Does MBWA (Management By Wandering Around) Still Work?

Written by Harry K. Jones

Tom Peters, alumnus ofrepparttar management consulting firm of McKinsey & Company and one of today's best known and highest paid management gurus, first came to prominence in 1982 as he "knocked our socks off" with his eye-opening best-seller In Search of Excellence. This thought-provoking classic provided us with many valuable lessons from America's Best-Run Companies. Today, 20 years and ten best sellers later, Peters is still onrepparttar 141067 cutting edge ofrepparttar 141068 on-going business revolution that never seems to end.

In his first book, Peters introduced us torepparttar 141069 key concept of MBWA (Management By Wandering Around). After a brief definition of this powerful strategy, he shared a number of MBWA examples from such notable organizations as Hewlett-Packard, GE, PepsiCo, LucasFilm, Corning Glass, 3M, Disney and Wal-Mart. This unique approach obviously worked well for these and other companies inrepparttar 141070 early 80's. However, has it stoodrepparttar 141071 test of time?

Tom Peters believes it has … as does a great number of leaders and organizations who continuerepparttar 141072 pursuit of excellence in today's competitive marketplace.

MBWA does not mean leaving your responsibilities behind as you stroll throughrepparttar 141073 nearest shopping mall. Even wandering through your organization can do more harm than good if it isn't executed properly.

Here are a few tips to assist you in that same pursuit as you Manage By Wandering Around.

* Appear relaxed as you make your rounds. Employees will reflect your feelings and actions.

* Remain open and responsive to questions and concerns.

Providing a Target Yields Better Results

Written by Kathleen J. Wheelihan

Did you ever wonder why employees don’t always get their best possible results for job performance? While there are many possible reasons, one that is simple to resolve is to start off with clear expectations forrepparttar job.

Imagine a military operation where no target has been defined. It would be almost impossible to succeed. Individuals may feel compelled to choose their own targets to feel a sense of accomplishment, or may take no action at all. They wouldn’t understand how their actions fit in withrepparttar 141066 overall strategic plan ofrepparttar 141067 campaign, and therefore it would be difficult to make a meaningful contribution. The same thing can happen inrepparttar 141068 workplace.

Clear expectations removerepparttar 141069 guesswork that can cause employees to dorepparttar 141070 wrong work, do work inrepparttar 141071 wrong way, or even do no meaningful work at all. The results can be frustrating for you and your employees and can lead to greater problems such as dissatisfied customers, higher costs, lower productivity and profits, lost business, unmotivated employees, employee turnover, or worse, safety hazards and accidents, or in extreme cases, loss of life.

Expectations are given in many forms. A few ofrepparttar 141072 ways supervisors and managers can provide targets for employees include:

* Company or department mission statement; * Departmental and individual goals to support corporate plans; * Job descriptions; * Policies and procedures; * Safety standards; and * Leading by example.

Expectations can also be established usingrepparttar 141073 following six-step process in an interactive discussion with employees: * Describerepparttar 141074 job in terms of its major outcomes and how it fits intorepparttar 141075 larger picture. * Agree on measurable performance criteria. * Mutually identify necessary skills, resources, and guidelines. * Determine priorities. * Review and check for understanding and commitment. * Set a date for an early progress review.

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