“Passion for Excellence” – Tom Peters and Nancy Austin

Determinants of Work Behavior 1st E2

Index
No index entries found.
Introduction...............................................................................................................- 1 -
1. Part One: Common Sense....................................................................................- 1 -
THE MAIN IDEA: MBWA...................................................................................................................- 1 -
MBWA KEYS:......................................................................................................................................- 1 -
APPLICATION AND THEORY: ALL THESE IDEAS ARE VERY WELL REFLECTED IN THE PARTICIPANT
OBSERVATION METHOD . TOM PETERS' MBWA IS PRECISELY THIS. IT CONSISTS OF COLLECTING
DATA AND INFORMATION THROUGH DIRECT OBSERVATION OF EMPLOYEES AND INTERACTION
WITH THEM. THE FAULT PERHAPS WOULD BE THE INTERFERENCES . BY CARRYING OUT THIS
METHOD, THE INVOLVEMENT OF THE “MANAGER” MAY CAUSE EMPLOYEES TO MODIFY THEIR
BEHAVIOR, ACTING AS THEY “ SHOULD ”.........................................................................................- 1 -
2. Second Part: Clients..............................................................................................- 1 -
THE MAIN IDEA: A SUCCESSFUL COMPANY ALWAYS PUTS THE CUSTOMER FIRST , OFFERING THE
BEST SERVICE, EXCEPTIONAL COURTESY AND ATTENTIVE LISTENING, WITH A QUICK AND
EFFECTIVE RESPONSE..........................................................................................................................- 1 -
THE KEYS TO CUSTOMER SATISFACTION:.........................................................................................- 1 -
APPLICATION AND THEORY: THIS TOPIC IS PRACTICALLY ENTIRELY ABOUT MARKETING.
ALTHOUGH IN TERMS OF PSYCHOLOGY IT TRIES TO ESTABLISH AN INTERPERSONAL
RELATIONSHIP WITH THE CLIENT, SO THAT A RELATIONSHIP OF TRUST IS DEVELOPED. THE
COMPANY MUST BE CREDIBLE, HELPFUL, OF THE UTMOST COURTESY AND ATTENTION, THUS
PROMOTING CUSTOMER LOYALTY....................................................................................................- 1 -
3. Third Part: Innovation.........................................................................................- 1 -
THE MAIN IDEA: FINDING COLLABORATORS, EMPLOYEES, WORK GROUPS, INNOVATORS, WHO
CARRY OUT THEIR PROJECTS IN THE MINIMUM PERIOD OF TIME , IS MUCH BETTER THAN
ESTABLISHING COMPLICATED LONG-TERM COMMITMENTS..........................................................- 1 -
THE KEYS TO INNOVATION:...............................................................................................................- 1 -
APPLICATION AND THEORY: PETERS IS CLEARLY REFERRING TO MOTIVATION . FOR SUBJECTS
TO PRODUCE WELL, THEY MUST BE MOTIVATED. THIS IS ALSO DISCUSSED IN THE FOLLOWING
TOPIC. THE PARTICULARITY OF THIS TOPIC IS THAT IT ESTABLISHES THAT IN ORDER FOR
INNOVATIVE PRODUCTS TO BE CREATED, IDEAS MUST FIRST BE CREATED..................................- 1 -
4. Part Four: People, People, People......................................................................- 1 -
THE MAIN IDEA: EMPLOYEES NEED TO BE GIVEN SOLID RESPONSIBILITIES, AND KNOW, THAT AS
A CONCERNED LEADER WHO YOU ARE, YOU SUPPORT AND RESPECT THEM. REMEMBER: “IT IS
THE PEOPLE WHO PRODUCE, NOT THE TECHNIQUES.”.....................................................................- 1 -
THE KEYS TO “WORKING WITH PEOPLE”:........................................................................................- 1 -
APPLICATION AND THEORY: WE CAN RELATE PETERS' MOTIVATION TO VARIOUS THEORIES. - 1 -
5. Part Five: Leadership............................................................................................- 1 -
THE MAIN IDEA: LEADERSHIP IS A SYMBOLIC AND EVEN DRAMATIC IDEA (IN THE THEATRICAL
SENSE), IT IS TAKING A ROLE AND FULFILLING IT WITH PASSION. THE NEW LEADER IS NO
LONGER A POLICEMAN , A REFEREE , OR A “FINAL DECISION MAKER,” HE IS A LITTLE MORE LIKE
AN ENTERTAINER , A COACH , A CREATOR OF HEROES , A BUILDER , A HISTORIAN , A PERSON WHO
IS CAPABLE TO UNITE ALL EFFORTS AND DIRECT THEM TOWARDS ONE DIRECTION, THE
OBJECTIVE............................................................................................................................................- 1 -
THE KEYS TO LEADERSHIP:................................................................................................................- 1 -
APPLICATION AND THEORY: THE BOOK CRITICIZES THE AUTHORITARIAN LEADERSHIP STYLE,
ESTABLISHING THE GUIDELINES FOR A NEW TYPE OF LEADER.......................................................- 1 -
“Passion for Excellence” Messages: This book contains two main messages,
summarized here:......................................................................................................- 1 -
Comments and personal opinion...........................................................................- 1 -
Bibliography..............................................................................................................- 1 -

