Questions:

1. Explain why the systems approach is necessary to manage projects.

The system approach provides a framework for monitoring and

controlling the project progress, which helps to identify and address
any issues or problems that arise during the project. This helps to
keep the project on track and ensure that it is completed as planned
System that takes inputs and changes them to outputs. Projects are systems composed of tasks or
subsystems. Managing of a system requires knowledge of all aspects of systems and subsystems.

2. Can you think of any other desirable characteristics for team members than those listed.

. Team players

b. Oriented to communication skills

c. Comfortable in a social group

d. Flexibility

3. What is meant by "micromanagement"? Why is it such a managerial sin?

In business management, micromanagement is a management style whereby a manager closely

observes, controls, and/or reminds the work of their subordinates or employees. Micromanagement is
generally considered to have a negative connotation, mainly because it shows a lack of freedom and
trust in the workplace.

What is micromanaging and why is it bad?

Micromanaging means that you don't trust your team enough to work the right way. If employees begin
to think that their boss has no faith in them, they will lose confidence in themselves and their workplace.
Micromanagement takes a toll on their engagement within the office and highly affects their morale.

a. Being told how to do everything or how to do things better. Removes the individuality of the employee
and makes overall management more difficult

4. The chapter mention that regular functional managers are moving from their classic authoritarian
style to a facilitative, participatory style because it is more effective. Do you think it took managers 200
years to learn that, or is something else driving the change?
In the past, the managers used appropriate management style as per their environment of time, but
facilitative, participatory style is quite more effective in the current competitive places. It is because; the
competition has increased in the present market due to the changing pace of technological
advancements in the global level. With this result, the regular functional managers realized that past
techniques are not.

Adaptive with the times, and as society has changed the way in which workers are managed and
developed

The system approach to project management is a method of organizing and managing project activities
in a systematic and organized manner. It involves breaking down a project into smaller, more
manageable components, and then using a set of standardized processes and tools to plan, execute, and
control the project. The system approach typically includes the use of project management software,
clear project objectives, a detailed project plan, and a system for monitoring and controlling project
progress. This approach is designed to improve project efficiency and effectiveness by reducing the risk
of project failure and ensuring that all stakeholders are aligned and working towards the same goals.
The system approach principle, is one of several principles used in project management practice. Its
recommendations and guidelines underlay the structure of research methodologies, specific methods
and techniques, which are used in the design process.

Features of system approach to project management

The system approach to project management has several key features, including:

Breakdown of project into smaller components: The system approach involves breaking down a project
into smaller, more manageable components, which makes it easier to plan, execute, and control the
project.

Standardized processes and tools: The system approach uses a set of standardized processes and tools,
such as flow diagrams, Gantt charts, and PERT diagrams, to plan, execute, and control the project. These
tools help to streamline project management activities and reduce unnecessary steps or delays.

Detailed project plan: The system approach includes a detailed project plan that outlines the schedule
for each phase of the project, the resources required, and the budget. This plan is used to guide the
project from start to finish and ensure that it is completed on time and within budget.

System for monitoring and controlling progress: The system approach includes a system for monitoring
and controlling the project progress, which helps to identify and address any issues or problems that
arise during the project. This helps to keep the project on track and ensure that it is completed as
planned.

Clear roles and responsibilities: The system approach clearly defines the roles and responsibilities of all
stakeholders, which helps to improve communication and coordination among project team members.

Continual improvement: The system approach encourages continuous improvement, by regularly

reviewing and updating the project plan and processes to identify areas for improvement and optimize
performance.

Risk management: The system approach includes a risk management plan to identify and mitigate
potential risks and issues that may arise during the project.

Quality management: The system approach includes a Quality management plan to ensure that the
project deliverables meet the quality standards and requirements.

Alignment with organizational goals: The system approach aligns the project goals and objectives with
the organizational goals and objectives.

Integration: The system approach integrates all aspects of the project and all stakeholders to ensure a
cohesive and successful project outcome.

Example of system approach to project management

Fig.1. System approach to project management.

In projects we often use system approach and we event don't realize this. An example of the system
approach to project management is the construction of a new skyscraper. The project would be broken
down into smaller, more manageable components, such as site preparation, foundation work, steel
construction, electrical and plumbing systems, and finishing work. A project manager would use a set of
standardized processes and tools, such as flow diagrams, Gantt charts, and PERT diagrams, to plan,
execute, and control the project.

