Most bosses or top-level executives want to create a system within companies based on their professional knowledge and to be successful by reaching goals. With the motivation of this natural desire, they contribute to the performance of companies. Data-driven decisions and a proper hierarchical structure in institutionalized companies allow them to focus on their work and support the formation of a corporate culture.
However, despite everything being in its right place, we can observe that managers in these positions can complain about their staff's performance for the company. So, where could the mistake be?
This is where delegation comes into play. Top-level managers are expected to create and manage a hierarchical structure suitable for workflow by distributing authority and responsibilities. However, communicating and establishing relationships directly with lower-level staff, whether knowingly or unknowingly, threatens the entire structure. Micro-management in the sensitive area of Human Resources is a hand grenade for the established corporate structure!
Human character, experience, and behaviors may vary, but deliberately disrupting the hierarchy in the accepted organizational chart should not be anyone's privileged right, as such a situation can already have negative effects on their own performance. The General Manager establishing a direct relationship with a worker in the factory or making statements about how the work should be done can put the Supervisor, Technical Manager, and Deputy General Manager in a very difficult, demotivating situation and undermine the authority in powers. It is not a correct approach from a managerial perspective.
Avoiding close control and management by managers creates motivation for employees. Every employee wants to use autonomy within defined tasks and objectives. Managers should take on a guiding and developmental role for their employees by contributing to monitoring and evaluation based on goals, policies, and success criteria as leaders.
Therefore, delegation of authority and responsibility, trusting this system in practice, allowing time, and ensuring control through reporting based on goals and performance indicators is the structure required in a corporate company. Otherwise, bosses or top-level executives find themselves struggling with problems and confusion for reasons they do not even know, deviating from the strategic issues they should focus on.
In conclusion, know the subject of the job well, establish the system properly, delegate authority to competent people, and guide by controlling performance through reporting.
Dr. Bilinç Dolmacı
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