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 “Passion for Excellence” – Tom Peters and Nancy Austin
Determinants of Work Behavior 1st E2

Introduction

Passion for Excellence offers stories, anecdotes, quotes and advice, in an

attempt to cultivate and demonstrate “classic” leadership. The authors'
recommendation is that everyone pay attention to the basic steps, the keys that
are in the book, and from there, begin the creation of their effective and
personal leadership style.

The development of the work follows a somewhat different scheme, to make

reading it more enjoyable and faster, and to quickly capture the main ideas that
I have been able to extract. After the analysis of each chapter, divided into
introduction, main idea and procedure. I have related it to the agenda of
“Determinants of Work Behavior” and I have given my personal opinion and
criticism.

1. Part One: Common Sense

It highlights the fact that in the US, the biggest problem that companies
face is the fact that managers “are too busy” they look exhaustively at their
product, they do not have time to listen to the consumer, to see how they are
being treated. …

The main idea: MBWA

( Management by Walking Around ) – “Direct strolling”:

It is a “ leadership technology ” that promises both happy employees and

customers, although its principles are usually ignored. The MBWA is a crucial
element of leadership, and will be emphasized throughout the rest of the book.
It is mainly about seeing what is around us, analyzing the current, ever-
changing environment of the company, not only from the inside, but also

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 “Passion for Excellence” – Tom Peters and Nancy Austin
Determinants of Work Behavior 1st E2

checking what the client wants, what they think, how our employees are doing,
it is about “paying attention.” what is happening.

MBWA keys:

o Recognize where the real action is . In any industry, company, club,

association... the real action is not happening behind the office
tables.

o Allocate quality time to MBWA, between 25% and 50%, of each

day.

o Establish “open door” contact with the entire organization, in order

to have feedback, both formal and informal.

o Have random, spontaneous or formal meetings, both within the

organization and outside of it, and evaluate employees'
relationships with other employees to observe the flow of
information.

Application and Theory: All these ideas are very well reflected in the
participant observation method . Tom Peters' MBWA is precisely this. It consists of
collecting data and information through direct observation of employees and
interaction with them. The fault perhaps would be the interferences . By carrying
out this method, the involvement of the “manager” may cause employees to
modify their behavior, acting as they “ should ”.
The researcher's bias or effect must also be taken into account, which is that
depending on the researcher's attitude towards the people in his charge, this
favors or harms the subjects of the study.

In the case of employees, a good manager:

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 “Passion for Excellence” – Tom Peters and Nancy Austin
Determinants of Work Behavior 1st E2

1. That produces a socio-emotional climate of trust and warmth.

2. Offer more feedback.
3. That facilitates autonomy and taking responsibilities.
4. May it reinforce and reward successes.
You will be able to motivate your employees, increase their self-esteem, and
become more efficient and better employees.

I take this to be what Tom Peters is referring to. With his proposals on the
MBWA he is trying to provoke the “Pygmalion effect” in our employees, so that by
creating this climate, we achieve greater performance, greater cooperation, a
better attitude and more production.

2. Second Part: Clients

“The customer is always right”, the objective: to create a bond between

the customer and the company. After all, the client is the path to the goal.

The main idea: A successful company always puts the customer first ,
offering the best service, exceptional courtesy and attentive listening, with a
quick and effective response.

The keys to customer satisfaction:

o Offer superior and quality service.

o Train employees in matters of “consumer satisfaction” and

courtesy, such as apologizing for problems, delays; also so that
they show interest in clients, to be “nice” business-wise, to answer
the phone immediately, to understand the benefits of “doing a little
more than required.” Courtesy builds consumer loyalty that lasts a
lifetime.

