What is Management by Walking AroundMBWA?

We live in a world where communication is easier than ever, yet face-to-face conversations tend to be difficult to maintain. Interaction is becoming increasingly digitalized, with most of us rather sending an e-mail then arranging a meeting. But one management method challenges our communication strategies by calling for deeper integration of actual conversations in the workplace.

Management by walking around has been around for a while, but what is the strategy about? We’ll explore the history and the concept behind this management theory. Before providing you tips on how to best utilize the method, we’ll look into the strengths and weaknesses of it as well.

 

WHAT IS MANAGEMENT BY WALKING AROUND?

You’ve probably encountered plenty of management theories and you might have your own ideas about an effective management style. A key part of being a good manager is being in touch with your subordinates. In order for management to work, you need to be aware of what is going on around you and this is, essentially, what management by walking around is about.

The history of the method

Before we examine the definition of the theory, it’s auspicious to consider its history. After all, walking is part of the function of being a human, so how did it become a noticeable part of management? Although the concept of having management walk amongst subordinates and talk to them face-to-face, had been used by managers and organizations for decades, the term ‘Management by Walking Around’ was popularized in the 1980s.

In 1982, management consultants Tom Peters and Robert H. Waterman proposed the concept in their book  [removed] . In the book, Peters and Waterman examined the successful companies, realizing a common nominator between the most successful. According to them, the successful companies had CEOs and managers who spent much of their time in the field instead of being confined to their office. Peters and Waterman noticed these managers were more aware of the operations and in general, had better ability to solve problems. Peters went on to write a book  [removed]  in which he continued to assert the style as the core element of excellent leadership.

The idea gained further attention when William Hewlett and David Packard, the founders of  [removed] , mentioned the theory to be part of the “HP Way”. The lessons learned from the technology company were, in fact, examined and presented by Peters and Waterman.

The up-close-and-personal style of management became a popular option for organizations and other big companies soon followed the teachings of Peter and Waterman. Disney has implemented management by walking, having its managers work shifts along with subordinates. Apple’s Steve Jobs was another  [removed]  in the style, putting himself in situations where he had to deal directly with the customers.

The definition

So, is management by walking around just about, well, walking? The theory is both simple, yet often misunderstood. Although the main core is to have the management moving about, you can’t just expect aimless walking around the company to solve problems. The method is essentially a management style in which the managers walk around in unstructured and unplanned manner amongst the employees.

The objective is to interact with the subordinates and supervise their work, while they are performing it. According to the proponents, this kind of interaction will allow the managers to better understand the issues, ideas and concerns of the subordinates. This in turn will ensure the management can act on the findings accordingly. The theory is also referred to as Management by Wandering Around or MBWA