“The HP Method” which the “administration by walking close to” method was part of was based about the concept that staff, particularly the material experts in their own fields, are able to be part of the situation solving process understanding that a team approach to creating new businesses and innovate methods to solve problems was far superior for the “top down” method of management coming up with all the answers and dictating these phones a mindless but obedient staff.
Packard was any believer in the open space, no walls and easy access to management corporate culture that MBWA illustrates. By enabling regular and unscheduled connections between employees as well as between management and staff, new ideas were given maximum opportunity to become birthed and reassurance to be produced which leads to a more responsive and flexible business culture then one that has any robust approach to be able to growth and alter.
In order to implement MBWA, the particular manager must embrace the concept of a flexible and calm relationship with employees. The details of the method that MBWA promotes will be summed up properly in the subject, management by walking on. It suggests which instead of simply meeting with staff at scheduled occasions in formal settings away from additional employees or inside a staff meeting the location where the agenda is released in advance, several opportunities for employees to talk in order to management are urged.
When the manager or manager walks freely amongst the employees throughout their workday, the opportunity to inquire about questions and to interact about new suggestions the employees are looking at is frequent. Coming from those unscheduled and also frequent visits since the manager walks from cubicle to cubicle, great concepts may be birthed which may then be nurtured into new product suggestions or novel solutions to problems.
However, if the relationship between administration and employee is actually formal, based about fear or intimidation or not normally grounded in warmth and friendship, the MBWA system should go from a powerful method of collaborative problem resolving to a huge nightmare for everyone.
You don’t want your workers dreading your “drop by” visits and seeing their productivity decrease as you key in their work area because they are so concerned with impressing and serving management that these people dislike your birth in their world. It is amazing how quickly a network of employees can detect and hang up an early warning system once the manager is walking on so everybody “will get ready” for what they perceive will be an unpleasant sudden visit by supervision.
To avoid this, the supervisor ought to in other ways foster a calm relationship with employees. The employee should feel free to go over issues and queries openly with management without fear of being scoffed at, mocked, belittled or perhaps punished. Many a business has generated the “HP Way” concept that comes out from the human resources section that amounts to be able to little more as compared to color posters on the wall and an indicator box but practically nothing changes in the business culture or exactly how each manager interacts with workers. Employees are speedy to notice the hypocrisy of such a program and the result is management simply because an object of ridicule instead of inspiration.
By making your visits enjoyable, a welcome experience and one in which the employee doesn’t fear your appearance, you can assume outstanding results in the MBWA method. And you may know you have achieved true alternation in your corporate culture when not simply do you perambulate to visit workers but employees “come by” on you by walking around when for no other reason than to share with you a joke or a donut. That is a perfect setting for team performance and proactive problem solving.
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