wmata: an analysis in leadership and management
TRANSCRIPT
Washington Metropolitan Transit Authority
An analysis in leadership and management
Hello!
My name is Phil LinderI am passionate about leadership and transportationI am graduating AU with an M.PP May 8th!You can find me at [email protected]
OutlineWhat’s this presentation about?
1
Outline
1. Introduction2. Methodology3. Background4. Theories and Reflection5. Questions
Duration: 12m
“Metrorail’s shutdown: ‘It just feels to me like the system is crumbling.’ ”
March 16
“Washington Metro, 40 and Creaking, Stares at a Midlife Crisis”
April 3
December 20
Why is it broken?
Poor management and leadership, for one!
MethodologyHow did I obtain information?
2
Methodology
▪Qualitative: Interview, newspapers, blogs, academic literature
▪Quantitative: Data from CRS, WMATA internal reports, other government reports
▪Interview: Conducted an interview with a station attendant at Tenleytown Station, April 18th
BackgroundWhat is WMATA?3
Political structure
▪ Interstate Compact of 1967
▪ Tri-jurisdictional agency▪ Sources of funding
Background
Background cont.
Organizational structure
▪ Top management ▪ Board of Directors▪ Business divisions
Paul J. Wiedefeld Jack Evans
Board of Directors
WMATA’s biggest problems
Poor safety record
Low morale
Poor fiscal performance
Dissatisfied Customers
Performance is weak
Funding is scarce
TheoriesHow does the literature explain the problem?
4
Applied management theories
Organizational Culture Incentives Motivation Negotiating
Power
“The Big Four”
Organizational Culture
Schein: “The three communities of executives, engineers, and operators do not really understand each other very well. A lack of alignment among the three groups can hinder learning in an organization.” From The Three Cultures of Management: The Key to Organizational Learning
Competing Values Framework
AdhocracyClan
Hierarchy Market
WMATA strives for“Control and Efficiency”“Capable Processes”“Timeliness and Consistency” “Reliability”
Mostly this
Some of this
Motivation
Herzberg: “I can charge a person’s battery, and then recharge it, and recharge it again. But it is only when one has a generator of one’s own that we can talk about motivation. One then needs no outside stimulation. One wants to do it.” From How Do You Motivate Employees
Incentives
Kerr: “Numerous examples exist of reward systems that are fouled up in that the types of behavior rewarded are those which the rewarder is trying to discourage, while the behavior desired is not being rewarded at all.” From On the Folly of Rewarding for A, while Hoping for B
Negotiating Power
“The federal government, an equal partner in governing the system with four board members, should contribute $300 million per year to the operating budget just like DC, Maryland, and Virginia.” Jack Evans, testifying before Congress April 2016
Reflections
BackgroundTri-state jurisdiction, politics
OrganizationManagement, org chart, business divisions
ProblemsFiscal, organizational, operational, cultural
Management theoriesOrg culture, motivation, incentives, and negotiating power
ApplicationManaging culture change in an organization that is difficult to change
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References
*see notes section below
Appendix A
*see notes section below