Among the many dilemmas we face today, even though communication is easier than ever, it is increasingly difficult for us to maintain conversations in the face of face. Interaction is becoming increasingly digitalized, with most of us preferring to send an email rather than set up a meeting. However, one management method offers a solid solution to these problems by promoting a deeper integration of “real conversations” in the workplace. Say no to plagiarism. Get a tailor-made essay on “Why Violent Video Games Should Not Be Banned”? Get an original essayMBWA or Management By Walking Around is basically a management style in which managers walk in an unstructured and unplanned manner among employees to supervise their work. , while they execute it. Its proponents claim that this type of interaction improves managers' ability to better understand the problems, ideas, and concerns of their subordinates, allowing management to act accordingly on results. Although the concept of management walking among subordinates and talking 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 this 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 instead of being confined to their offices. They were therefore much more aware of operations and generally had a better ability to solve problems. The idea gained more 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 such as Disney, which have their managers work in teams with their subordinates. Apple's Steve Jobs was another big proponent of the style and sometimes dealt directly with customers. According to a Harvard Business School study, “The Effectiveness of MBWA,” three elements are essential to style: walking, engaging in conversations, and networking. First, the manager must take the time to walk around the organization. Although the method is based on spontaneous and unplanned interactions, the manager must create a system in which he is obliged to get up and talk to employees regularly and also ensure that walks are directed to areas directly under its control. or his command. Second, the manager must initiate conversations. These conversations may be directly related to work performed by the subordinate or by the company, or the discussion may occasionally touch on private matters that may also directly influence the person's ability to work. However, the focus should be primarily on gathering information from these informal exchanges like lunch breaks and hallway meetings to better understand their colleagues' perspectives and stay informed of issues they might encounter as at work and in private life. These conversations provide the foundation for the third key element of building networks within the organization. The manager should encourage better relationships through open communication which can strengthen the communication between him and his.