1. 1 Management BY Walking Around Prepared by: Mostafa Wahdan MBA-2 nd Year June 2009 Under Supervision of Prof. Dr. Ahmed Fahmy

2. 2 Definition 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. 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.hands-onparticipationmanagers subordinates managementhands-onparticipationmanagers subordinates management In MBWA practice, managers spend a significant amount of their time making informal visits to work area and listening to the employees. In MBWA practice, managers spend a significant amount of their time making informal visits to work area and listening to the employees.practicespend amountvisitsworkemployeespracticespend amountvisitsworkemployees 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. 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.exercisequalitative informationcomplaintsfingerorganizationexercisequalitative informationcomplaintsfingerorganization Also called management by wandering around. Also called management by wandering around.management by wandering aroundmanagement by wandering around

3. 3 “ Management by walking around emphasizes the importance of interpersonal contact, open appreciation, and recognition. It is one of the most important ways to build civility and performance in the workplace. ” “ Management by walking around emphasizes the importance of interpersonal contact, open appreciation, and recognition. It is one of the most important ways to build civility and performance in the workplace. ”

4. 4 Management by walking around (MBWA) is based on the concept that a manager needs to actually understand what is really going on - not just view reports in an office. Management by walking around (MBWA) is based on the concept that a manager needs to actually understand what is really going on - not just view reports in an office. By seeing the actual state of affairs they can better understand what management improvements are actually doing where work is being done. By seeing the actual state of affairs they can better understand what management improvements are actually doing where work is being done.

5. 5 Managers getting away from their desks and starting to talk to individual employees. The idea is that they should learn about problems and concerns at first hand. Managers getting away from their desks and starting to talk to individual employees. The idea is that they should learn about problems and concerns at first hand. At the same time they should teach employees new methods to manage particular problems. The communication goes both ways. At the same time they should teach employees new methods to manage particular problems. The communication goes both ways.

6. 6 MBWA usually involves the following: Managers consistently reserving time to walk through their departments and/or to be available for impromptu discussions. (MBWA frequently goes together with an open-door management policy.) Managers consistently reserving time to walk through their departments and/or to be available for impromptu discussions. (MBWA frequently goes together with an open-door management policy.) Individuals forming networks of acquaintances throughout their organisations. Individuals forming networks of acquaintances throughout their organisations. Lots of opportunities for chatting over coffee or lunch, or in the corridors. Lots of opportunities for chatting over coffee or lunch, or in the corridors.

7. 7Background: Managing by walking around was popularized by Tom Peters and Robert Waterman in the early 1980s because it was (already then) felt that managers were becoming isolated from their subordinates. Managing by walking around was popularized by Tom Peters and Robert Waterman in the early 1980s because it was (already then) felt that managers were becoming isolated from their subordinates. At Hewlett-Packard, where the approach was practiced from 1973, executives were encouraged to know their people, understand their work, and make themselves more visible and accessible. At Hewlett-Packard, where the approach was practiced from 1973, executives were encouraged to know their people, understand their work, and make themselves more visible and accessible.

8. 8 Bill Hewlett and Dave Packard's business philosophy, Bill Hewlett and Dave Packard's business philosophy, centered on deep respect for people and acknowledgment of their built-in desire to do a good job, had evolved into informal, decentralized management and relaxed, collegial communication styles. Theirs was the opposite of drive-by management. centered on deep respect for people and acknowledgment of their built-in desire to do a good job, had evolved into informal, decentralized management and relaxed, collegial communication styles. Theirs was the opposite of drive-by management.

9. 9 Rationale: The basic principle is that command-and- control is ineffective in modern organizations. Nothing is more instructive than seeing what actually transpires in the real world and learning from that. The basic principle is that command-and- control is ineffective in modern organizations. Nothing is more instructive than seeing what actually transpires in the real world and learning from that. Management by walking around is a leadership technique that has stood the test of time and can be used by any manager. Management by walking around is a leadership technique that has stood the test of time and can be used by any manager.

