What is regular management? When should you think about implementing it and do you need it in your organisation? Why do not all companies follow such a management policy?
All these questions and more will be considered in this material. The subject is closely related to the quality of planning, so you can’t do without specialised tools. And we have the perfect solution for scheduling.
So let’s get started.
Definition
Regular management is a type of crisis management used to smooth and stabilise the course of the business. It is characterised by a high degree of regulation of procedures and business processes, reduced to detailed action plans for all employees, services or departments. Regular reporting on all plans is mandatory, so that the company’s managers receive prompt feedback and can better control the overall processes.
Hence the name ‘regular’.
On the one hand, regular management (RM) has no negative connotation as such. It is a regular management system that is fully compatible with classical management theory. All RM does is to reinforce the importance of management processes. However, because regular management is used mainly in difficult times for companies, it is identified with crisis management.
What a typical implementation of RM looks like:
- Regulations are introduced for all key areas of the company’s activities.
- Not only is the work itself standardised, but so is the system of penalties for non-compliance.
- Monthly, weekly and sometimes even daily plans are established based on objectives and linked to specific indicators.
- Reports are standardised and the transmission of performance data is regularised.
When does the need for regular management arise?
It is often the case that the initial business model, or even a business idea that has been successfully launched and is generating revenue, is poorly detailed. As a result, the business can collapse like a house of cards when it comes to scaling up.
To avoid this, the business model and the development of the business as a whole must be well planned from the outset.
But who does that? That’s right, nobody. Rapid growth can be the beginning of the end. For example, almost half of the start-ups that survive the launch phase close down (even though the start-up process itself is not easy, the top reasons for project failure).
Regular management can save the situation. This systematic approach allows you to regain control over everything that happens in your company.
But this is not the only situation in which you should use regular management.
The main requirements for the implementation of RM:
- Constant chaos in the affairs and incessant emergency mode of work of the head of the company.
- Period of stagnation in the development of the company: reduced level of initiatives, lack of responsibility for decisions made in the field.
- Too high concentration of power, when literally all decisions in the company depend on one person.
- Increase in general tension — work productivity decreases, motivation is lacking, profitability decreases, etc.
- Leakage of the ‘backbone’ of the company: experienced specialists and managers leave for competitors or simply quit due to internal factors.
- Low rate of completion of tasks and plans.
But there is a point to be made here. The use of regular management is neither a punishment nor a compulsory defence. If this type of management works for your company, you can easily keep it as your main management method.
What does the practice of regular management involve?
Practitioners of regular management can be described as having developed responses to specific challenges and typical situations. A standardised response to a problem always helps to solve it with a high degree of probability.
What does a company lack in times of crisis? The answer is simple: certainty. It is chaos and lack of control that leads to management problems for a company of any size.
The problem is that practices cannot be universal for all applications. They still need to be adapted locally — to the current business concept, to the specifics of the market, to the level of knowledge, skills and competences of the ordinary performers, and not only.
Although the directions of action themselves are often of the same nature. For example, the following are the main practices of regular management (note that all practices are closely related to the direct responsibilities of managers):
- Planning — the process of generating and setting tasks for subordinates.
- Delegation — the ability to delegate all or part of responsibility correctly and in a timely manner. Delegation is impossible without a control procedure.
- Problem solving. Subordinates have only personal problems, while managers are obliged to solve the company’s problems as their own.
- Managing communication, conversation (the ability to persuade the other person to find the best solution is definitely a strength).
- Hold meetings and regular discussions. The latter are necessary to clarify needs and monitor the current state of subordinates.
- Feedback — its collection and processing.
- Mentoring (learn, learn and learn again, but it is better that this process is controlled).
- Participation in personnel selection.
What types of meetings are held in regular management?
Regular management meetings are a type of effective practice.
Each meeting should have a specific purpose. Accordingly, the end result of communication should be a specific outcome (achievement or the beginning of movement towards achieving the goal).
The main types of regular management meetings are:
- Information meetings (the purpose is to provide information).
- Analysis and problem-solving meetings (collegial discussion of problems and adoption of concrete measures to deal with them).
- Briefing meetings (short summary of results, collection of operational feedback, discussion of current problems, rewarding those who excel, etc.).
- Status meetings.
The outcome of each meeting can be categorised as follows:
- Participants shared an opinion (supported it, agreed with it).
- The reported data is noted (communicated and understood).
But meetings should not be held just for the sake of meeting. It is not a ritual or an obligation. There should not be too many meetings, nor should there be too many meetings without a theme or a reason. A large number of meetings for no reason at all is also bad.
You should not deviate from the agenda and simply occupy your counterparts’ time by talking about irrelevant topics. Meetings should be prepared in advance so that everyone knows what to expect, when it will take place and who will be chairing it. In very large companies, it is logical to use minutes.
What kind of feedback is used?
What types of feedback are used?
Feedback is information about an individual’s or employee’s actions that is communicated to them by outsiders (including those at whom those actions may be directed).
The main purpose is to influence actions, correct them or consolidate a positive result.
This is what distinguishes regular management:
- simple feedback (confirmation of receipt, a form of acknowledgement)
- supportive (encouraging continued action)
- corrective (aimed at changing the process of influence).
If there is criticism in the feedback, it should be balanced and based on facts, without getting personal: it should be about actions, not people. Likewise, praise should be given.
Feedback is a must. Otherwise, its absence forces the strengthening of control procedures.
How to implement regular management in the company?
The leaders of the implementation of a new management system should be the company’s executives and top management representatives. They should therefore study and adopt the theory, i.e. learn the basic principles, develop their own practices, etc.
Consultants and HR managers can only help with implementation once the basic principles have been developed.
The new practices should be part of the training and induction process for new employees, but should first be communicated to mentors and those responsible for training. The practices should then be integrated into the management system. This should be a gradual, progressive process.
The general algorithm of implementation will be as follows:
- Top management reviews the ideas from regular management and decides on implementation.
- An implementation project manager is appointed (the most responsible representative of top management).
- Practices to be implemented and used in the organisation are defined (the set may be unique).
- The practices are described in detail and tested (preferably in a well-controlled environment).
- If the pilot is successful, a comprehensive implementation project will be developed for the whole company.
- The introduction of the new system should be systematic and top-down (first communicate the principles and test the knowledge of top managers, then middle managers, then lower managers, then the rank and file).
- During implementation, feedback is collected and problems that arise during the process are resolved: misunderstandings, inaccuracies, overlaps.
- The practices are incorporated into the standard working algorithm.
- If necessary, they are updated and improved.
Is it worth switching to using regular management?
We have described the reasons and requirements for the transition above. Perhaps your company does not need regular management. Or perhaps it is the only way out of the situation.
In any case, the decision rests with the head of the company and the people he or she controls (owners, shareholders, etc.).
Regular management is not a panacea. It will not answer all market challenges or give your people more responsibility. It’s just a tool. And it only works in skilful hands.
If the bottom and the top do not accept change, no management system will be able to order the chaos.
