Professional Documents
Culture Documents
Bibliographical Information
Communications Corporation
management training and consulting firm that he and his wife, Marjorie Blanchard,
Effective Leadership with Robert H. Guest and Paul Hersey, The Family Game:
A Situational Approach To Effective Parenting with Paul Hersey and Putting The
Dame High School of Sherman Oaks, California in 1957, took his Bachelor of
and his medical degree from the Royal College of Surgeons in Ireland. He is
known for the Value Tales series of children's books, and for his 1998
motivational book Who Moved My Cheese?, which recurred on the New York
Times Bestseller list, on the Publishers Weekly Hardcover nonfiction list. Johnson
is chairman of Spencer Johnson Partners. Some of his books are The One Minute
Father, The One Minute Mother, The Precious Present: The Gift That Makes A
C and D. Subject or Scope of the Book and Main Idea of the Book
The book covers about the kinds of manager you will face in every organization,
how they treat their employees and how the employees reflect on the manager’s behavior.
E. Summary of Content
There was a young man who was looking for an effective manager and he wanted
to work for one and wanted to become one. He had been in small town and capitals of powerful
nation. He had spoken to many managers. He had gone into every kind of office, large and small,
luxurious and sparse, with windows and without. Some of the managers he met called
seemed to win while their organizations lost. They called themselves a democratic manager,
participative, supportive, considerate and humanistic manager. But the young man was not
satisfied with the result of his search; he knew what exactly he was looking for. Effective
managers who manage themselves and the people they work with so that both the organization
and the people profit from their presence. Then he began hearing marvelous stories about a
manager who lived in nearby town. Most of the people wanted to work for this manager and that
they produce great results. To his curiosity he called the secretary of this special manager for an
appointment and the secretary put him through immediately. The special manager told him that
he can see him anytime of the week except Wednesday morning and pick the time.
The young man met the special manager who called himself as “The One Minute
Manager” and he was quite a character. The One Minute Manager listens while his people
review and analyze what they’ve accomplished, the problems they had, and what still needs to be
is neither results-oriented, nor people oriented. He cares about people and results equally. The
manager is admired by his employees and highly spoken with them. Each of his employees
revealed his three secrets to become a One Minute Manager. The First Secret is the One Minute
Goals it is the foundation of One Minute Management. It tells what are the responsibilities of
employees and what are they being accountable for. The One Minute Goal Setting is simply: 1.
Agree on your goals, 2. See what good behavior looks like, 3. Write out each of your goals on a
single sheet of paper using less than 250 words, 4. Read and re-read each goal, which requires
only a minute or so each time you do it, 5. Take a minute every once in a while out of your day
to look at your performance, and 6. See whether or not your behavior matches your goal. The
second secret is the One Minute Praising is to help the people reach their full potential and catch
them doing something right and have a feed to them. The One Minute Praising works well when
you: 1. Tell people up-front that you are going to let them know how they are doing, 2. Praise
people immediately, 3. Tell people what they did right- be specific, 4. Tell people how good you
feel about what they did right, and how it helps the organization and the other people who work
there, 5. Stop for a moment of silence to let them “feel” how good you feel, 6. Encourage them
to do more of the same, and 7. Shake hands or touch people in a way that makes it clear that you
support their success in the organization. The third secret of being The One Minute Manager is
the One Minute Reprimands it is when you make a significant mistake the One Minute Manager
is quick to respond and attacking the behavior but not the person itself. The One Minute
Reprimand works well when: 1. Tell people beforehand that you are going to let them know how
they are doing and in no uncertain terms, 2. Reprimand people immediately, 3. Tell people what
they did wrong- be specific, 4. Tell people how you feel about what they did wrong- and in no
uncertain terms, 5. Stop for a few seconds of uncomfortable silence to let them feel how you feel,
6. Shake hands, or touch them in a way that lets them know you are honestly on their side, 7.
Remind them how much you value them, 8. Reaffirm that you think well of them but not of their
performance in this situation, and 9. Realize that when the reprimand is over, it’s over.
After hearing the three secrets and learning how they work the young man became a One
Minute Manager not because he thought like or talked like one, but because he behaved like one.
He set One Minute Goals. He gave One Minute Praisings. He gave One Minute Reprimands. He
asked brief, important questions; spoke the simple truth; laughed, worked, and enjoyed. And
most important of all, he encouraged the people he worked with to do the same.
F. Analysis of the Work
The book explained how to be an effective and efficient manager, what are the types of
managers you will meet in every organization which are mostly an Autocratic Managers, who
cares more on results than to care to their people. In every secrets of being One Minute Manager
it tells us how to treat the employees or the people in your organization, it reminds us that we
should care for them because they are part of organization thus they will produce great results.