10. 10 Except for virtual organizations — and most of us still do not work through these even if we interface variously with them — face-to-face interaction remains a sure way to receive and give feedback wherever managers see staff regularly. Why? Because it is staff, not managers, who create an organization's products and deliver its services, and appreciation of that can only come from knowing what happens on the ground. Except for virtual organizations — and most of us still do not work through these even if we interface variously with them — face-to-face interaction remains a sure way to receive and give feedback wherever managers see staff regularly. Why? Because it is staff, not managers, who create an organization's products and deliver its services, and appreciation of that can only come from knowing what happens on the ground. Because people live to be part of something, and being intimately in touch opens up more lines of informal communication and produces stronger team dynamics and performance. The human touch still works best. Because people live to be part of something, and being intimately in touch opens up more lines of informal communication and produces stronger team dynamics and performance. The human touch still works best.

11. 11 Approach Managing by walking around requires: Managing by walking around requires: personal involvement, good listening skills, and the recognition that most people in an organization want to contribute to its success. personal involvement, good listening skills, and the recognition that most people in an organization want to contribute to its success. It should not be forced and cannot be a charade. It should not be forced and cannot be a charade. It works if you display sincerity and civility and are genuinely interested in staff and their work. Try to:- It works if you display sincerity and civility and are genuinely interested in staff and their work. Try to:-

12. 12 1. Wander about as often as you can, but recurrently and preferably daily. 2. Relax as you make your rounds. 3. Share and invite good news. 4. Talk about family, hobbies, vacations, and sports. 5. Watch and listen without judgment. 6. Invite ideas and opinions to improve operations, products, services, etc. 7. Be responsive to problems and concerns.

13. 13 8. Look out for staff doing something right, and give them public recognition. 9. Project the image of a coach and mentor, not that an inspector. 10. Give people on-the-spot help. 11. Use the opportunity to transmit the organization ’ s values. 12. Swap value and legacy stories. 13. Share your dreams. 14. Have fun.

14. 14 Benefits: Managing by walking around does not just cut through vertical lines of communication. It also 1. Builds trust and relationships. 2. Motivates staff by suggesting that management takes an active interest in people. 3. Encourages staff to achieve individual and collective goals. 4. Strengthens ability to drive cultural change for higher organizational performance. 5. Refreshes organizational values. 6. Makes work less formal. 7. Creates a healthy organization

15. 15 8. Accountability. You will feel uncomfortable facing the person again if you haven't addressed their concerns. 9. Increased efficiency. 10. One of the main benefits of MBWA was recognised by W. Edwards Deming, who once wrote: “ 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 realise they have one in the first place. ”

16. 16 11. MBWA has been found to be particularly helpful when an organisation is under exceptional stress; for instance, after a significant corporate reorganisation has been announced or when a takeover is about to take place. It is no good practising MBWA for the first time on such occasions, however. It has to have become a regular practice before the stress arises.

17. 17 NB: NB: The difficulty with MBWA is that (certainly at first) employees suspect it is an excuse for managers to spy and interfere unnecessarily. The difficulty with MBWA is that (certainly at first) employees suspect it is an excuse for managers to spy and interfere unnecessarily. This suspicion usually falls away if the walkabouts occur regularly, and if everyone can see their benefits. This suspicion usually falls away if the walkabouts occur regularly, and if everyone can see their benefits.

18. 18 Twelve Guidelines for Managing By Walking Around: 1. Do it to everyone. You may remain in such close contact with your direct reports that MBWA is redundant with them. The real power of the technique lies in the time you spend with those in lower levels of your area of responsibility. Get around to see those who work for your direct reports and any others whose work is important to you. 1. Do it to everyone. You may remain in such close contact with your direct reports that MBWA is redundant with them. The real power of the technique lies in the time you spend with those in lower levels of your area of responsibility. Get around to see those who work for your direct reports and any others whose work is important to you.

