Management by-walking-around

Practice management-by-walking-around (MBWA). This management approach consists of getting out the office or from behind the desk and interacting with employees. It is hard to provide feedback to individuals without frequent personal contact. 

More senior staff should be encouraged to inspect facilities periodically, too. In most cases, these inspections should occur at least annually. They offer the added benefit of providing a senior leader with a good overview of the condition of the facilities, the work conducted in the laboratories, who does what work, and how people feel about their work. In essence, these kinds of inspections supplement the normal practice of "management by walking around"... 

Management By Walking Around (MBWA) In your role as safety manager, it is critically important that you remain accessible to all employees. 

An effective technique many managers use is that of Management By Walking Around (MBWA). MBWA is a management technique that is cioseiy linked to the Open Door and other positive empioyee reiations processes. 

Return to the old school practice of MBWA (Management By-Walking Around). Your regular interactive presence in the workspaces of employees at all levels matters. Don t use this time to criticize, reprimand, or evaluate employees. Simply interact with them briefly and sincerely. 

Management By Walking Around (MBWA) was introduced by Peters Waterman in their book In Search of Excellence (Peters Waterman, 2004). This technique, if properly used, suggests that members of the leadership team routinely and consistently walk around their operation, observing, and conducting one-on-one discussions with their employees. 

Describe what is meant by management by walking around. 

If you manage your operation by walking around your workplace, you may find many opportunities to listen and respond to employees questions and comments. However, even if you cannot spend time walking around your facility, you can still make sure that you are available in various ways. 

Regular involvement, walk-around inspections, informal spot checks, and specific topical discussions by line management and staff can be used to ensure that chemical reactivity hazard management systems and procedures are actually being implemented and followed on a day to day basis. Questions should be raised if unexpected changes have been made or unusual circumstances are detected. 

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