From time to time we should praise them for something they did right and reprimands for
something they did wrong. This book helps every manager, leaders and employees in
organization how to manage, lead and treat the people within the organization.
G. Final Recommendations
I will recommend this to my friends and family as well. This book reflects what every
employee wanted to every manager they will work with. If they are becoming a manager they
should read the book in order for them to be becomes an effective manager and they can learn
THE
ONE MINUTE
MANAGER
By
Kenneth H. Blanchard, Ph.D. and Spencer Johnson, M.D.
Submitted by:
MPA Student
Submitted to:
Professor
CASE STUDIES IN ORGANIZATIONAL BEHAVIOR AND LEADERSHIP
Case Questions:
1. Identify several concepts and characteristics from the field of organizational behavior that
2. What advice can you give to Tony? How would this advice be supported or tempered by
Answers:
1. The several concepts and characteristics of Organizational behavior are the culture in
each organization, type of leaders, the behavior of employees, the way they participate in
decision-making, the empowerment that each managers given to their employees, the
type of group in each organization and the changes that Tony faced when he accepts his
2. I will advice to Tony that he should do his job right and accept the changes to his new job.
In every organization they have different culture, different approach on how the manager
or the leaders treat their employees and different people and people’s behavior within the
organization. We may be faced some conflicts in the organization or problems but we can
3. No, it is not possible to find an ideal work place. Different employee or workers will have
different preferences when it comes to work. Some of them want to be alone and some
make us stress. Another thing is the different culture of each individual, the values and
morals they believe, and whether it is right or wrong. We can find a workplace that can
be close to “ideal” and that will allow us to remain motivated everyday in our work.
Case Questions:
1. How successful do you think Helen Bower’s new plan will be?
3. If you were Helen’s consultant, what would you advice her to do?
Answers:
1. Helen’s new plan will be very hard to implement especially with the employees of his
father. His father had treated his employees like part of his family. In Helen’s view,
however, he paid them more than he had to, asked their advice far more often than he
should have, and spent too much time listening to their ideas and complaints. When
Helen took over, she vowed to change how things were done. In particular, she resolved
to stop handling employees with kid gloves and to treat them like what they were: the
hired help. With her new plan the employees will resist to this plan and worst they will
2. Helen confronts severe problem of employee dissatisfaction with her new plan because
the employees were much comfortable with the way his father approach them. She
wanted the company to be successful and have some achievements, but there are so many
aspects of a company that can be altered in order to maximize profit without hindering
the employees and that’s why whenever she walked through one of the plants, she sensed
3. If I were Helen’s consultant I would advise her to retain the way her father approaches
the employees and not cut their wages. If the employees were happy in their workplace
then it will benefit the company’s production and profits. I would also advice her to listen
to her employees, ask for advice and involve them to decision making after all if the
employees are satisfied with the way she treated them she will have great result in the end.
Also, she should retain the softball field for recreational part of the employees in that
matter they will have less stress and be motivated everyday in their work.
Case Questions:
1. What specific errors did Warren and Carol Oats make during their first week in Japan?
2. If you were talking to a non-U.S. business person making first contact with an American
Answers:
1. Warren and Carol Oats didn’t have some research about the way the Japanese do their
business meetings especially on meeting etiquette and social interaction. Warren got
frustrated to his meeting with the Japanese and got straight to the point, had oral
presentation, gave his proposal and just left. In that case Warren should have introduced
his company, gave each of the Japanese executives his name card and his proposal
because the Japanese attend their meeting in group and each of them has expertise to their
company. As for Carol Oats, she was asking for a job in a Japanese multinational
corporation and she doesn’t understand the way that the Japanese treated their secretaries.
Carol should have informed the company’s vacancies before asking for a job. She should
have Ask for a formal job interviews and await their reply patiently, Japanese are really
2. First, you should invest to your dress/suit. It is easy way to impress an American
being late. Smile on first meeting, for them it is considered unfriendly not to smile.
Business is a business for them. They wanted you to have concise and clear written
proposals. It should be presented straight to the point, they don’t want any jargons.
Americans can’t stand long meeting, just show all the numbers and figures that are
proven and they are satisfied. Do persist and continue to convince them with strong
3. We should be more aware on what other people’s behavior, culture, what are the ways
they will be motivated in order to work hard and happy, how to manage your own
employees or your team, how to avoid conflicts and how to manage stress especially in
an organization or company.
CASE STUDY
ORGANIZATIONAL BEHAVIOR
AND
LEADERSHIP
Submitted by:
MPA Student
Submitted to:
Professor