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WMATA Leadership Analysis
- 1. Washington Metropolitan Transit Authority An analysis in leadership and management
- 2. Hello! My name is Phil Linder I am passionate about leadership and transportation I am graduating AU with an M.PP May 8th! You can find me at pl5383a@american.edu
- 3. Outline What’s this presentation about? 1
- 4. Outline 1. Introduction 2. Methodology 3. Background 4. Theories and Reflection 5. Questions Duration: 12m
- 5. “Metrorail’s shutdown: ‘It just feels to me like the system is crumbling.’ ” March 16
- 6. “Washington Metro, 40 and Creaking, Stares at a Midlife Crisis” April 3
- 7. December 20
- 9. Why is it broken? Poor management and leadership, for one!
- 10. Methodology How did I obtain information? 2
- 11. 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
- 13. Political structure ▪Interstate Compact of 1967 ▪Tri-jurisdictional agency ▪Sources of funding Background
- 14. Background cont. Organizational structure ▪Top management ▪Board of Directors ▪Business divisions Paul J. Wiedefeld Jack Evans Board of Directors
- 16. WMATA’s biggest problems Poor safety record Low morale Poor fiscal performance Dissatisfied Customers
- 19. Theories How does the literature explain the problem? 4
- 20. Applied management theories Organizational Culture IncentivesMotivation Negotiating Power “The Big Four”
- 21. 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
- 22. Competing Values Framework AdhocracyClan Hierarchy Market WMATA strives for “Control and Efficiency” “Capable Processes” “Timeliness and Consistency” “Reliability” Mostly this Some of this
- 23. 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
- 24. 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
- 25. 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
- 26. Reflections Background Tri-state jurisdiction, politics Organization Management, org chart, business divisions Problems Fiscal, organizational, operational, cultural Management theories Org culture, motivation, incentives, and negotiating power Application Managing culture change in an organization that is difficult to change 1 2 3 4
- 27. Any questions? Thanks for listening pl5383a@american.edu
- 28. References *see notes section below
- 29. Appendix A *see notes section below