Kimberly Lindinger
Business Perspectives Fall 2010
Dr. Pereles
One Minute Manager
Managing a company may sound like a lot of work but most of those problems can be
handled within minutes. I think that Dr. Pereles had us read The One Minute Manager to show
us that managing companies can be done many different ways but sometimes the management
process that seems the least complicated could be the answer. The One Minute Manager was
published in 1982, which I find very surprising and ironic because during that time the economy
was in the same situation we are facing today, maybe even worse. “The first big blow to the
economy was the 1979 revolution in Iran, which sent oil prices skyrocketing. The bigger blow
was a series of sharp interest-rate increases by the Federal Reserve, meant to snap inflation.
Home sales plummeted. At their worst, they were 30 percent lower than they are even now,”
states an article from the New York Times. In 1982, our country was facing the same issues that
we are finding to be big problems today such as oil prices, unemployment rate, and real estate.
After finding out that One Minute Manager was written in 1982 and reading the article “The
Economy Is Bad, But 1982 Was Worse,” I had a whole new understanding for the book. When
crisis hits, companies are in a panic to survive and everyone is on edge over production and
things always being done correctly. The One Minute Manager didn’t seem like a man who
panics or acts impulsively, which in a manager is something to value, but that quality is even
more valued during a time of crisis.
Blanchard and Johnson describe an “effective manager” as a leader who “manages
themselves and the people they work with so that both the organizations and the people profit
from their presence.”(Page 15) In my judgment, I take that as a manager who not only is
concern about his employee’s performance but has a concern for the employees themselves.
“Productivity is more than just the quantity of work done. It is also the quality.” (Page 20)
Blanchard and Johnson explain in The One Minute Manager that productivity maybe the
quantity of a product but the quality of it is what truly matters. A certain company could
produce many products at a rapid pace but it means nothing if it isn’t the good or service the
people need and want.
When Mr. Trenell is explaining his incident with the One Minute Manager he tells us
that when he went to him with a problem he was told to put it “in behavioral terms.” Meaning
“that I do not want to hear about only attitudes or feelings; tell me what is happening in
observable, measureable terms.” (Page 31) In my judgment, putting a problem into behavioral
terms is coming up with possible solutions before attacking the problem. This reminds me of
the SAM meeting we attended with Mr. Butterfield. He explained to us that whenever he is
faced with a problem he makes sure to come up with three solutions before solving it. “A
problem only exists if there is a difference between what is actually happening and what you
desire to be happening.” (Page 31)
According to Blanchard and Johnson, a manager has a problem when the goals they give
out aren’t clear and communication with their employees is not done effectively. In my opinion,
I think that the One Minute Manager handles his problems very well. In his office there aren’t
many times when his employees are unaware of what their goal is. With his once a week
Wednesday morning meetings and the 250 word summaries of each task and goal that needs to
be completed.
“It’s all because clearly the number one motivator of people is feedback on results. In
fact, we have another saying here that’s worth noting; Feedback is the Breakfast of
Champions.” (Page 67) People like to hear when they are performing a task correctly and when
they are pleasing their boss. When they are praised for their work they become confident and
excited about their work.
When I think back on this semester and the things that I have done right, two things
come to mind. First, I think of the time I spent in group work. When it comes to group projects I
find myself taking the lead role and trying to get everyone on the same page. I usual put myself
in charge of setting up meetings and sending out all the group emails and most importantly
making sure everyone is involved. Secondly, I think that when it comes to writing my papers for
Business Perspectives I put a lot of time and effort into the questions that are asked and really
try and put together a well written paper. I like to hand in quality work that I am proud of and
not just papers that I completed within minutes before class starts.
In my opinion, I think that Dr. Pereles could give us positive feedback; it doesn’t have to
be a lot, just some short praising like the One Minute Manager gives his employees. Since Dr.
Pereles’ process of grading papers is not the best, I think that she could add a little note at the
end of each of our papers telling us her thoughts of how we are doing and what we could do to
improve. Even something as simple as a little note can really help a student succeed, sometimes
professors leave their students clueless on how they are doing and sometimes won’t even
correct their mistakes. Getting feedback from your professor can be a very valuable thing.
When it comes to “setting intermediate goals,” I think that Dr. Pereles used this process
very well. For example, when we started our group research project Dr. Pereles set up different
class days where we worked on different portions of our project. One day we all were told to
have our sources prepared and another day we worked on the rough drafts for our surveys. Dr.
Pereles helped us use these days for specific goals that needed to be done.
“He usually gives me the reprimand as soon as I’ve done something wrong. Second,
since he specifies exactly what I did wrong, I know he is ‘on top of things’ and that I’m not going
to get away with sloppiness. Third, since he doesn’t attack me as a person-only my behavior-it’s
easier for me not to become defensive.” (Page 55) The One Minute Reprimand should be used
right when the manager detects a mistake. I think that the One Minute Manager handles his
reprimands perfectly. He does not criticize the person, instead he lets them know that he has
respect for them and that is why he is so upset, he understands that they can do better. “Being
tough on the problem and supportive of the person,” simply means that as a manager when
you face a problem with an employee, you should let them know that their behavior will not be
tolerated but make sure they understand you respect them and expect more from them.
The most important thing I learned from the One Minute Manager is managing,
although complicated and difficult, if handled correctly could be rather simple. I think this is the
most important thing in the book because you learn how to handle large amounts of people
and their problems. Handling everything within minutes sounds impossible but the way the One
Minute Manager works really impresses me. In the beginning of the book, I thought that this
method was crazy and unethical but by the end of the book I believed in One Minute Managing.
I am really glad that The One Minute Manager was on our reading list, it was my favorite and I
found it the most interesting.