Please respond to the following…….

While Management By Walking Around (MBWA) can teach us a lot about the importance of interpersonal relationships in an organization, I think that its actual implementation is more of a fantasy scenario than effective management. It is definitely possible to form relationships with your subordinates without necessarily wandering around the workplace. First of all, this is assuming that managers have the time for this. If this was the case, managers would not be putting in 55-hour work-weeks to get everything done that is expected of them—I don’t think managers need to know the names of their employees spouses and kids if it means neglecting their other responsibilities.

Reflecting on my own experiences as a supervisor at Starbucks, I wouldn’t want my manager to be “wandering around” this much. Not because we don’t get along or because I would feel like he was watching over my shoulder, but because he has more important things to be doing. His job is not to worry about the small things that are going on on the floor, that is my job; the job expectation is that myself, the other supervisors, and to some extent, the baristas, should be able to handle these situations. It is a much more valuable use of a managers time to think, reflect, and apply critical judgment to problems that arise, and that cannot be done when they are wandering around.

Myself, I would like to be a manager that is respected for my opinion and experience with the company, while still coming off as approachable and friendly to my staff. Working in a customer service position, I would much rather have employees that are happy to show up to work and enjoy being there than employees who are scared of my presence and annoyed by my advice. This would lead to better customer service and higher levels of productivity. Unfortunately, my interpersonal skills are exactly what I need to work on before I think I can become an effective manager. I know the technical aspects of the job more than anyone else I’ve met in the company, I’ve “networked” for years so my name is known with my peers, and I have refined conceptual skills. Now I need to learn to communicate with my team without offending anyone. I tend to do that sometimes.

If possible, I would like to be both an effective and successful manager. The amount of networking required to move up in the ranks I think depends on the organization. At Starbucks at least, your work performance and store numbers are what get looked at when you’re being considered for promotion. I’ve been talking closely with both my Store Manager and District Manager about moving into management, and the main thing that I get asked in these discussions is, “what have you done for the store?”

Management by wandering around. Retrieved from: https://www.mindtools.com/pages/article/newTMM_72.htm

Robbins, Stephen P., Judge, Timothy A. Organizational Behavior, 16th. Boston, MA, 2015. Print.

 
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