The project manager would start by defining the system boundaries and objectives for the project, such
as the size and scope of the building, the budget, and the deadline for completion. Next, the project
manager would identify the components of the system and how they are interconnected. For example,
site preparation would need to be completed before foundation work could begin, and steel
construction would need to be completed before the electrical and plumbing systems could be installed.

The project manager would then develop a detailed plan for the system, including a Gantt chart that
outlines the schedule for each phase of the project and a PERT diagram that illustrates the dependencies
between different components of the system. Once the plan is in place, the project manager would
implement the plan and monitor the progress of the project using tools like flow diagrams, Gantt charts,
and PERT diagrams.

If any issues or problems arise during the project, the project manager would use the monitoring and
control tools to identify and address them. This helps to keep the project on track and ensure that it is
completed as planned. The system approach is used to manage the project from start to finish, and
ensure that it is completed on time, within budget and meets the quality standards.

Benefits of system approach to project management

Simplified model (only symbolic relations between processes)]] The system approach to project
management offers several benefits, including:

Holistic approach: It is the realization of the holistic approach to project preparation and
implementation, because project is treated as a product of multidimensional determinants
(technological, financial, ergonomic).

Improved efficiency: By breaking down a project into smaller components, it becomes easier to plan,
execute, and control the project. Standardized processes and tools also help to streamline project
management activities and reduce unnecessary steps or delays.

Increased predictability: A detailed project plan and system for monitoring and controlling project
progress can help to identify potential issues and risks before they become major problems. This can
improve the predictability of project outcomes and help to ensure that the project is completed on time
and within budget.

Better communication: The system approach facilitates better communication among project
stakeholders by clearly defining roles, responsibilities and communication channels.

Better alignment: It helps all stakeholders to align their goals and objectives with the project goals and
objectives which helps in achieving the project objectives on time and within budget.

Better control: The system approach provides a framework for monitoring and controlling the project
progress, which helps to identify and address any issues or problems that arise during the project. This
helps to keep the project on track and ensure that it is completed as planned.

Improved quality: It helps to ensure that the project deliverables meet the quality standards and
requirements by using standardized processes and tools.

In systems approach, important is not only the profitability of individual products, but also the
interrelation of departments, branches, organizational units, teams forming together coherent entity.

Limitations of system approach to project management

The system approach to project management is a powerful method for organizing and managing
complex projects, but it does have some limitations, including:

Complexity: The system approach can be complex and time-consuming to implement, especially for large
or complex projects. It requires a significant amount of planning and coordination to ensure that all
components of the system are integrated and working together effectively.

Rigidity: The system approach is based on a set of standardized processes and tools, which can make it
difficult to adapt to unexpected changes or new requirements that arise during the project.

Cost: Implementing the system approach can be costly, especially if it requires the purchase of
specialized software or the hiring of additional staff.

Dependency on technology: The system approach often relies on technology to manage and control the
project, which can be a limitation if the technology is not available or if it fails to function as expected.

Dependence on clear and accurate data: The system approach depends on accurate and clear data for
monitoring and controlling the project progress. If the data is inaccurate or not available it can lead to a
failure of the project.

High level of expertise: The system approach requires a high level of expertise to manage and control the
project, which can be a limitation if the necessary expertise is not available or if the project team is not
properly trained.
Limited flexibility: It may not be suitable for projects that require a lot of flexibility and adaptability, as
the system approach is based on a set of standardized processes and tools.

May not suit all projects: The system approach may not be the best fit for all projects, as it is designed
for complex projects that require a high degree of planning and control.

What system approach is?

The system approach is used in a variety of fields, including project management, engineering,
manufacturing, and business management. It is based on the principles of systems thinking, which
involves understanding how different components of a system are interconnected and how changes to
one component can affect the entire system.

The system approach typically includes the following steps:

Define the system boundaries and objectives

Identify the components of the system and how they are interconnected

Develop a detailed plan for the system

Implement the plan and monitor the progress

Make any necessary adjustments to keep the system on track.

It also includes tools like Flow diagrams, Gantt charts, PERT diagrams, etc. to manage the project
activities.

References

Kerzner, H. R. (2013). Project management: a systems approach to planning, scheduling, and controlling.
John Wiley & Sons.

Meredith, J. R., & Mantel Jr, S. J. (2011). Project management: a managerial approach. John Wiley &
Sons.

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Micromanagement

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From Wikipedia, the free encyclopedia

This article is about the management style in business. For micromanagement in video gaming, see
Micromanagement (gameplay).

In business management, micromanagement is a management style whereby a manager closely

observes, controls, and/or reminds the work of their subordinates or employees.