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 “Passion for Excellence” – Tom Peters and Nancy Austin
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o Monitor symptoms of frustration in employees, reflected in non-

cooperative behavior, camouflaged in sarcasm, disinterest,
disrespect... Both complaints and compliments to a company
mean its reputation, the key to customer opinion.

o Trust the client. Not putting obstacles in the way of returns,

facilitating payment methods and the like increase the bond
between the company and the customer.

o Measures consumer satisfaction . With surveys, calls, forms, any type

of information about consumer satisfaction, it will help you focus
the company and make the consumer feel that they are taken into
account.

o Invite customers to see the production process, to see the facilities.

o Use consumer feedback to solve problems and adapt to the

market.

o Share consumer feedback, both good and bad, with employees.

o Emphasize common sense , rather than “rules,” when dealing with

the public.

o Don't try to compete with “the competition's low prices”, in the

long run, quality is worth more than low prices .

o Distinguish yourself, offer something that differs in some detail,

specialize.

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 “Passion for Excellence” – Tom Peters and Nancy Austin
Determinants of Work Behavior 1st E2

o The establishment, and all facilities open to the public, must have
a professional, modern, cutting-edge appearance.

Application and Theory: This topic is practically entirely about marketing.

Although in terms of psychology it tries to establish an interpersonal
relationship with the client, so that a relationship of trust is developed. The
company must be credible, helpful, of the utmost courtesy and attention, thus
promoting customer loyalty.

It is like applying positive reinforcement in order to maintain that behavior

(purchasing my product), if when the person buys they feel satisfied
(continuous positive reinforcement: quality ), and sometimes (intermittent
positive reinforcement) they benefit from some offer or prize, then we will have
a high probability that the response will appear (purchase of my product), and
that it will not go away.

3. Third Part: Innovation

“A good plan executed right now is much better than a perfect plan
executed next week.”

The main idea: Finding collaborators, employees, work groups,

innovators, who carry out their projects in the minimum period of time , is much
better than establishing complicated long-term commitments.

The keys to innovation:

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 “Passion for Excellence” – Tom Peters and Nancy Austin
Determinants of Work Behavior 1st E2

o Encourage experimentation in the company , make it clear that you

learn from mistakes, and reward persistence . It eliminates any
procedure that could curb individual initiative and allows
“dodging the rules” from time to time for the purpose of
innovation.

o It allows people to develop ideas freely, in small, very cohesive

groups. Do not control or supervise these groups excessively,
because then they will not feel inhibited from developing new and
innovative processes or products.

o Encourage groups to develop prototypes and put them on the

market for 60-120 days, see the results.

o Your employees should “ make 10 mistakes a day ”, and be aware of

it, as part of learning.

o Be tough on inactivity and passivity. You are looking for active,

committed employees.

o Focus on real progress not “paperwork.”

Application and Theory: Peters is clearly referring to motivation . For subjects

to produce well, they must be motivated. This is also discussed in the following
topic. The particularity of this topic is that it establishes that in order for
innovative products to be created, ideas must first be created.

These ideas arise from motivated, productive, dynamic individuals. The subject
must be energized, passivity punished, encouraged to create, to make mistakes
if it is for the purpose of learning.

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 “Passion for Excellence” – Tom Peters and Nancy Austin
Determinants of Work Behavior 1st E2

Applying the theory of expectations , we establish that workers are motivated

and make an effort when they discover the relationship:
Effort-Performance-Reward
That is why Peters encourages celebrating common successes, greatly
rewarding excellence, and encouraging it to occur.

Regarding learning, Peters supports Operant Conditioning. He maintains that

both good and bad feedback must be shared with employees, experiences and
mistakes must be shared.

He maintains that “employees should make at least 10 mistakes a day”, he does not
mean that this is positive, but that because it is going to happen, because
human beings constantly make mistakes, we must be AWARE of them, in order
to be able to do so. learn.
Thorndike's Effect Theory , or Skinner's Instrumental Box , includes this same
concept. When a situation occurs, under the same conditions, after having
experienced it several times with different responses, it is more likely that the
next time it occurs, we will issue the response that has the best result.
It is learning by Trial and Error .

4. Part Four: People, People, People

People are what make the company, they need to feel with responsibility,
with authority, with freedom, only in this way will they develop their projects
in the best way, paying maximum attention and passion.

The main idea: Employees need to be given solid responsibilities, and

know, that as a concerned leader who you are, you support and respect them.
Remember: “It is the people who produce, not the techniques.”

