Among the many dilemmas we face today, although communication is easier than ever, it is nevertheless increasingly difficult for us to maintain a face-to-face conversation. Interaction is becoming increasingly digitalized, so most of us choose to send an email rather than arrange a meeting. However, one management method provides a viable solution to these problems by encouraging a deeper integration of “real conversations” in the workplace. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an Original EssayMBWA or Management By Walking Around is essentially a management style in which managers walk in an unstructured and unplanned manner among employees to supervise their work, while they are performing it. Its proponents claim that this type of interaction improves managers' ability to better understand their subordinates' problems, ideas, and concerns, which in turn allows management to act accordingly based on the findings. Although the concept of having management walk among subordinates and talk to them face to face has been used by managers and organizations for decades, the term "Management by Walking Around" was popularized in the 1980s. In 1982, management consultants Tom Peters and Robert H. Waterman first documented the concept in their book “In Search of Excellence: Lessons from America's Best Run Companies.” In the book, Peters and Waterman examined that the most successful companies had CEOs and managers who spent much of their time in the field rather than being confined to their offices, were therefore much more aware of operations and generally had better to solve problems. The idea gained further attention when William Hewlett and David Packard, the founders of Hewlett Packard, mentioned the theory as part of the “HP Way”. The management style has also become a popular option for organizations like Disney that have their managers work in shifts alongside subordinates. Apple's Steve Jobs was another big proponent of the style and occasionally dealt directly with customers. According to a Harvard Business School study, “The Effectiveness of MBWA,” there are three essential elements to style: walking, starting conversations and networking. First, the manager must take time to walk around the organization. Although the method relies on spontaneous and unplanned interactions, the manager must create a system in which he or she is forced to get up and talk to employees on a regular basis and also ensure that walks are directed to the areas directly under his or her check. or his command. Second, the manager needs to initiate conversations. These conversations may be directly related to the work performed by the subordinate or the company, or the discussion may occasionally touch on private matters that could also directly affect the person's ability to work. However, the focus should primarily be on gathering information from these informal discussions such as lunch breaks and hallway meetings to gain insight into your employees' opinions and stay up to date on any issues they may be experiencing both at work and in their private lives. . These conversations form the basis for the third key component of networking within the organization. The manager should encourage better relationships through open communication that can strengthen the communication between him or her and the subordinate. This can ensure that, in case of problems, the.