6A. Back to the Opening Case
Which type of uncertainty--state, effect, or response--do you think these three managers find most difficult? Why?

For further information about the interactive annotations in this chapter, visit our Web site (/business/kreitner/management/9e/students/annotations).

Author Notes 6-A: Back to the Opening Case State uncertainty. State uncertainty is probably the most difficult, because there is no starting point for considering it within the day-to-day confines of their work. They have squeezed in "think" time, but much of that is probably used to take a broader view of the things they are already dealing with, rather than think of things that have not come up yet. Also, all three of these people seem to want to manage and control their time and work. They are going to have trouble acknowledging--and dealing with--the possibility that there are areas beyond their control. They're so focused on their work, they can't always be sure they're working on the right things.

6B. The Chaos Theory of Planning
Andy Grove, chairman of Intel Corporation, the world's leading computer chip maker:

You need to try to do the impossible, to anticipate the unexpected. And when the unexpected happens, you should double your efforts to make order from the disorder it creates in your life. The motto I'm advocating is, Let chaos reign, then rein in chaos. Does that mean that you shouldn't plan? Not at all. You need to plan the way a fire department plans. It cannot anticipate fires, so it has to shape a flexible organization that is capable of responding to unpredictable events.

Andrew S. Grove, "A High-Tech CEO Updates His Views on Managing and Careers," Fortune (September 18, 1995): 229.

Questions: How well does Grove's approach to planning agree with what you just read about the need to balance planned action with creative spontaneity? Do either of these new perspectives of planning go against your assumptions about why or how companies should plan? What do you think of Grove's philosophy?

Author Notes 6-B: The Chaos Theory of Planning Intel's Grove fully appreciates the need to balance planned direction with spontaneous action. He hasn't given up on planning in today's fast-changing world. But he realizes that plans are general intentions, not destiny. Unpredictable events can and do happen, so plans need to be flexible and adaptable. Many people mistakenly believe plans are cast in concrete and thus are too inflexible when unforeseen circumstances arise. Grove knows the importance of planning how the organization should respond to surprise events. Intel learned this lesson the hard way in the early 1990s when it was slow to respond to claims of a math error in its Pentium computer chip. At first the company denied there was a problem, then dragged its feet on replacing defective chips, and eventually had to set aside $500 million to cover the cost of a product recall/replacement. In contrast, Intel was very open and cooperative when its launch of the Pentium II processor in 1997 encountered claims of math processing errors. Intel now knows how to fight fires; it's part of the plan. Part of Intel's perspective on planning comes from its fast-paced and volatile industry. There are certain industries where this same approach to planning could lead to disaster. For example, should a company that produces prescription drugs or a commercial airline "let chaos reign"?

6C. A Model Mission Statement?
Alan Brunacini, the long-time chief of the Phoenix, Arizona, Fire Department, has a reputation as a great manager. He has boiled his department's mission down to five words: "Prevent harm, survive, be nice."

As quoted in Jon Talton, "What in Blazes Has the Chief Done? Create a Model for Managers," The Arizona Republic (January 27, 2002): D1.

Questions: Based on what you have just read, is this an effective organizational mission statement? Why or why not?

Author Notes 6-C: A Model Mission Statement? This mission statement is succinct, clearly understandable, memorable, and--surprisingly--complete. It even sets the three key concepts in a priority order. I think this is an excellent mission statement. It's also a believable one, without all the fancy footwork to muck it up. I'd be proud to work for an organization that has that as its mission statement. In some ways, it could actually be a mission statement for all of us, as we travel through our lives.

6D. Okay Now, Everybody S-t-r-e-t-c-h!
Jack Welch, retired General Electric CEO:

In a stretch environment the ... field team is asked to come in with "operating plans" that reflect their dreams--the highest numbers they think they have a shot at: their "stretch." The discussion revolves around new directions and growth, energizing stuff.

Jack Welch, Jack: Straight from the Gut, (New York: Warner Books, 2001), p. 386.

Question: What are the positives and negatives of this approach to planning?

Author Notes 6-D: Okay Now, Everybody S-t-r-e-t-c-h! I know a motivational speaker who once talked about the risk of perfectionists constantly setting their goals too high. "The problem with unrealistic goals," he said, "is that we reach them just often enough to think they're realistic." As a perfectionist, his perspective opened my eyes to the stress I heaped on myself and helped me move past my perfectionist drive into something that was still worthwhile, but didn't make my life miserable in the process. Stretch goals need to be in balance. Sometimes we can do unexpectedly well--make those stretch goals. Sometimes we won't. It's up to the individual manager, and the team, to set stretch goals that inspire, but don't wear out your people in the process. One thing is certain, however, if we don't set the goals high, we're not going to extend our grasp.

