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High Output Management, Meetings, Decisions - Coggle Diagram

- - - - When many people are affected by one manager
      - When the manager performs an activity that takes him only a short time but has an impact on a person's activity or behaviour over a long time.
      - When a large group's work is affected by an individual supplying a unique, key piece of knowledge or information.
    - - E.g. a performance review done badly can demotivate a person for an entire period.
      - E.g. a manager who is depressed can spread it around the org.
      - E.g. a manager who puts off a decision that will affect the work of other people can bring the organization to a halt.
      - E.g. managerial meddling
        
        Where a supervisor uses his superior knowledge and experience of a subordinate's responsibilities to assume command of a situation rather than letting the subordinate work things through himself.
        
        e.g. if I see an indicator showing an undesirable trend and I dictate to the staff responsible a detailed set of action to be taken.
        
        It stems from a supervisor exploiting too much superior work knowledge (real or imagined).
        
        The negative leverage produced comes from the fact that after being exposed to many such instances, the subordinate will take a much more restricted view of what is expected of him, showing less initiative in solving his own problems and referring them instead to his supervisor. Output will fall.