The manager must teach his subordinates to use all necessary technologies correctly, including planning, and not just control the work of employees. Some managers use the principle: "I don't care how, the main thing is the result." But with this approach, the result, as a rule, leaves much to be desired.
The manager needs to develop and implement general planning technologies that will correspond to the type of work performed (identical technologies for office employees and workers in production shops are not possible).
If possible, some employees can be involved in developing the planning technology. In this case, strict compliance with agreements is necessary (no amateurism!).
The manager has the benefit of using our student database absolutely no trust in his subordinates
This situation can arise in several cases:
employees violate the agreement;
The manager is not competent enough in management matters.
We have already considered these cases. But we cannot exclude the option when the manager considers himself "the center of the Universe" and his subordinates stupid, dodgy lazy people. And this is, indeed, a problem, since over time the employees can become like that.
Nothing mystical: the manager's perception is reflected in the subordinates. No one will trust a stupid lazy person with responsible serious work, and regularly solving primitive problems, it is simply impossible to improve the professional level. It turned out to be a "vicious circle".
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Typical mistakes in monitoring employee work
Control, like any other good deed, can be accompanied by errors that will lead to a negative result. There are several "classic" errors in organizing control. So,
Mistake 1. Controlling a process whose essence is unclear
Naturally, it is difficult to control something that is a "mystery". For example, a technological process should be controlled by an engineering manager, not a human resources manager.
Mistake 2: Control focused on errors
If you regularly point out only his mistakes to an employee, he will simply not endure it and will run away. Monitoring of employees' work should be systematic, but should not become total. It should not be carried out before the established deadline and, most importantly, do not forget to praise the subordinate for the creativity shown.
Error 3. Implicit control manifested in violations
If you do not want to openly monitor the work of employees, then bring it to a logical conclusion, and do not jump out at the first violation like a "jack-in-the-box". An employee who knows that he is constantly being watched will not be able to work normally. In addition, the team will not form a very favorable opinion of such a boss.
Hidden monitoring of employees' work is appropriate only when you want to use its results for a good cause, for example, to motivate lagging employees.
Error 4. Control is carried out formally
The threat "I'll check everything!", if not carried out, cannot be an effective stimulus to action. No clear requirements and actions - no work result.