The keys to “Working with People”:

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 “Passion for Excellence” – Tom Peters and Nancy Austin
Determinants of Work Behavior 1st E2

o Make the people in your company feel recognized, with rights,

trust them with their work. Make them aware of how important they
are as a part of the corporation, of the company.

o Recognize “the charter of your employees' rights”: the right to be

needed , involved , responsible and accounting efficient.

o Call your employees “ peers ” or “ associates ”, instead of

“workers”; make each one a “director” a “manager”.

o Decentralize the company . Put dedicated leaders at every level, in

every group. Make sure they meet the “leader” requirements set
out here.

o Eliminate unnecessary differences between levels, such as “private

parking spaces”, senior executive coffee rooms, and all special
privileges.

o Find 50 small details of respect (cleanliness and order in the

workplace, presentations, name plates) and disrespect
(inappropriate language, discriminatory rules, irreverent
behavior, non-collaboration or non-cooperation). cooperation, and
highlight them, showing what is to follow and what is not.

o Reward work, good and exceptional development, openly, in

memorable and entertaining meetings, to serve as motivation.

o Develop an informal meeting of a few minutes, asking questions

about employees' routines and jobs. Question: What's working, and
what's not?—the best source of ideas is always “public-facing”
employees.

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 “Passion for Excellence” – Tom Peters and Nancy Austin
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o “Pats on the shoulder,” MBWA practices. Make your people, your

objective , the object of your concentration.

Application and Theory: We can relate Peters' motivation to various theories.

The first to highlight would be Herzberg's Two Factors . There are
extrinsic factors related to the work environment (rules, conditions,
relationships, supervision) whose absence implies dissatisfaction. And there are
intrinsic factors, focused on the employee himself (achievement, recognition,
task, responsibility, growth) that increase motivation.

Peters establishes that achievement must be recognized, people's autonomy

must be allowed, delegating responsibilities to them, this makes the person,
assuming that the extrinsic factors are correct (we will now address them), be
motivated, and thus produce. Because according to Peters, everything is “made
of people.”

Regarding extrinsic factors , Peters gives a small procedure, based on “open

doors” with employees, a relationship of equality with them, and detection of
disrespectful behavior (poor hygiene, discriminatory rules...) in order for the
factors extrinsic elements are present, and thus the individual does not suffer
dissatisfaction or be dissatisfied.

The aforementioned Expectancy Theory , by Tolman and Lewin, is

highlighted by Peters, maintaining the importance of rewarding achievements ,
because in this way, employees will be more motivated when it comes to
achieving objectives.

To avoid frustrated behavior or demotivation , we see that the authors

(although sometimes I name only Peters because he is the most recognized, it is
worth remembering that they are Peters and Austin, joint authors of the book),
establish guidelines to detect this behavior, which If we followed the

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 “Passion for Excellence” – Tom Peters and Nancy Austin
Determinants of Work Behavior 1st E2

procedural keys offered by the book, they should not appear, but if they exist,
we must make them change, or eliminate them, because they are
counterproductive.

Finally, establish that all men have a motivational process, according to

the theory the motives vary, but whatever they are, if they are satisfied, this
employee, this subject, will be motivated. We must try to avoid and eliminate
the barriers that prevent this motivation. From there derive the keys that Peters
offers.

5. Part Five: Leadership

“Make working at your company fun and interesting. When people aren't
having fun, they don't produce well. Get rid of people who spread boredom and sadness.
My observation is that the best publicists are enthusiastic." – David Ogilvy
(also called the “Father of Advertising ”)

A leader must meet numerous characteristics; the authors of the book highlight
anecdotes of “excellent leaders”, such as the president of the Marriott hotel
company, or the president of Domino's Pizza. In common, all of them have their
love, their loyalty, perseverance, conviction, group work, effectiveness...

The main idea: Leadership is a symbolic and even dramatic idea (in the
theatrical sense), it is taking a role and fulfilling it with passion. The new leader
is no longer a policeman , a referee , or a “final decision maker,” he is a little more
like an entertainer , a coach , a creator of heroes , a builder , a historian , a person
who is capable to unite all efforts and direct them towards one direction, the
objective.

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 “Passion for Excellence” – Tom Peters and Nancy Austin
Determinants of Work Behavior 1st E2

The keys to Leadership:

o When you review your facilities, first visit the people at the
bottom, the lower positions, observe what is happening carefully,
then when you meet with the manager, share your opinions.

o Create a unique corporate culture for your company.

o Love your colleagues and employees, and what you do.

o Listen carefully and deeply.

o Visit and see what your competition is doing.

o Bring your employees together to hear their suggestions , to share

experiences, to learn from each other, to launch programs, change
or create standards, to celebrate successes...

o Make time for the MBWA.

Application and Theory: The book criticizes the authoritarian leadership style,
establishing the guidelines for a new type of leader.

