Mistakes in implementing regular management
Posted: Wed Jan 22, 2025 8:57 am
When trying to implement principles of regular management, one usually encounters three major classes of errors
Misunderstanding
The first type is characterized by a lack of awareness of the problem during active actions. That is, there is no analysis of the situation, but some steps are already being taken blindly, which makes everything even worse.
For example, such a mistake could be the use of time management as a method of solving organizational problems. This cannot change the situation globally, but it will somewhat organize the resulting disorder and, possibly, increase the number of unfulfilled tasks.
Another mistake occurs when how overseas chinese contribute to business in the usa the manager fails to select suitable employees on his own, and he turns to hired people for help, without formulating adequate requirements for the position and shifting responsibility for the result to recruiters. The problem is that an outsider cannot immerse himself in the business as deeply as someone who is directly related to it, and also that formulating tasks for a potential employee is not the job of a recruiter.
Then the manager usually switches to developing a system of incentives. And material motives (for example, piecework earnings) can lead to a lack of balance - the division of operations into profitable and unprofitable. If you try to outline all the options for wage conditions, then in a good scenario, half will be described. The other part contributes to the demotivation of employees or gives the opportunity to use the situation to their advantage. As a result, the productivity of the organization and the efficiency of employees decrease.
Mistakes in implementing regular management
Another option - the use of non-material incentives - is traditional. Most often it is characterized by an attempt to instill in employees faith in the business idea. What does this lead to? To the fact that in the absence of sufficient time for everyone, this concept turns into pressure on employees, their lack of motivation and misunderstanding increase.
If deputies are appointed, but their responsibilities are not specifically defined, then the following happens: they begin to exceed their authority, since there is no work culture, requirements, or systematicity that regular management should provide.
Another mistake is a sudden transformation of the organization's structure , the transfer of employees. This may not always solve the problem, since reassigning people without analyzing what is happening in their area of responsibility will not change anything globally, except their status. The problem must be solved at a deep level.
The last mistake that can be highlighted is turning to consultants who offer business ideas and give recommendations, often without delving into the specifics of the business. They can offer rather strange solutions (to conduct personal growth trainings, for example), their competence is highly questionable. This will also not solve the crisis situation. The best outcome is that the manager will understand his problem with the help of this consultant, and awareness is already a step towards its solution.
Read also!
Misunderstanding
The first type is characterized by a lack of awareness of the problem during active actions. That is, there is no analysis of the situation, but some steps are already being taken blindly, which makes everything even worse.
For example, such a mistake could be the use of time management as a method of solving organizational problems. This cannot change the situation globally, but it will somewhat organize the resulting disorder and, possibly, increase the number of unfulfilled tasks.
Another mistake occurs when how overseas chinese contribute to business in the usa the manager fails to select suitable employees on his own, and he turns to hired people for help, without formulating adequate requirements for the position and shifting responsibility for the result to recruiters. The problem is that an outsider cannot immerse himself in the business as deeply as someone who is directly related to it, and also that formulating tasks for a potential employee is not the job of a recruiter.
Then the manager usually switches to developing a system of incentives. And material motives (for example, piecework earnings) can lead to a lack of balance - the division of operations into profitable and unprofitable. If you try to outline all the options for wage conditions, then in a good scenario, half will be described. The other part contributes to the demotivation of employees or gives the opportunity to use the situation to their advantage. As a result, the productivity of the organization and the efficiency of employees decrease.
Mistakes in implementing regular management
Another option - the use of non-material incentives - is traditional. Most often it is characterized by an attempt to instill in employees faith in the business idea. What does this lead to? To the fact that in the absence of sufficient time for everyone, this concept turns into pressure on employees, their lack of motivation and misunderstanding increase.
If deputies are appointed, but their responsibilities are not specifically defined, then the following happens: they begin to exceed their authority, since there is no work culture, requirements, or systematicity that regular management should provide.
Another mistake is a sudden transformation of the organization's structure , the transfer of employees. This may not always solve the problem, since reassigning people without analyzing what is happening in their area of responsibility will not change anything globally, except their status. The problem must be solved at a deep level.
The last mistake that can be highlighted is turning to consultants who offer business ideas and give recommendations, often without delving into the specifics of the business. They can offer rather strange solutions (to conduct personal growth trainings, for example), their competence is highly questionable. This will also not solve the crisis situation. The best outcome is that the manager will understand his problem with the help of this consultant, and awareness is already a step towards its solution.
Read also!