Micro Managing ~ The Mother Of All Failure.

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Days changes and more challenges surfaced as time passes by. I least expected what I have put myself into. Never engage yourself into something that you do not know what lies ahead! Then again, communication is the critical path. I believe greatly that major issues in organizations, problems and misunderstanding arise out of communication.

Okay, we're not going to talk about communication today, let's steer clear of it for the time being.

Then again, during my presentation to the Board of the company, I stresses out that 80% of problems arising in companies is the direct result of the management team. I always stick to Pareto's 80:20 principles. The theory proves itself again and again for me.

There is only 3 senior management within the company ( of which now is upgraded to Head of various department within the company) and yet working together as a team seems to be almost brick walled. Effectiveness is not being seen and Why seems to come out from my head.

Then I realised that almost, every week the Board of Directors (comprising the Managing Director and the Executive Director) wants to manage the administration and the operations of the company.

Micromanagement - I say Interfering Management. The answer surfaced. That is one of the reason why the Snr. Managers cannot perform effectively and efficiently. Though they seem good and very diligent during most of the meeting, they are practising Pretentive management techniques. This is disastrous to the people and to the company. Bowing to the BIG BOSS in front and major cursing behind them.

The motivation to perform simply vaporise ending up in a 'YESS BOSS' syndrome. Further exploration tends to point out the Board trying to exert control into everything the Snr. Managers are told to
do.

I go for the philosophy of tell or sell the managers what they are suppose to do, when they are required to do and complete the task, who would be involved in the task or project. But not the how to ! As long as the projects work its way according to schedule, then don't jump in to wreck everything there is to know.

Hence, the Interfering Directors have created the WHY Culture. Why..why..why..why this, why that and looking at it even Toyota's 5 Why's in their Sig Sigma's methdology will lose out in this environment.

So there it is...imagine you are writting on a piece of paper, then come along an authority, take your paper and crumpled it. Aks you to redo and write on a new piece of paper, later to realize that the previous paper was better. Give you back the crumpled paper and ask you to continue from that point onwards. You get the picture now...?

So avoid Micro Managing. Why? this is the answer...
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Micro Management as from SMBresource(http://www.smbresource.com/micromanagement.html)

1.0- Micromanagement is generally defined as exercising excessive control of a project or group of people. The fuzziness comes in to play when we try to determine what is considered excessive. Clearly this is in the eyes of the beholder. The employee will generally have a much lower threshhold than the manager.

2.0- The truth of the matter is that it is mostly considered negative by the person or group of people being micro managed. Most people want to be left alone to do their job. The micro manager makes this more difficult. It can also be a negative just by the shear wieght of the title. If a director is heavily involved in a project, work that might proceed at a quicker pace is slowed down while everyone waits for his or her input. When this is spread across several projects productivity levels can,and usually will, plummet.

3.0- There is no set rule of thumb. The surest indicator is if you are bouncing from project to project and person to person with most of your time. A good guide is to try and minimize your hands on attention to detail to know more than twenty or twenty-five percent of your time depending on the situation. The rest of your time should be spent on evaluating employees, budgeting, increasing the skill level of your staff, and other more traditional management functions.

4.0- M.I.B - It simply stand s for Make It Better. Sometimes simplicity is the best approach. Do not make things complex ending up in a intertwined balls of thread, just to be frustrated at the end of the day.
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