19. 19 2. Do it as often as you can. MBWA sends positive messages to employees. It reveals your interest in them and in their work, and it says you don ’ t consider yourself "too good" to spend time with them. MBWA also enables you to stay in touch with what is going on in your department, section or unit. Put aside at least thirty minutes a week to spend with all employees. Aim for once a quarter to see those you must travel long distances to visit. 3. Go by yourself. MBWA is more meaningful when you visit with employees alone, and one- on-one. It encourages more honest dialogue and speaks loudly of your personal commitment to the idea. 4. Don ’ t circumvent subordinate managers. Some employees may take advantage of your presence to complain about a supervisor who is your subordinate. Counsel them to discuss the issue fully with their supervisor first. If you have cause to question the supervisor ’ s judgement, don ’ t indicate so to the employee, but follow up privately with the supervisor.

20. 20 5. Ask questions. MBWA is a great opportunity to observe those "moments of truth" when your employees interact with your clients. Ask them to tell you a little bit about the files, projects or duties they are working on. Take care to sound inquisitive rather than 5. Ask questions. MBWA is a great opportunity to observe those "moments of truth" when your employees interact with your clients. Ask them to tell you a little bit about the files, projects or duties they are working on. Take care to sound inquisitive rather than intrusive. 6. Watch and listen. Take in everything. Listen to the words and tone of employees as they speak to you and to each other. You ’ ll learn a lot about their motivation and their levels of satisfaction. In the words of Yogi Berra, "You can observe a lot just by watching." intrusive. 6. Watch and listen. Take in everything. Listen to the words and tone of employees as they speak to you and to each other. You ’ ll learn a lot about their motivation and their levels of satisfaction. In the words of Yogi Berra, "You can observe a lot just by watching." 7. Share your dreams with them. MBWA is a solid opportunity to make sure that when you lead the sled in a new direction, the employees behind you won ’ t trip over themselves trying to follow. Tell them about the organization ’ s vision for the future, and where your vision for the department / unit/ section fits in with the "big picture." Reveal the goals and objectives that you want them to help you fulfill together as a team. Ask them for their vision, and hold an open discussion.

21. 21 8. Try out their work. Plop down in front of the computer; get behind the wheel; pick up the telephone; review a project file. Experience what they endure. Sample their job just enough to show your interest in it, and to understand how it goes. Think of great ways to reconnect with your front line workers, and gain a current understanding of exactly what they are dealing with during a typical work day. 9. Bring good news. Walk around armed with information about recent successes or positive initiatives. Give them the good news. Increase their confidence and brighten their outlook. So often employees are fed only gloom and doom. Neutralize pessimism with your own optimism, without being non-credible. 8. Try out their work. Plop down in front of the computer; get behind the wheel; pick up the telephone; review a project file. Experience what they endure. Sample their job just enough to show your interest in it, and to understand how it goes. Think of great ways to reconnect with your front line workers, and gain a current understanding of exactly what they are dealing with during a typical work day. 9. Bring good news. Walk around armed with information about recent successes or positive initiatives. Give them the good news. Increase their confidence and brighten their outlook. So often employees are fed only gloom and doom. Neutralize pessimism with your own optimism, without being non-credible.

22. 22 10. Have fun. This is a chance to lighten up, joke around, and show your softer side without being disrespectful or clowning around. Show employees that work should be fun and that you enjoy it too. 11. Catch them in the act of doing something right. Look for victories rather than failures. When you find one, applaud it. When you run into one of the many unsung heroes in your job site, thank them on the spot, being careful not to embarrass them in front of peers or to leave out other deserving employees. 12. Don ’ t be critical. When you witness a performance gone wrong, don ’ t criticize the performer. Correct on the spot anything that must be redone, but wait to speak to the wrongdoer ’ s supervisor to bring about corrective action.

23. 23 If the twelve guidelines above seem overwhelming try these five: Visit everyone Visit everyone Stay positive Stay positive Be genuine Be genuine Make sure it ’ s not all business Make sure it ’ s not all business Don ’ t expect results right away Don ’ t expect results right away

24. 24 Thank you