因?yàn)橛辛烁呖萍?，我們的工作方式正在發(fā)生變化。不少人在家做telecommuter（遠(yuǎn)程上班族），有的公司實(shí)行hot desking（辦公桌輪用制），都是怎么高效怎么來。隨之而來的，不少公司的管理風(fēng)格也開始變化。老總們不再待在辦公室等報告，而開始“走動管理”。

MBWA( Management by wandering/walking around) is an informal managing style where top managers actually keep in touch with employees by wandering the halls, asking workers what they’re working on and getting a clue of what’s really going on in the company.

MBWA（走動管理）是一種非正式的管理風(fēng)格。高管們會隨意在工作大廳走動跟員工接觸，詢問他們正在進(jìn)行的工作，以了解公司運(yùn)行的狀況。

The emphasis is on the word wandering (walking) as an impromptu movement within a workplace, rather than a plan where employees expect a visit from managers at more systematic, pre-approved or scheduled times. The expected benefit is that a manager, by random sampling of events or employee discussions, is more likely to facilitate the productivity and total quality management of the organization, as compared to remaining in a specific office area and waiting for employees, or the delivery of status reports, to arrive there, as events warrant in the workplace.

這種管理模式的重點(diǎn)在“走動”這個詞上，說明“走動”是即興而為，并不是管理層達(dá)成一致計(jì)劃好、員工做好準(zhǔn)備迎接的那種到訪。這種管理模式期望達(dá)到的效果是：與傳統(tǒng)的那種管理人員待在辦公室里等著員工上門匯報工作進(jìn)度的管理方式比起來，管理人員通過隨機(jī)走動了解工作進(jìn)度或與員工談話，整個生產(chǎn)進(jìn)程和公司的整體管理質(zhì)量更容易得到提升。

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辦公室的“桌怒” desk rage

（中國日報網(wǎng)英語點(diǎn)津 Helen）

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