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constant supervision. Then to ensure that the supervisors are compliant you need oversight from shift managers. To keep the shift managers compliant they need to be watched over by general managers and on and on. With so much oversight (which breeds micro-management) very little real management takes place. Micro-management constricts


the working environment and productivity. Workers can only produce within very narrow fi nite limits, which frustrates management who wants more production. The typical managerial response is to supply more oversight (aka more micro-management), which reduces the production levels even more. Let’s look at this in detail and see


how this can innocently get out of hand. The CEO will tell the area manager that resources are available to produce 10 widgets per day so that is what is expected. The area manager, to impress the CEO, will insist that the general manager produce 11 widgets per day with less resources to show he is not only more productive but frugal as well. “Do more with less” is the dictum. “I’ll be watching you.” To cover himself, the general manager will tell the shift manager to produce no less than 12 widgets per day and do it with fewer employees to show the general manager that he too can be more productive and spend less. The shift manager must pad the books to try to meet those production levels so insists that the supervisor produce 14 widgets per day and they have to do it with limited resources and available manpower. The employees are faced with an unattainable task that destroys incentive and production drops to 6 widgets per day. The CEO is furious with the area manager who vents to the general manager that punishes the shift manager who puts more restrictions and raises the production limits on the supervisor and the


employees. Now employee turnover has increased losing experienced workers and places a strain on training with new hires and putting more inexperienced workers in production, absenteeism and safety issues are rising due to stress, further demoralizing the workforce which can now only produce 4 widgets per day. The solution is simple, the


employees are not compliant with the production quotas; they are abusing the absentee policy and ignoring clear safety policies as well. They need more supervision and punishment levels need to be increased to ensure compliance. “Those darn employees, they have to be watched constantly to ensure they stay complaint, and since they are not compliant they need more oversight. A happy worker is a productive worker. All unhappy


workers will be taken out back and shot.” Let the managerial paranoia reign supreme. Hmmm, managerial thought process in action, “Resources might be the issue”. Management logic: “If it takes 9 months for a woman to have a baby, we can gather 9 women to produce a baby in one month, simple math 1 times 9 is the same as 9 times 1.” News fl ash – it doesn’t work. History tells us it doesn’t work. Your own reduced production levels should be telling you it doesn’t work. Throwing resources at a problem is not the fi x. So why does management insist on pursuing that route? Because of fear to let go, fear to trust in others because their superiors do not place trust in them or they use the term, “trust but verify”. That is not trust; that is paranoia.


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