I have written on the topics of delegation and micromanagement before on this blog. In this article I will describe the issue from the point of a supervisor, because the caveats are even more critical in that arena.
It is normal, but not universal, that the supervisor of a work cell has a very deep understanding of the processes that are performed in her area. This situation is because a common path for an individual to become a supervisor is to work herself up from the shop floor as a result of her content knowledge of the processes.
She has worked in the area for many years and has shown some leadership ability and dedication to the organization, so when an opportunity arose she was promoted to supervisor.
A supervisor taking this common pathway is in a precarious position relative to the concepts of delegation and micromanagement. I will describe these…
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