| It is an indisputable fact that profit-generating business | | | | beginning of the 21st century it made a comeback. In |
| practices are essential for any company's survival and | | | | fact, Tom Peters himself writes on his website that |
| success. However, small and medium-size enterprises | | | | "MBWA Lives & Rules & Is Ubiquitous!" |
| may not have the funds needed to hire managers to | | | | Listen and learn |
| oversee all the facets of company activities. There | | | | The reasons MBWA still makes business sense in |
| are, however, proven measures these companies can | | | | today's competitive marketplace is because it is easy |
| take to improve their performance. | | | | to administer and its benefits are proven. It shows |
| How can a small, cash-strapped business improve its | | | | employees that management is directly involved in the |
| productivity by keeping track of what is going on in all | | | | running of the company, is interested in its workers' |
| of its departments? Sometimes, the answers to | | | | performance, and will take the necessary steps to |
| complex questions like this one are really quite simple: | | | | remedy any problems that may arise. |
| get up from your desk and walk around the office. | | | | Of course, MBWA is only going to yield results if the |
| "Manage by walking around" (MBWA) really is an | | | | managers keep their eyes and ears open, drawing |
| effective business tool that can increase employee | | | | pertinent and conclusive lessons from the walkabouts. |
| performance and the good news is that it doesn't | | | | These are some key points to keep in mind when |
| require an influx of cash - just time, patience, and a | | | | practicing MBWA: |
| good pair of walking shoes. | | | | Listen first. Make sure to bring your listening hat. |
| Start walking | | | | Your objective is to find out what is going well in the |
| The business dictionary defines MBWA as | | | | workplace, what the problems are, and to build rapport |
| "Unstructured approach to hands-on, direct participation | | | | and trust with your employees. |
| by the managers in the work-related affairs of their | | | | Ask questions. What do employees think is going |
| subordinates, in contrast to rigid and distant | | | | well, and what aspects of their jobs have to be |
| management." It goes on to explain that managers | | | | improved? This is a case of "listen and learn." By |
| who practice this technique "spend a significant amount | | | | asking questions, you ensure that your walks are |
| of their time making informal visits to work area and | | | | productive. |
| listening to the employees. The purpose of this | | | | Talk with everyone. Speak with each employee |
| exercise is to collect qualitative information, listen to | | | | so you can keep a pulse on what is going on in your |
| suggestions and complaints, and keep a finger on the | | | | office. Moreover, this tactic gives you an opportunity to |
| pulse of the organization." | | | | talk about the company's vision and how each person |
| To some, this concept may sound new and daring, but, | | | | fits into that vision. |
| in fact, it is 30 years old. In the late 1970s / early 1980s, | | | | Make changes. Use the information gathering to |
| two American management consultants, Tom Peters | | | | make any necessary changes; these may include |
| and Robert H. Waterman Jr., carried out a survey of | | | | improving the business process or providing materials |
| 43 major companies and distilled from it eight success | | | | employees need to get the job done. Before making |
| factors, which formed the core of their highly | | | | changes, however, make sure there is a consensus on |
| acclaimed book, "In Search of Excellence." One of | | | | what needs to be done and how the change aligns |
| those eight premises, which was practiced by industrial | | | | with your business strategy. |
| giants such as IBM, Hewlett-Packard, 3M, Disney and | | | | The message here is clear and bears heeding: MBWA |
| PepsiCo, among others, was MBWA. | | | | is a cost-effective and powerful management and |
| As many other business phenomena influenced by | | | | leadership strategy that builds loyalty while reducing |
| various market trends and forces, this concept | | | | turnover and improving employee performance. |
| experienced its ups and downs as well, but at the | | | | |