Difference between revisions of "Management by Walking Around"
(Created page with "[http://www.businessdictionary.com/definition/management-by-walking-around-MBWA.html#ixzz3maiixoX0 Business Dictionary] defines Management by Walking Around (MBWA) as: ''Unst...") |
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''Unstructured approach to hands-on, direct participation by the managers in the work-related affairs of their subordinates, in contrast to rigid and distant management. In MBWA practice, managers spend a significant amount of their time making informal visits to work area and listening to the employees. The purpose of this exercise is to collect qualitative information, listen to suggestions and complaints, and keep a finger on the pulse of the organization. Also called management by wandering around." | ''Unstructured approach to hands-on, direct participation by the managers in the work-related affairs of their subordinates, in contrast to rigid and distant management. In MBWA practice, managers spend a significant amount of their time making informal visits to work area and listening to the employees. The purpose of this exercise is to collect qualitative information, listen to suggestions and complaints, and keep a finger on the pulse of the organization. Also called management by wandering around." | ||
==How it Works== | |||
Management by Walking Around (MBWA) occurs when leaders and managers leave their office and daily responsibilities and “walk around” the organization observing and talking to members of the organization with no specific purpose. The purpose of walk around management is to gather information in a raw, unfiltered and unvarnished, to listen and observe openly. In larger organizations this includes traveling to the different locations beyond the boundaries of the headquarters for a first hand view and conversations. | Management by Walking Around (MBWA) occurs when leaders and managers leave their office and daily responsibilities and “walk around” the organization observing and talking to members of the organization with no specific purpose. The purpose of walk around management is to gather information in a raw, unfiltered and unvarnished, to listen and observe openly. In larger organizations this includes traveling to the different locations beyond the boundaries of the headquarters for a first hand view and conversations. | ||
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Observations are most effective if you just take the time in an unstructured way to truly observe. Let your eyes see without an agenda or mission. | Observations are most effective if you just take the time in an unstructured way to truly observe. Let your eyes see without an agenda or mission. | ||
==Benefits== | |||
One important benefit of “walk around management” is the feeling and culture it generates in the organization. Employees believe rightly so that top-level management cares and knows what is going on in the organization. This is the opposite of an unhealthy culture where employees and middle and lower levels of the organization feel that top management is clueless as to what is “really going on” in the organization and they are not listened to. | One important benefit of “walk around management” is the feeling and culture it generates in the organization. Employees believe rightly so that top-level management cares and knows what is going on in the organization. This is the opposite of an unhealthy culture where employees and middle and lower levels of the organization feel that top management is clueless as to what is “really going on” in the organization and they are not listened to. | ||
Walking around your organization unscripted is also an opportunity for leaders to teach and pass on important information to employees direct. These types of conversations are very memorable for employees and may range from the vision, goals and strategic plan to culture. | Walking around your organization unscripted is also an opportunity for leaders to teach and pass on important information to employees direct. These types of conversations are very memorable for employees and may range from the vision, goals and strategic plan to culture. | ||
W. Edwards Deming, the legendary quality control guru stated a very important | W. Edwards Deming, the legendary quality control guru stated a very important benefit from MBWA: | ||
“If you wait for people to come to you, you'll only get small problems. You must go and find them. The big problems are where people don't realize they have one in the first place.” | “If you wait for people to come to you, you'll only get small problems. You must go and find them. The big problems are where people don't realize they have one in the first place.” | ||
==Related Best Practices== | ==Related Best Practices== | ||
Revision as of 12:42, 23 September 2015
Business Dictionary defines Management by Walking Around (MBWA) as:
Unstructured approach to hands-on, direct participation by the managers in the work-related affairs of their subordinates, in contrast to rigid and distant management. In MBWA practice, managers spend a significant amount of their time making informal visits to work area and listening to the employees. The purpose of this exercise is to collect qualitative information, listen to suggestions and complaints, and keep a finger on the pulse of the organization. Also called management by wandering around."
How it Works
Management by Walking Around (MBWA) occurs when leaders and managers leave their office and daily responsibilities and “walk around” the organization observing and talking to members of the organization with no specific purpose. The purpose of walk around management is to gather information in a raw, unfiltered and unvarnished, to listen and observe openly. In larger organizations this includes traveling to the different locations beyond the boundaries of the headquarters for a first hand view and conversations.
Conversations are most effective when you engage employees in questions where they talk about their work and how it is going on the spot versus in a meeting. Every employee has observations and ideas. The idea is to draw these out. Employees feel the most comfortable on their own turf carrying out their job.
Observations are most effective if you just take the time in an unstructured way to truly observe. Let your eyes see without an agenda or mission.
Benefits
One important benefit of “walk around management” is the feeling and culture it generates in the organization. Employees believe rightly so that top-level management cares and knows what is going on in the organization. This is the opposite of an unhealthy culture where employees and middle and lower levels of the organization feel that top management is clueless as to what is “really going on” in the organization and they are not listened to.
Walking around your organization unscripted is also an opportunity for leaders to teach and pass on important information to employees direct. These types of conversations are very memorable for employees and may range from the vision, goals and strategic plan to culture.
W. Edwards Deming, the legendary quality control guru stated a very important benefit from MBWA:
“If you wait for people to come to you, you'll only get small problems. You must go and find them. The big problems are where people don't realize they have one in the first place.”
Related Best Practices
Resources
Management by walking around at Wikipedia.
MBWA review at Mind Tools.
Tools: Management by Walking Around, American Society for Quality.
[[ http://www.economist.com/node/12075015%7CMBWA discussion and review]], Economist.
Author
The author of this page is Terry Gardiner
Terry Gardiner is the founder and President of Silver Lining Seafoods and NorQuest Seafoods - a medium-size Alaska seafood processing company; and currently a Board member of the Anvil Corporation, an employee-owned company specializing in oil and gas engineering.
His co-operative experiences include member director of the Commercial Fishermen Co-operative association; creation of legislation for the Alaska Commercial Fishing and Agriculture Bank; and advisor to the US Dept of Health and Social Services for the state Health CO-OPs.
Terry served ten years as a member of the Alaska House of Representatives -several legislative committee chairmanships, Speaker of the House, Chairman of the Alaska Criminal Code Commission and board member on various state and federal boards and commissions.
His non-profit experiences include National Policy Director for the Small Business Majority in Washington DC; working with the Herndon Alliance and ForTerra.
Terry authored the leadership book, "Six-Word Lessons to Build Effective Leaders: 100 Lessons to Equip Your People to Create Winning Organizations".
For more check: Terry Gardiner Long bio