A leader, perhaps in my opinion, too laissez-faire . I consider that so much

delegation, autonomy and equality can lead to disorganization and even
demotivation of the individual regarding promotion, then the motivation of
“power” would disappear, because the one who “supposedly” is my superior,
makes me see that he is on equal terms with me.

Perhaps it is that the authors are referring more to the Theory of Participatory
Management according to Likert . In which the boss is not considered superior,

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 “Passion for Excellence” – Tom Peters and Nancy Austin
Determinants of Work Behavior 1st E2

he decides in exceptional cases, each person is their own person and their
responsibilities are delimited by their job position.

It is a style of Relationship-Motivated Leadership (motivated by human

relationships) as described by Blake and Mouton . In which the leader is
oriented to maintain these relationships and maintains permissive and
considerate leadership.

In my opinion, I am more in favor of Situational Leadership ( Blanchard ) in

which the leader adapts to the demands of the situation. To the type of
employees, and depending on their maturity, then this is how it will act.

In general terms, employee maturity would be defined based on:

1. Work capacity: in terms of knowledge, experience and skill.
2. Regarding psychological disposition: regarding motivation, loyalty
and commitment.
Thus we would have four styles. According to the scheme seen in class:

1. E1. Directive: Manda gives

specific instructions and
controls. (Low maturity. High task
and low relationship)

2. E2. Persuasive: Try to sell

your decisions by giving
explanations and clarifying
details. (Moderate maturity. High
task and high relationship)

3. E3. Participative: Shares

ideas and decision making
with subordinates. (Moderate
maturity. Low task and high
relationship)

4. E4. Delegator: Delegates

responsibilities and decision
making. (High maturity. Low task
and low relationship)

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 “Passion for Excellence” – Tom Peters and Nancy Austin
Determinants of Work Behavior 1st E2

“Passion for Excellence” Messages: This book contains two main messages,
summarized here:

1. Choose a priority. And clearly, effusively, urgently, attentively and

repeatedly, put all your energy into that priority. Do things
immediately .

2. Practice the MBWA . Whether your priority is product quality,

consumer service, innovation, courtesy, customers, safety...
whatever your priority is, it must revolve around committed
people, and the art of MBWA is working with people. It is not
“socializing”, it is discovering, it is knowing. And this requires
patient and constant effort.

Comments and personal opinion

Without wishing to fall into presumptuousness, I consider this work to

be very good, worthy of in-depth reading and analysis. Of course not because
of my own work, which is nothing more than a mere synthesis and criticism
ventured from an inexperienced opinion, but because both Tom Peters' book
and the notes and presentations of the subject are perfectly completed and
combined in a way amazing.

Bringing the two together in a single work, there is a synthesis in very general
lines of the subject taken, with examples and anecdotes, and with clear, defined
ideas, easy to understand and apply.

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 “Passion for Excellence” – Tom Peters and Nancy Austin
Determinants of Work Behavior 1st E2

The scheme followed is this way, with the sole purpose of facilitating the quick
capture of ideas and their relationship with the taught syllabus, it is not
intended to contradict the presentation rules.

I have really enjoyed doing this work, because although I have always
considered “book reports” useless, I consider reading to be a pleasure, not an
obligation. This book has helped me see the immediate practical application of
the theories studied, in real cases; also to begin to form my own opinion about
the theories and opt for one or the other, and even to venture out and criticize
Tom Peters himself.

Please keep in mind that this work is based on the American edition of the
book. The interpretation is correct to the extent that I share that nationality
(American, although I also have Spanish) and speak the language, I hope you
will excuse the perhaps erroneous translation of the technicalities, well... I
lacked that information! Thank you.

I hope you enjoy reading it as much as I enjoyed making it.

Lola Sánchez Herrero. 1º E2—C2.

Bibliography

o A Passion For Excellence. The Leadership Difference. By Tom Peters

and Nancy Austin. ISBN-13: 978-0446386395. 570 pages. Publisher:
Warner Books. January 1989 Edition.

o Determinants of Work Behavior. Basic Notes. By Professor Antonio

Nuñez. ISBN: 84-689-0354-X. 153 pages. Faculty of CCEE ICADE. 2004
edition.

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 “Passion for Excellence” – Tom Peters and Nancy Austin
Determinants of Work Behavior 1st E2

o What leadership model to use in the training and development of

managers? By José María Cardona Labarga. Intangible Capital - Nº1-Vol
0, July 2004 - ISSN: 1697-9818 (Cod: 0016). Text and image.
http://www.intangiblecapital.org/Articulos/N1/0016.htm

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