier...

Sue Valerie

“Cross-Utilization” Agent

Fro

ntie

r Airlin

es

Introducing some staff at Frontier...

Sue Valerie

Hector

Lavatory Services

Fro

ntie

r Airlin

es

Introducing some staff at Frontier...

Sue Valerie

Hector Tui

Flight Attendant

All we really need to know about management we learned from

Undercover Boss:

1. Attitudes

2. Motivation

3. Stress

4. Job Design

5. Leadership

Fro

ntie

r Airlin

es

Attitu

des

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

Attitu

des

Attitu

des

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

Attitu

des

Attitu

des

Hector: Lavatory Services

• Cognitive: Positive thinking despite unglamorous role

• Affective: Passionate about his job, “seize the day”

• Behavioural: Professional work ethics, role model

Motiva

tion

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

Motiva

tion

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

Motiva

tion

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

Motiva

tion

Motivation Video Clip #1

Motiva

tion

Motiva

tion

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

Motiva

tion

Intrinsic Rewards• Satisfaction received in the

process of performing an action

Extrinsic Rewards• A reward given by another

person

Personalized Reinforcement

Motiva

tion 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”

Corp

ora

te C

ultu

re

Slogan Video Clip: Quizzing Tui to see if he

knows and understands it

Corp

ora

te C

ultu

re

Results:

• Bryan (CEO) is impressed• Appoints Tui the Chairman of

Frontier’s Branding Committee

Corp

ora

te C

ultu

re

Job

Desig

n

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

Desig

n

Front Desk

Representative

Aircraft Marshalling

Baggage Handler and Equipment Driver Air Hose

Technician

“Cross Utilization Agent”

All completed within 25 minutes

Cro

ss Utiliza

tion

Ag

en

t

Stress/Cross Utilization Clip:

Job

Desig

n

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

Stre

ss

Stre

ss

Front Desk

Representative

Aircraft Marshalling

Baggage Handler and Equipment Driver Air Hose

Technician

“Cross Utilization Agent”

4 Different Jobs

Stressors Produce

• Frustration

• Anxiety

Stre

ss

• Extremely competitive• Impatient• Aggressive• Devoted to workType A

• Relaxed & balanced lifestyle

• Less conflictType B

Stre

ss

Stress and Performance

Stre

ss

Perfo

rman

ce

StressLow

Low

High

High

Eustress

Job Stressors

Task Demands

Physical Demands

Role Demands

Interpersonal Demands

Stre

ss

Stress Management

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

• Taking Regular Breaks/Vacations

Stre

ss

Individual

New Workplace Responses

Lead

ersh

ip

Management• “Doing things right”• Efficiency

Leadership• “Doing the right things”• Effectiveness• Characteristics of a Leader:

• People person• Desire to excel• Conscious of

goals

• High EQ• Self confidence• Enthusiastic

Lead

ersh

ip

“Doing the right things”

• Bryan 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

Lead

ersh

ip

• 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

Lead

ersh

ip

Where should a manager fit on the Leadership Grid?

Lead

ersh

ip

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

Lead

ersh

ip Leadership Video Clip

Lead

ersh

ip

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

Con

clu

sion

Just fo

r Lau

gh

s

Poop battlefield Video Clip

Qu

estio

ns?

Thank You

. Rebecca . Linda . Matt (Maciek). Nolan . Amos