How can business leaders avoid excessive management?

Can hands-on experience bring good results?

We often see leaders in enterprises who are extremely busy, either reviewing documents, arranging work for department heads, or negotiating cooperation with suppliers. In short, one word is' busy '.

I am often busy with meetings such as conferences, small meetings, launch meetings, product seminars, marketing meetings, as well as morning meetings, evening summary meetings, weekly meetings, monthly meetings, quarterly meetings, annual meetings, etc. They are immersed in the "meeting mountains and meeting seas" all day long, and even call it "meetings, meetings, meetings as soon as they start

In addition, many leaders are also enthusiastic about collecting reports. Regardless of whether the enterprise needs this type of report or what its purpose is, I must have what others have. It seems that if subordinates are not allowed to hold meetings, request reports, and assign tasks, one cannot demonstrate their leadership position.

In fact, some meetings do not require leaders to do them every day, and some tasks do not require leaders to personally do them. All these phenomena are due to leaders' insufficient understanding of management and their failure to truly comprehend the meaning of management, which falls under the category of management fatigue.

What is excessive management?

Overmanagement is a very obvious situation in rapidly developing small and medium-sized enterprises, such as having too many hierarchical organizational structures; For example, institutional form is greater than content; For example, the process is complex and lengthy; Or rather, there are too many meetings with poor quality .....

We know that as companies grow, their work becomes increasingly tedious and business processes become more complex. When many companies are implementing so-called refined management, it undoubtedly solves many tedious procedures and makes work smoother.

But we cannot ignore the subjective role that people play in it. Putting people first is the foundation of enterprise management in the process of enterprise development. In practical work, how to achieve a balance in fine management and master the degree of management is also a problem faced by many enterprises.

There are many companies facing the same management dilemma, and they often struggle with tedious and complex management due to poor mastery of the level of management. I have summarized the problem of excessive management faced by small and medium-sized enterprises, which generally includes the following situations.

The first scenario: the system is too complex

Many enterprises have established their own management systems, including strategic management, procurement management, production management, safety management, environmental management, quality management, financial management, marketing management, corporate culture, and other methods of enterprise management.

In many enterprises, these seemingly comprehensive and perfect management systems are often just decorations, because the management system is too complex and theoretical to be effectively applied.

In fact, for any enterprise that has not exceeded 100 million yuan, its system should not be too complicated, and the focus of work should be on operation rather than management.

The second scenario: overly strict

Currently, detail management and emphasis on execution are common catchphrases among business managers. It seems that establishing the strictest standards and systems can improve work efficiency and solve all problems.

A company once set special regulations on the time and frequency of female workers going to the bathroom to prevent employees from reducing production efficiency due to using the restroom. Any violation of these regulations would result in severe deductions. This kind of 'standardized management' is the simplest and most intuitive manifestation of excessive management.

The third scenario: excessive use of management techniques

The excessive management of enterprises is reflected in many companies constantly trying and giving up various management styles. Today, they implement 6S management, tomorrow they carry out comprehensive quality management, the day after tomorrow they carry out process transformation, and then they go on to do Six Sigma, leverage management, quality system certification, ERP, etc. The result is a mess caused by excessive management.

The negative effects of excessive management

1. Trust crisis

Due to the continuous involvement of corporate leaders, the role of employees has become increasingly limited, giving them the feeling that 'the leader has great distrust of my work and does not believe that I can do it well'. So, in this atmosphere, the employees thought that since someone would make changes, they wouldn't have to worry about doing it.

Employees simply treat their work as an assignment, because even if they do it well, their leaders will have to make changes. Even if it is done well, the leader may still make criticism and suggestions, which may not be correct, but employees are afraid of the leader's authority and dare not discuss it head-on with the leader.

At times, leaders may not be experts in this area, but if they are too confident and abuse their confidence, it becomes excessive.

These types of leaders do not develop or break down plans around the achievement of corporate goals, do not delegate authority, and do not do what they should do around the achievement of goals. The ultimate only result is to keep oneself "busy" until the end, with extremely low work efficiency.

2. Tense atmosphere

Excessive management of internal affairs by corporate leaders can also cause emotional tension among employees, who may wonder at any time: Is the leader satisfied with my work? Has the leader not valued me?

Allowing employees to empathize with their leaders' psychology and work according to their tastes often leads to excessive mental pressure, making it difficult and enjoyable for them.

Employees have no passion at all, justMechanical的做事，更别谈什么创造性的工作了。久而久之，企业的效率低下，经济效益自然也好不到哪里，更别谈社会效益了。

3、无效沟通

管理过度的另一个后果是，企业内部的信息沟通将遭遇障碍，无论是员工之间，还是员工与上级之间的沟通，都不是最佳效果。

信息浩如烟海，沟通有无限种可能，理解偏差在所难免，于是各种各样的复杂情况就出现了。

企业过度管理，也造成员工对上级往往报喜不报忧，只说领导的好话。信息不畅和缺乏双向反馈，就谈不上信息的准确性、有效性和及时性，企业往往错失良机。

4、官僚作风

领导和管理人员只知道开会、看报表、签字，很少到现场，很少了解外部市场情况，即使到现场也是走马观花转一圈，完全不了解工作现场的情况，做出的决策往往会产生极大的执行偏差，执行力越强的企业执行的偏差越大，企业的损失也越大。

同时也容易滋生懒惰作风，认为反正有人做，只要听报告就可以。然后将报告一层层传递下去，一项指令需要转多次才传给目标受众，延误了时间、延误了时机。

5、推卸责任

因为企业的领导人对任何事情都要过问和管理，这就难免下属有时是在执行一个错误的决定，错误的决定必定会导致一个错误的结果。而错误的结果就必然有人承担责任，这个人不可能是企业领导者或管理者，只能是具体执行人。

追究责任的结果就是执行人的工资降低或没有奖金，甚至是被辞退，而不管你以前是如何出色。

Editor He Yang of this website/Organizing