Management by exception is an approach that deviates from normal policies and procedures to address abnormal results. Managers delegate specific duties to team members to handle exceptions, allowing them to focus on other functions. This approach can lead to employee development and efficient business operations.
Management by exception is an approach that sometimes makes use of methods and procedures outside the normal policies and procedures to achieve a certain objective. This approach can be used as part of the response to a problem that arises during a specific project or during the course of some type of ongoing function within the company structure. This appearance of some kind of deviation from forecasted or budgeted results requires adaptation and, in some cases, abandonment of normal management processes in favor of an approach that is likely to produce a positive response to these abnormal results.
In many cases, management by exception or (MBE) requires the manager to delegate specific duties to others who are part of the team or group affected by the abnormal results. Within the scope of this employee’s duties, he will likely use processes designed to specifically address this deviation, while the rest of the team continues to use standard operating procedures and practices to manage other business functions.
The degree of involvement the manager maintains in this process will vary, depending on the corporate culture and the nature of the exception. In some cases, management by exception will focus on developing an alternative procedure to resolve the problem and then handing the responsibility for implementing that procedure to a member of your team. This approach has some merit in that the exception is handled without creating undue demands on the manager’s time. This helps ensure that other functions under the manager’s care do not suffer from lack of attention, allowing the business to continue running at greater efficiency.
With a management-by-exception approach, the manager remains accountable to those higher up the company’s chain of command, but avoids the risk of micromanaging the activities of each team member. Assuming team members are selected carefully and empowered by the right kind of training, the manager spends less time looking over each employee’s shoulder and more time functioning as a facilitator and resource for each of his team members. team. The end result of management, by exception, can be the incremental development of current employees into the management positions that may be available in the coming years, as well as the opportunity for employees to develop and demonstrate talents and abilities that may have been less apparent than before. a more comprehensive way. restrictive atmosphere.
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