9/5/06

I've never been so serious about an exam paper before. Ya, i read. Read and read and read. I don't deny haaa. And I have friends to help me revise by asking me questions. But disclaimer here, Those answers i give are not proven to be correct. Its just based on what I know. Whatever it is, its the last lap. Giving my very best tomorrow. In high Spirits!!

Hmm when did slice of life become a business management class. Haa

Slice of Life

Micro-Management Addiction (Part 2)

Micro-management is a management strategy with great or excessive control with attention to too many details. Micro-managers expect their subordinates to deliver success but their interference assures failure. By keeping them pre-occupied with insignificant tasks, magnifying mistakes and trying to find scapegoats to blame, exploiting people instead of developing them, issuing endless directives verbally or in writing, being obsessed with paper-work instead of result, working unreasonably long hours and expecting others to follow suit, they not only harm themselves but the total organization.

So if you're turning to micro-managing in order to feel important or in control, how can you get out of the trap?

First and foremost, realize that you are not the sole guardian of the organization's welfare. It's a team effort, and if the right people are empowered to do their jobs, and indeed, allowed the time and space to do their jobs properly, then your company has a good fighting chance.

Stay focused and keep your employees focused on a clear vision of the company - where you want your company to go, what you want your company to achieve. Be ever vigilant of getting sucked into a time-and-energy-wasting whirlpool of trivial issues.

Grow into the leader you can be and stop hiding behind menial tasks. Successful managers chase opportunities and lead people to success. Make things happen instead of waiting for things to happen.

Delegate the day-to-day routine functions to make sufficient time to keep a tab on industry news, to study the competitors, to plan for the future - that's the strategic planning that will take your company further, not the day-to-day logistical, mechanical details. The danger is not some slip-up an employee may make; the real danger is the neglect of critical management functions.

Tolerate failures. Allow mistakes to happen. When people realize that they are not punished for risk taking, they will take more risks. Think which is more cost-effective. Allowing for mistakes by employees and encouraging them to fix their own problems? Or paying the price of de-motivated, resentful employees sabotaging you and all your good work?

And learn to praise rather than criticize. Nobody likes a micro-manager who makes them feel like kids in a kindergarten. You'll see your workers becoming happier and more efficient, you yourself will begin to feel better and more assured, and your organization will naturally do well.