Management by Exception is Just One Thing..

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Management by Exception is Just One Thing..
Georges Van Cauwenbergh, Management Consultant, Ireland

Micromanaging should be avoided at all time. This is usually done by a manager who does not trust his/her subordinates and/or is incapable of delegating. We see this behaviour a lot from managers who are promoted without the proper training for the position they are promoted into.
Indeed a managers should make it clear 'what' needs to be done and not 'how' it should be done. A manager should devote more of their time on strategic issues - making sure that the operations vision is still on track; conceptual and analytic thinking; why things are done the way they are done e.g. look at possible improvements..
And of course deal with escalations and mentor subordinate managers where necessary.
Having said all that, in practice, there is still a lot more to it.

Management by Exception is Just One Thing..
Nicolae Enache, Consultant, Romania
Management by exception seems to be another 'onion leaf' of the same problem (managing people) that squeezes tears from managers.
The experience shows that a manager will act focusing on problem, problem solving, people, etc. According to his/her behaviour type (or whatever criteria would be used).
Therefore, describing management 'types' such as MBE will direct the attention on a single piece of the puzzle, leaving aside the whole.

MBE Tends to Be One Dimensional
Jagdish B Acharya, Consultant, India
Nicolae, very good point to emphasize that MBE tends to look at one dimension of the problem. All problems which are escalated to managers often are multidimensional and hence MBE may not give total solution.
In the process, it is possible that a "solution" which comes out by MBE creates new problems for others or in different dimensions. An analysis of solution with regard to its repercussions is a must to guard against this limitation.



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