Which of the following is the best example of “managing by walking around” as it applies to monitoring operations?

Managing by walking around (MBWA) is a management style that emphasizes direct interaction between managers and employees in a less formal setting. This approach allows managers to observe processes in real-time, engage with employees, and gather insights about operations directly from the workforce.

The best example of this concept from the choices provided is observing and testing performance on an ongoing basis. This action encompasses not just oversight but active involvement in understanding how operations are functioning day-to-day. It encourages managers to step away from their desks and engage with their teams, fostering communication and a deeper understanding of both strengths and weaknesses in the operation. This hands-on approach can lead to immediate feedback and improvements because managers experience the interactions and workflows first-hand.

In contrast, aligning performance expectations with observed capabilities focuses more on strategizing and planning based on previous observations rather than real-time engagement. Using a secret consumer to observe employees may provide insights into customer interaction but lacks the direct involvement and open communication that MBWA is designed to encourage. Regular visits with heads of other departments are more about inter-departmental communication and strategy than direct observation and engagement within one's own team. Thus, the act of observing and testing performance continuously aligns most closely with the essence of managing by walking around.