Managers who are exhausted from micromanaging or frustrated with poor staff performance are usually using limited, or inappropriate ways to coordinate their work.
Organisations can significantly improve their efficiency by using the most appropriate coordinating methods.
1. Standardisation of Skill
This is where the person brings the skill with them to do the job. For example, a doctor or electrician have certain skill sets they had to demonstrate to achieve their qualification.
An organisation can utilise these people with the reasonable expectation that there are a number of things the individual can already do therefore instructional information is not usually required.
Of course there is a cost associated with this buying of skill. There are also the issues of motivation, and organisational context (being able to apply the skills appropriately within your organisation).
2. Standardisation of Output
This is where an organisation specifies the end result or output required – the process is up to the individual as long as the end result is achieved.
This is commonly used in supply or contract situations. For example, we want 10 widgets on Tuesday the 10th. Another example is asking a PA to organise an appointment with Mrs C next week.
This can be a cost effective and simple way of coordinating activity that makes the most of others skills and capabilities. Care must be taken to clearly and specifically identify and communicate the important elements of the end result (and of course the person must have the skill to be able to do it).
3. Standardisation of Process
This is where the organisation specifies the process an individual is to follow. The process outlines what is required and to what standard.
This is useful where the process is essential to quality, there is a low skill level, there are legal compliance issues, there are economies of scale for standardising or it involves a range of interrelated activities and therefore everyone needs to understand their role in the process.
It takes time, resources and skill to develop effective processes so the return needs to be worth it. Where many people are involved in an end result, a process is essential in coordinating the efforts of individuals (irrespective of their skill) to ensure the overall result is achieved.
4. Direct Supervision
This involves someone directly supervising others to instruct and influence the quality and quantity of their work.
It is used with lower skill levels and can encourage lower commitment and reduced personal accountability. Direct supervision is more effective when training.
Managers who end up exhausted are usually relying too heavily on this way to coordinate the complexity in their business.
5. Mutual Discussion
Mutual discussion is beneficial where issues are complex, changing and interrelated. Therefore ongoing mutual discussion is required to coordinate this activity for maximum results. No standardisation will fit, and no one person has all the answers.
For example this way could be used for strategic business issues or identifying the customer's requirements and the best solution when preparing a detailed proposal.
Practical Application
So when developing any system you must always consider these 5 ways and how you are utilising them to ensure the work is done effectively.
For example, if you have lower skilled staff you will need to be more instructional with process, for example a more detailed procedure.
If you have greater skill levels in this area then all you may need is a simple checklist to ensure the end result is achieved.
If it involves multiple staff and/or departments you may need an overview flowchart to communicate interrelationships and dependencies.
The important thing to remember is you have choices, as there will be a range of different combinations of the 5 ways you could utilise. It is up to you to decide what suits your business best.
Managers who understand and can effectively apply these 5 different coordinating ways will enjoy great results and increased freedom.
Based on Henry Mintzberg’s “Structuring in Fives: Designing Effective Organisations”
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