Requirements for Management by Exception. Prerequisites

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Management by Exception > Forum > Requirements for Management by Exception. Prerequisites

Requirements for Management by Exception. Prerequisites
Timmy Baksh, Analyst, Trinidad and Tobago, Member
I think it is a good approach, it is the approach I use, but the effectiveness of MBE will depend on the nature of the core business of operations and also on the experience of the manager.
Micro managing is always the downfall of inexperienced managers, I think with maturity most managers eventually employ the MBE approach.

Requirements for Management by Exception
Johnny Michael Tan, Management Consultant, Malaysia, Member
Management by exception can only be effective if the organization and its layers of staff are matured, progressive, have established common vision, mission, goals and encourage empowered problem-solving and decision-making. It must be an organization that puts where the money where the mouth is in human resource development and training - in good times and bad times.
All too often, this is not the case. We all know what's the first budget that is cut during bad times. With all these 'ideal' frameworks and practices in place, then only will management by exception become a recognizable and honored practice.
It is indeed the exact opposite of micro-managing. At the end of the day, how top management 'walks the talk' on managing by exception and demonstrating it to be a fine art of knowing when to 'let go' and when to 'intervene' will make the key difference.

Requirement for Management by Exception
Carmelo L. Neri, Consultant, Philippines, Member
Indeed management by exception can only be effective in areas where employee empowerment is practiced but not here in Saudi Arabia where authoritarian management still exists.

Problem with Management by Exception
Leonardo Allevato, Business Consultant, Brazil, Member
The problem is that managers rarely allow their subordinates to make decisions and solve problems.
That makes those managers timeless to take other decisions...

Management by Exception not for 3rd World Yet
@Carmelo L. Neri: I agree that in the third world as we are, we lack of many conceptions of management and it's fundamentals, so what we need is to evolve a new generation of managers who will lead to these new concepts and changes.<.

The Problem after an Exception
Flueckiger, CxO / Board, Switzerland, Member
Problems with this management method occur after you solve an issue (exception): to solve it you had to go deep in the facts, goals, countermeasures, etc. in a way that forces you to practice micromanagement.
It is an illusion to think that you will forget the story and the time you have given and that you will not interfere with your people as soon as you gave them the theme back.
You will need either a new "exception" to solve or will be an impossible boss for the guy that shall lead the subject after you!
Anyway, management is the art of "balancing" between too much and too few...
Have a nice day!

MBE Requires Progress Feedback and Control
J R Mohan, HR Consultant, India, Member
Management by exception is a very serious managerial exercise. It's a powerful development tool, satisfaction and delegation provider. But it's not an abdication of accountability.
Therefore some amount of progress feedback and control will always be required.

Requirements for Managing by Exception
E Saruchera, Finance & Admin Manager, Malawi, Member
Management by exception is indeed a good management technique that will allow the managers to concentrate on more important issues. However when using this technique, managers must ensure that the situation on the ground would support it. In other cases this technique is bound to fail.
This technique before use must ensure that the subordinates are well equiped to take lower level decisions in terms of having appropriate skills, ideal corporate culture and is well embraced by staff.

Management by Exception Require Trust and Competence
Carmelo L. Neri, Consultant, Philippines, Member
Trust and competence are very crucial in implementing management by exception. Choosing your direct subordinates plays a great role in its success.

Prepararing for Management by Exception
Ann Wallace, Business School Marketer, Barbados, Member
In an ideal environment, where there is adequately trained staff at all levels and in an atmosphere of cooperation and a sense of ownership and responsibility, MBE is an excellent developmental tool. Engaging MBE without adequate preparation of the various levels of managers/leaders is a recipe for disaster. MBE should be accompanied by a reporting mechanism that informs senior leaders of challenges and solutions. Senior leaders should not be in the dark about what is going on in the organisation be it with products, services or internal/external customers simply because they are focusing on exceptions.

Management by Objectives Needs Visual Management
Samuell Yew, Project Manager, Malaysia, Member
MBE works well only in an environment where deviation from standards are easy to see.
Without which, reliance on reports will cause many blind spots which will hamper the effectiveness of this management method.
While MBE may be able to direct manager's resources to value adding problem solving, it needs some initial outlay which may tap on some resources to establish the visual controls.

Requirements for Management by Exception
Lebohang Mohasoa, Student (MBA), Lesotho, Member
This is a very powerful tool for organizations that are rich with self-propelled staff. But MBE requires an integrated approach when implementing in order to avoid 'scope creep' (Ed: ~uncontrolled changes or continuous growth in the scope of work / a project. This phenomenon can occur when the scope of a project is not properly defined, documented, or controlled).
Also certain minor problems should be dealt with and brought to the attention of executive management urgently before they could become major.
This says accountability still rests at the top.

Avoid Micro-management
Makhosandile Ndzuzo, Director, South Africa, Member
There is nothing that is as disempowering as micro-management. An organisation operating in the right kind of cultural domain will need to build trust, respect and opnness. This environment should allow employees to thrive.
If the manager micro-manages, then it could be that s/he employed the wrong people.

Management by Exception Requires Training and Guidance
dharani b, Project Manager, India, Member
Management by exception is context based and widely dependent upon the training and the guidance imparted to the subordinates to handle issues.
Most importantly transparency in working builds awareness and subordinates will be able to take their role automatically with the least hesitation. This enables MBE, which is beneficial to the team and the organisation.
Inshort, MBE is possible only if the process of "enabling people to do what they should do or should be doing" is continuously focused upon.

Required Culture for Management by Exception
Kenneth H. Casola, Business Consultant, United States, Member
Clearly, this style of management can benefit any organization, but with a few caveats. The organization must embrace the enormous value it has in its "human capital" and create a culture, from the top down, whereby each employee feels like a significant, contributing part of the entire structure.
Once this culture is developed, intrinsic motivation (often the most valuable and effective) drives success.

Management by Exception in Saudi Arabia
@Carmelo L. Neri : I agree with my colleage Carmelo, but who will transfer the knowlege & conception to the first generation that we are waiting to evolve.
I think that we need a new generation to be equiped with these fundamentals and transfer that concept or knowlege from the first advanced world.

Ed: also there is 12manage to help... :-)

Two Essential Requirements to Management by Exception
J R Mohan, HR Consultant, India, Member
There are two essentials to Management by Exception:
1. TRUST: trusting the competence of the subordinate to perform/manage). Obviously you choose & entrust only who you trust. It's like consulting only the best (competent) doctor for our ailments.
2. CONTROL: we do not like to delegate but keep everything under our own because we are not sure about the competence of the subordinate. However once we are sure about the competence of the subordinate, we loosen control.
Obviously these 2 elements are interrelated. The trust and control paradigm plays a very crucial role in management by exception. The HR department could create a climate where this may happen.

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