Management by wandering around

Management by walking around or management by wandering around is an approach to communication between the manager and the employees, suppliers, customers and all others who are within reach of the impact of the organization.

The method originally was developed in Toyota production system by Taiichi Ohno. In TPS it was called Genchi genbutsu.

Origins of management by wandering around (MBWA)

Management by walking (or wandering about) is a popular form of organizational communication and collaboration. The idea is that the manager keeps in touch with what is going on in his company through "Walking around" and spontaneous conversations with experienced people (employees, suppliers, customers and others in some way related to the company). This approach allows managers to better "feel" company led by him and obtain first-hand information and understanding of the moods of the people. Integration of the management with employees also helps to achieve high awareness and team spirit. This approach is also the perfect complement to the dry data and reports, which are often detached from reality and could lead managers to take wrong decisions.

Example of management by walking around

One of the prominent figures who use this method of management is Bill Marriott Jr. (co-owner of the Marriot Hotel chain), who spends a lot of time just walking around the hotel. He goes to the kitchen, loading ramps, laundries and other regions. He claims that his best ideas and innovations came to him because of free discussions with employees.

Other definition of Managing by Walking Around - MBWA

Term management by walking is often used for other, but similar approaches to communication within the company. One is the rotation of managers. Managers changes their positions between themselves to get a different perspective on the problems of the company. Another and the most radical kind are the so-called: days of contacts. This technique helps managers to get information about daily routines and problems of employees by taking on their daily roles.

Managers temporarily perform the functions of maids, receptionists, carpenters, turners, cooks and other workers on low and lowest corporate positions. A similar approach is found in many family businesses in relation to family of owners, taking management positions. Son of the owner or manager of such a company starts working from the lowest positions and learns in this way from the centre of the action. This information can be very helpful and informative when he takes a leadership position in future or take over the running of the company.

Advantages of Management by wandering around

Management by walking around (MBWA) offers numerous advantages for effective and efficient management of an organization. It provides an effective form of communication between the manager and the employees, suppliers, customers, and all others who are within reach of the organization’s impact. The benefits of MBWA include:

• Improved communication: By visiting and talking to a variety of people within the organization, the manager can get a better idea of the challenges and successes of the organization and can better understand their concerns.
• Increased understanding of the organization: By actually seeing and experiencing the day-to-day operations of the organization, the manager can better understand the context of the organization and make better decisions.
• Increased trust and respect: By visiting different departments and talking to the people within them, the manager can develop a better relationship and trust with the employees. This in turn can lead to better collaboration and communication between the manager and the employees.
• Improved morale: By listening to the employees and acknowledging their concerns, the manager can show that their opinions are valued and respected. This can help to increase morale and motivation within the organization.
• Increased efficiency and productivity: By visiting different departments and talking to the employees, the manager can identify any areas of inefficiency and develop strategies to improve them. This can help to increase efficiency and productivity throughout the organization.

Limitations of Management by wandering around

Management by wandering around (MBWA) is a style of management that uses an informal approach to communication and interaction with employees, customers, and other stakeholders. While MBWA has many benefits, there are several limitations that should be considered when implementing it. These include:

• Time-Consuming: MBWA requires a significant investment of time in order to be effective. The manager must be willing to take the time to wander around and talk to people on a one-on-one basis in order to understand and assess their needs.
• Lack of Structure: Since the manager is not in the same physical space as the employees, there may be less structure and more informal conversations, which can lead to confusion and ineffective communication.
• Lack of Focus: Since the manager is moving from place to place, there is a risk of losing focus and getting distracted from the objectives of the organization.
• Lack of Insight: MBWA can provide some insight into the culture and climate of the organization, but it does not provide a comprehensive understanding of the organization’s operations.
• Difficulty of Documentation: MBWA requires a manager to take notes or record conversations, which can be difficult and time-consuming. Additionally, it can be difficult to track the progress of conversations when they are not conducted in a formal setting.

Other approaches related to Management by wandering around

Management by wandering around (MBWA) is a management approach focused on direct communication between the manager and employees, suppliers, customers and other stakeholders. There are a number of other approaches that are related to MBWA, including:

• Management by Objectives (MBO): This approach is focused on setting clear objectives for employees and measuring progress towards those objectives. It also encourages open communication between managers and employees.
• Total Quality Management (TQM): This approach emphasizes the importance of quality in all aspects of the organization, from products to customer service. It focuses on continuous improvement and customer satisfaction.
• Lean Management: This approach is focused on eliminating waste and optimizing processes for the best possible results. It encourages the use of data to improve processes and outcomes.
• Kaizen: This approach emphasizes continuous improvement and encourages employees to identify and implement solutions to problems.

In summary, MBWA is just one approach to management, but there are many other related approaches such as MBO, TQM, Lean Management, and Kaizen that can be used to improve an organization’s performance.

Management by wandering around — recommended articles

Quality management principles — Overcoming resistance to change — Transformational change — Organizational innovation — Culture and QMS implementation — Methods in management — Management by objectives — Deming 14 points — Hoshin kanri

References

• Koontz, H. (2010). Essentials of management. Tata McGraw-Hill Education.
• MacNeill, N., & Boyd, R. (2006). Re-examining management by walking around. Education.
• Peters, T., & Austin, N. (1985). MBWA (Managing by walking around). California Management Review, 28(1), 9-34.
• Rubin, M. S., & Stone, R. K. (2010). Adapting the "Managing By Walking Around" Methodology as a Leadership Strategy to Communicate a Hospital‐Wide Strategic Plan. Journal of Public Health Management and Practice, 16(2), 162-166.
• Smith, F. D. (2002). Management by walking around. SSM, 8(5), 59.
• Serrat, O. (2009). Managing by walking around.