6E. Meg Whitman Avoids the Busyness Trap by Getting Her Priorities Straight
Margaret C. Whitman, CEO of eBay Inc., the online auction site:

Again, it's this notion of choosing what you're going to focus on. And I have this philosophy that you really need to do things 100 percent. Better to do five things at 100 percent than ten things at 80 percent. And while we have to move very, very fast, I think you are not well served by moving incredibly rapidly and not doing things that well.

As quoted in Linda Himelstein, "Meg Whitman: eBay," Business Week (May 31, 1999): 134.

Questions: Are you caught in the busyness trap? How can you tell? What can you do to improve the situation?

Author Notes 6-E: Meg Whitman Avoids the Busyness Trap by Getting Her Priorities Straight Sometimes I get in a state where there are so many things for me to do that I can't seem to focus on any one of them. I jump from one to another, never really completing anything. At the end of the day, I feel like I've been slogging through knee-deep mud--I'm tired, and I've accomplished nothing. I've discovered over time that when I am at that level of distraction, the only solution is to stop working on projects and start organizing, sorting, filing, establishing priorities and, in general, stepping back from the work itself and focusing on the process I need to follow to get things done. I sort into categories, put away anything that isn't relevant to the work that needs to be done, rank priorities based on deadlines, and stack things into organized piles and sections. Once everything is in order, I can take the work, one project at a time, and complete it. The "noise" of all the other things that need doing fade into the background, and my stress level drops enough to actually accomplish something. I wish I'd discovered this process when I was still in school. I could have really used it then. Are you able to "step back and get things in order"? Why not give it a try?

6F. Making MBO Work
Questions: What is your experience with MBO-type programs in the workplace? What was the program called? Was the program effective? Why or why not? Referring back to McGregor's Theory X and Theory Y distinction in Chapter 2, why does a Theory Y manager have a better chance of administering a successful MBO program?

Author Notes 6-F: Making MBO Work These are personal experience questions intended to bring out the wide and varied application of MBO-type programs. Sadly, MBO is too often used in a heavy-handed manner that turns people off. Theory X managers use MBO as a weapon to threaten and bully employees into doing more work. Theory Y managers, on the other hand, maximize motivation by encouraging full participation and helping employees recognize their value to the team.

6G. A Work of Art
At a conference this week I ran into a high-school classmate I hadn't seen in 26 years. I remember her winning all the art awards. Now she's in satellite communications. "Still painting?" I asked. "No," she said, "but managing a complex project uses the same creativity."

Thomas Petzinger Jr., "Some Thoughts on All I've Learned from You as New Fronts Beckon," The Wall Street Journal (May 21, 1999): B1.

Question: What do you think she meant?

Author Notes 6-G: A Work of Art Have you ever sat in front of a blank canvas? You may have a clearly defined goal--like the apples they always put in a bowl in beginning painting classes, for example. You have the equipment--paints, brushes, apples, bowl, and maybe a piece of folded fabric in the background, to make it look more like art, I guess. But where do you start? Most artists have a plan--draw the basic outlines in charcoal or pencil, mix certain colors of paints, use certain brushes for certain parts. But that plan can fall apart if something is different--the paint isn't easy to control, temperature can affect how fast it dries, light changes, and apples rot. Planning is good, but it's the innovation--taking chances--that makes art. Want to expand your risk-taking ability? Try watercolors. Need to develop more organizational skills? Check out oil painting. Looking to expand your awareness? Grab a 35 mm camera, some black-and-white film, and try to take a role of interesting and varied shots without leaving your room. Stretching--with art or management--always pays off.

6H. Oh, My Aching Deadline?
Questions: How do you respond to deadlines? Which types of deadlines motivate you and which types do not? Why are deadlines such a powerful motivational tool?

Author Notes 6-H: Oh, My Aching Deadline? All deadlines are not created equally. A self-imposed deadline may be a powerful motivator, whereas a deadline imposed by a disliked boss may be a big turn-off. Some deadlines have some built-in slack, others are practically life or death. Small projects have deadlines, as do life-and-career-shaping projects. As much as we complain about deadlines or dislike them, the simple fact is that they do push us to get things done. A deadline is a constant, nagging reminder that something needs to be accomplished at a specific time. Moreover, we tend to get a great feeling of satisfaction when we meet a challenging deadline. But, as stress experts tell us, the first word in deadline is "dead." So excessive deadline pressure can be hazardous to your health. Proper balance is needed. (See our coverage of goal setting in Chapter 13.)

6I. Gantt Chart Exercise
Construct a Gantt chart for a project you are presently working on or might be working on soon. For example, a Gantt chart can help you plan for a major school project such as a term paper or team project. Workplace projects are fair game, too.

Author Notes 6-I: Gantt Chart Exercise The secret to constructing a useful Gantt chart is to make sure you have identified all key steps in the project (listed on the vertical axis). Next, it is important to distinguish concurrent and sequential steps. Concurrent steps are ones that can be done all at the same time. A sequential step cannot begin until a prior step is completed.