M.Com. (Business Management) / Management by Walking Around is a relatively new management philosophy, which was probably first mentioned in the literature by Peters & Waterman (1982) in their book In Search of Excellence. This II... blinding flash of the obvious...11 (Peters & Austin, 1985:3) is a management philosophy which advises the manager to spend at least 25 percent of his time outside the office. The manager must not wait for the customers and subordinates to visit him, nor must the manager summon them to his office. The manager must go out and visit the workers at the workplace, be interested in what the workers are doing and listen to what the workers have to say. The manager must also visit the customers on a regular basis and pay attention to what they have to say. The customer is king and the customer's wishes and desires should be taken seriously. After all, the customer is the reason why the company exists. Management by Walking Around (MBWA) can not be fully understood without paying attention to surrounding management factors. Such factors include organisation culture, motivation theories and other management theories, including Management by Objectives, particitive management and visionary management. Several articles have been written about MBWA in the U.S.A. and some other countries, but very little has been written about MBWA in South-Africa as yet. MBWA however, is very much applicable in the current South-African environment. With all the major changes following the political transformation in South-Africa in 1994, opportunities are available to implement MBWA in the culture of South-African companies. Correctly applied,Management by Walking Around is a relatively new management philosophy, which was probably first mentioned in the literature by Peters & Waterman (1982) in their book In Search of Excellence. This II... blinding flash of the obvious...11 (Peters & Austin, 1985:3) is a management philosophy which advises the manager to spend at least 25 percent of his time outside the office. The manager must not wait for the customers and subordinates to visit him, nor must the manager summon them to his office. The manager must go out and visit the workers at the workplace, be interested in what the workers are doing and listen to what the workers have to say. The manager must also visit the customers on a regular basis and pay attention to what they have to say. The customer is king and the customer's wishes and desires should be taken seriously. After all, the customer is the reason why the company exists. Management by Walking Around (MBWA) can not be fully understood without paying attention to surrounding management factors. Such factors include organisation culture, motivation theories and other management theories, including Management by Objectives, particitive management and visionary management. Several articles have been written about MBWA in the U.S.A. and some other countries, but very little has been written about MBWA in South-Africa as yet. MBWA however, is very much applicable in the current South-African environment. With all the major changes following the political transformation in South-Africa in 1994, opportunities are available to implement MBWA in the culture of South-African companies. Correctly applied,MBWA can be a great asset to each leader, manager and company in South-Africa
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:uj/uj:3790 |
| Date | 11 February 2014 |
| Creators | Botha, P.J.N. |
| Source Sets | South African National ETD Portal |
| Detected Language | English |
| Type | Thesis |
| Rights | University of Johannesburg |
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