Leaving the seat of power 走動式管理(MBWA): 提升團隊績效的有效方法
Reference: The Economist
第一段：
The trend in management is that managers tend to stay in their offices. They may intend to walk around, but there are always tasks to complete. Even worse, the pandemic normalized video calls, making it easier for bosses to stay seated. Additionally, with quantification and dashboards, managers can stay informed in real time without leaving their desks.
管理的趨勢是經理們往往待在辦公室裡。他們或許有意願四處走動，但總有許多任務要完成。更糟的是，疫情使視訊會議成為常態，讓主管們更容易待在座位上。此外，透過數據化與儀表板，管理者即使不離開辦公桌，也能即時掌握業務狀況。
- intend to 有意
- tasks to complete 任務要完成
- normalize 使......常態化
- stay seated 待在座位上
- Additionally 除此之外
- quantification and dashboards 數位化與儀表板
- stay informed 保持資訊更新
- in real time 即時
第二段
One solution to this problem is management by wandering around (MBWA). Tom Peters introduced this idea, arguing that managers should visit the places and people where real work happens. This approach can motivate employees, as most appreciate attention. However, the boost in performance is often short-lived. The real benefits of MBWA come when managers make regular visits to the front line, identifying and solving issues. Employee perceptions of performance improve when their concerns are addressed.
解決這一問題的方法之一是走動式管理（MBWA）。湯姆·彼得斯（Tom Peters）提出了這一理念，主張管理者應親自走訪實際工作的場所和員工。這種方法能夠激勵員工，因為大多數人都渴望得到關注。然而，這種績效提升通常只是短暫的。MBWA 的真正價值在於管理者定期走訪第一線，發現並解決問題。當員工的關切問題得到回應時，他們對工作表現的認知也會隨之改善。
- management by wandering around (MBWA).走動式管理（MBWA）
- approach 方法
- as 因為
- boost 激勵
- identifying and solving issues 發現並解決問題
- perceptions of performance 表現認知
- concerns are addressed 擔心的事情被解決
第三段
In conclusion, MBWA requires discipline. To implement it effectively, managers must consciously step away from their desks and invest time in solving frontline employees' problems. Despite advances in technology, there is still no substitute for real, in-person engagement.
總結而言，走動式管理（MBWA）需要紀律。為了有效實施這一做法，管理者必須有意識地離開辦公桌，投入時間解決第一線員工的問題。儘管科技不斷進步，但真正的面對面互動依然無可取代。
- implement 實施
- consciously 有意識地
- step away 離開
- invest time in 投入時間......
- despite 儘管
- advances in technology 科技的進步
- no substitue for＋Ｎ 無可取代.....
- in-person engagement 面對面互動