Micromanagement is generally considered to have a negative connotation, mainly because it shows a

lack of freedom and trust in the workplace.[1][2]

Definition

Merriam-Webster's online dictionary defines micromanagement as "manage[ment] especially with

excessive control or attention on details".[3] Dictionary.com defines micromanagement as
"manage[ment] or control with excessive attention to minor details".[4] The online dictionary Encarta
defined micromanagement as "atten[tion] to small details in management: control [of] a person or a
situation by paying extreme attention to small details".[5]

Often, this excessive obsession with the most minute of details causes a direct management failure in
the ability to focus on the major details.[1]

Symptoms

Rather than giving general instructions on smaller tasks and then devoting time to supervising larger
concerns, the micromanager monitors and assesses every step of a business process and avoids
delegation of decisions.[6] Micromanagers are usually irritated when a subordinate makes decisions
without consulting them, even if the decisions are within the subordinate's level of authority.

Micromanagement also frequently involves requests for unnecessary and overly detailed reports
("reportomania"). A micromanager tends to require constant and detailed performance feedback and to
focus excessively on procedural trivia (often in detail greater than they can actually process) rather than
on overall performance, quality and results. This focus on "low-level" trivia often delays decisions, clouds
overall goals and objectives, restricts the flow of information between employees, and guides the
various aspects of a project in different and often opposed directions. Many micromanagers accept such
inefficiencies as less important than their retention of control or of the appearance of control.

It is common for micromanagers, especially those who exhibit narcissistic tendencies and/or
micromanage deliberately and for strategic reasons, to delegate work to subordinates and then
micromanage those subordinates' performance, enabling the micromanagers in question to both take
credit for positive results and shift the blame for negative results to their subordinates.[7] These
micromanagers thereby delegate accountability for failure but not the authority to take alternative
actions that would have led to success or at least to the mitigation of that failure.

The most extreme cases of micromanagement constitute a management pathology closely related to
workplace bullying and narcissistic behavior. Micromanagement resembles addiction in that although
most micromanagers are behaviorally dependent on control over others, both as a lifestyle and as a
means of maintaining that lifestyle, many of them fail to recognize and acknowledge their dependence
even when everyone around them observes it.[1]

Causes

The most frequent motivations for micromanagement are internal and related to the personality of the
manager. However, external factors such as organizational culture may also play a role.[1]
Micromanagement can also stem from a breakdown in the fundamentals of delegation. When a task or
project is delegated in an unclear way, or where there is a lack of trust between the manager and the
person doing the work, micromanagement naturally ensues. Clearer delegation, with a well defined goal,
clear vision of the constraints and dependencies, and effective oversight, can help prevent
micromanagement.[8]

Effects

Because a pattern of micromanagement suggests to employees that a manager does not trust their work
or judgment, it is a major factor in triggering employee disengagement, often to the point of promoting a
dysfunctional and hostile work environment. Disengaged employees invest time, but not effort or
creativity, in the work in which they are assigned. The effects of this phenomenon are worse in situations
where work is passed from one specialized employee to another. In such a situation, apathy among
upstream employees affects not only their own productivity but also that of their downstream
colleagues.[9]

See also

Abusive power and control

Blame in organizations

Machiavellianism in the workplace

Narcissism in the workplace

Narcissistic leadership

Overparenting

Outline of management

Psychopathy in the workplace

Seagull manager

Setting up to fail

Toxic leader

Toxic workplace

References

Chambers, Harry (2004). My Way or the Highway. Berrett Koehler Publishers, San Francisco. Retrieved
on 20 June 2008.

"Micromanagement", Small Business Resource Centre (2006), archived from the original on 24 July 2008
"Micromanage", via Merriam-Webster's Online Dictionary.

Dictionary.com (2008). Definition of micromanage. Retrieved on 21 June 2008.

Encarta Dictionary (2008). Definition of micromanage. Retrieved on 21 June 2008. Archived 2009-11-01.

McConnell, Charles (2006). "Micromanagement is Mismanagement". National Federation of

Independent Business. Retrieved 8 June 2008.

Thomas, David. Narcissism: Behind the Mask (2010)

Canner, Niko; Bernstein, Ethan (17 August 2016). "Why is Micromanagement So Infectious?". Harvard
Business Review. Retrieved 23 August 2016.

Bielaszka-DuVernay, Christina (2008). Micromanage at Your Peril Archived 7 July 2012 at archive.today.
Harvard Business School Publishing Corporation. Retrieved on 23 June 2008.

Further reading