There are a number of mistakes managers can make. Chuck Williams of MGMT Principles of Management has narrowed them down to ten. Although Williams hit the nail on the head with his list, one of them, in my opinion, is most likely to cause derailment: Over-managing: Unable to delegate or build a team.
Let me first elaborate on what that statement means to me. Over-managing (or micro-managing) is the unnecessary concern of minor details and excessive focus on supervision and yet evades delegating assignments. A micromanager looks above the shoulder of his subordinates, quibbles at every detail and ultimately loses focus of the relevant materials.
Most managers micromanage when there is added pressure, when his work performance is under scrutiny or when he questions his own capabilities. When a manager is insecure about his work performance, he will transpose some of that pressure onto his employee and become overly concerned with details. This type of behavior will ultimately create a tenses working environment between the manager and the subordinate.
Most micromanagers feel the need to prove his worth and capabilities by constantly showing the staff how to do his/her job. He becomes exasperated when a staff member takes the initiative to complete a task without …show more content…
Let us first explore team building. University of California Human Resource defines team building as “the ability to unite your employees around a common goal and generate greater productivity”. The first rule of building an effective team is to establish your role as the leader with the team members. This will encompass building a rapport, trust and expectation from your team. This bond will encourage team members to be proactive and be more industrious in achieving that goal. Team leaders must be willing to give and take productive and critical opinion. Rejecting what the employee has to say will result team divided and the leadership
Let me first elaborate on what that statement means to me. Over-managing (or micro-managing) is the unnecessary concern of minor details and excessive focus on supervision and yet evades delegating assignments. A micromanager looks above the shoulder of his subordinates, quibbles at every detail and ultimately loses focus of the relevant materials.
Most managers micromanage when there is added pressure, when his work performance is under scrutiny or when he questions his own capabilities. When a manager is insecure about his work performance, he will transpose some of that pressure onto his employee and become overly concerned with details. This type of behavior will ultimately create a tenses working environment between the manager and the subordinate.
Most micromanagers feel the need to prove his worth and capabilities by constantly showing the staff how to do his/her job. He becomes exasperated when a staff member takes the initiative to complete a task without …show more content…
Let us first explore team building. University of California Human Resource defines team building as “the ability to unite your employees around a common goal and generate greater productivity”. The first rule of building an effective team is to establish your role as the leader with the team members. This will encompass building a rapport, trust and expectation from your team. This bond will encourage team members to be proactive and be more industrious in achieving that goal. Team leaders must be willing to give and take productive and critical opinion. Rejecting what the employee has to say will result team divided and the leadership