• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

Current Management Theory, The Oz Principle

Extracts from this document...


Michelle Varnum BMGT 110 Mekhonoshin December 7, 2004 Current Management Theory: The Oz Principle We hear it everyday, in the media, in our personal lives, and in our work environment. "It wasn't my fault," or "If they would have done it this way..." - people placing the blame on others and not taking responsibility for their own actions if something goes awry. People are afraid to hold themselves accountable in fear of getting into trouble, being fired, looked down upon, or letting others down. They feel that if they place the blame on someone or something else, everything will be ok and they won't have to worry about the issue at hand anymore, when, in actuality, it prolongs solutions and brings others down in the process. Above the line vs. below the line The Oz Principle, written by Roger Connors, Tom Smith, and Craig Hickman, shows us how we can get results by holding ourselves accountable for our actions. "Accountability has become a core management value for thousands of organizations throughout the world" (Connors, Smith, and Hickman, inside cover). ...read more.


Finding no faults, they decided to go forward with full scale production. A year later, the first compressor failure occurred, and shortly after, thousands more. Engineers found the problem: the use of powdered metal instead of hardened steel or cast iron in the manufacture of the compressors. Ironically, GE had tried powdered metal parts in its air conditioners a decade earlier and had found the material unacceptable. The new compressor was dropped and GE reported a loss of $450 million... According to The Oz Principle, GE went through every stage of the victim cycle. They overlooked earlier problems and denied that the problems existed. GE employees began finger pointing - everyone from senior executives to manufacturers took part in the blame game. And then, they decided to "wait and see" if the problems would miraculously solve themselves, since, after all, GE was considered one of the top organizations on earth (Connors, Smith, and Hickman, 2004). The Oz Principle states that "when you get stuck in the victim cycle, you can't get unstuck until you first acknowledge that you're functioning below the line and paying a high price for it" (p. ...read more.


They helped keep Enron's debt off the balance sheet and marketed questionable WorldCom debt, according to The Oz Principle (p. 43). When Enron took a tumble, what was Citigroup to do? CEO Weill decided to step up to the plate, admitting his embarrassment and took responsibility for the mistakes made. Weill decided to make sure Citigroup acted more ethically and honestly. He decided to turn the company around for the positive. Success through accountability The Oz Principle's core concept is taking ownership through seeing it, doing it, and solving it, whatever "it" may be. As we hold ourselves accountable for our actions, we are actually helping get results faster instead of delaying them. At the first sign that something has gone wrong, we must be able to acknowledge it and figure out what actions to take to resolve it, and then actually do it, instead of playing the blame game or falling into the victim cycle. Being accountable helps one perform better, experience improved results, and helps one earn the trust and respect of others. Connors, R., Smith, T., & Hickman, C. (2004). The Oz Principle. New York: The Penguin Group. ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our AS and A Level People & Operations Management section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related AS and A Level People & Operations Management essays

  1. Marked by a teacher

    Roles and Responsibilities of Staff Members at McDonalds.

    5 star(s)

    These both relate to McDonalds well; McDonalds has over 1231 restaurants in the UK alone, which is roughly 48,000 employees in the UK (and more than 1.5 million employees worldwide). With so many employees McDonalds has to be thoughtful on how much wage they are all given, although it is

  2. Belbin's theory and linking it to my group

    I would say that they rather enjoyed the pressure of work because they wanted to work hard and show to others they are one of those people who can do it. � Completer/Finisher - I personally felt that subject 5 in my group would come under this category because they meet all the deadlines for this project.

  1. The main aim of this research is to evaluate the information on the human ...

    The main concentration is on the person who is taking the main position of the organization. Succession planning mainly concentrates on the vacancies that are present in the company and filling that vacancy with the appropriate one. Succession planning comes into light when an important person is retired.

  2. AS Btec business. Report on understanding how businesses operate.

    In return employees would like job security and rewards in payment, and rewards is what influences the employees to work harder. External Stake holders in Tesco's are people such as, customers, local community, government, suppliers and distributors. Customers are vital to any business, since they purchase goods or service which provide the business with the majority of its revenue.

  1. Unit 13 Applied Business

    She told us to include a range of stalls varying from, jewelry, clothes, cakes and many more in order to ensure that we meet the needs of our target audience. She also told us that we should include an entry fee; however not charge a huge amount in order to not turn people off when they arrive.

  2. Operation Management

    It also draws up recommendations for future betterments of this service. INTRODUCTION Definition and Contextualisation of Operation Management Centrepoint is the leading charity that helps homeless and socially excluded young people rebuild their lives. Young homeless people are at the centre of this organisation existence.

  1. Motivation within a workplace - examples from Asda.

    many levels and instructions are passed down to the bottom of the structure. If there was a problem in the hierarchy it would move up through the structure again from one person to another until it gets where it?s suppose to be.

  2. Describe the theory of Taylor. Explain how it would be implemented in Waitrose.

    not allowing the employees to develop and learn different areas of Waitrose apart from that specific area. This means that the employees may not be enthusiastic about their job, which decreases staff morale and this makes the business as a whole perform ineffectively, as the employees are demotivated to work

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work