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Journal sandytaru's Journal: Micromanagement

So one of my former managers just posted this onto Facebook via her Blackberry: "I really love how any instruction people don't like is considered 'micromanagement.' "

The company that former manager works at is IT marketing, and while they are very good at what they do, they are tremendously guilty of micromanagement. In retrospect, I was miserable there, and it was a good thing I quit when I did. They never utilized my true talents, and now I hope they regret pushing me away by not promoting me. I'm much happier in my current position, where I can write to my heart's content.

So what is micromanagement? It's having WinVNC installed on every terminal so that you can spy on employees. I'm still terrified of that little white tray icon turning black. Micromanagement is demanding 150 phone calls in a single day. It's expecting the impossible of employees and them punishing them when they fail to deliver.

It's also forcing employees into identical roles and expecting maximum performance. That just doesn't happen. People can achieve the same goal through different ways, and as long as they are meeting the goal, why demand that they change the way they are doing things to suit your viewpoint?

I really liked my former manager. She was a sweet lady and I don't mean to bash her. She has a thankless job dealing with less than stellar employees (because all the smart ones quit for greener pastures, like I did.) But she seems to have bought into the corporate lie - that the "best practices" are the only way to do things. What I've learned is that in the real world, "best practices" don't account for budgets, customers, and human nature.

One of our clients has a dying server. Totally dying. We're keeping it alive by pointing an actual fan - yes, a literal fan on it. We have told them many times that they need to replace the damn thing already. The client says no, they don't have the funds for it. We reminded them that we told them last year that the end of life cycle was coming up and they'd need to start budgeting for a replacement. They won't be moved. One of these days, the server is going to die for good, and I just hope their backups managed to catch correctly the day before.

This ties into my last job because it was marketing - convincing those stubborn people to move. Unfortunately, if the actual IT department can't convince the client to buy new servers, then marketing isn't going to help. And yet, the old company expects these sort of miracles on a daily basis.

Management in general needs to realize that equipment is not something you buy once, but that you buy and then feed continually and then eventually replace. That's the "best practice." And former manager specifically needs to remember that the management in general doesn't think rationally, doesn't budget, and certainly doesn't want to fork over another $5,000 for a fresh server deployment.

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