The Manager as a Backup

We were working on a case study in scheduling. Each of the teams had to defend its answer in terms of why they scheduled work the way they did; i.e., what was their underlying reasoning. Part of their defense was to illustrate where they faced possible risks and what alternatives they might use to handle those risks.

The purpose of the exercise was to illustrate how scheduling involves much more than simple logic and arithmetic, or what I call the science of scheduling. Proficient schedulers also consider the possibility and probability that something might happen to upset the assumptions supporting their schedule. Astute schedulers therefore create a schedule in such a way as to be in the best possible position to handle those unfortunate possibilities if they should crop up. In effect, astute planners have a sense of contingency planning. I call that the art of scheduling.

The discussion led to the possibility that a critical job might not ship due to a shortage of labor hours (a situation that could come about for a number of different reasons). One alternative suggested was that the supervisor could always pitch in to help out. That would help get the order out on time.

I agreed, but cautioned that when the manager is doing the ordinary work of the department, they couldn't possibly be managing department operations. Simply stated, the manager's attention will be focused on the work at hand and not to other issues going on within the department. Managers should avoid using themselves as the backup especially during those times when their department is facing emerging problems, unless no other option is available.

Note carefully that I'm not saying a manager shouldn't pitch in and help out. But I am saying that the more time a manager spends doing the ordinary work of the department, the less time the manager will have available for managing the department.

About me: Dan Pelley teaches scheduling concepts within the action plan portion of his "Managing for Results" program, one of five programs leading to a Certificate in Supervisory Management. Other topics include an overview of the management process, setting goals, organizing resources, contingency planning, and time management. The discussion described above was during an open enrollment program in Danielson, CT.

Copyright © 2009 Daniel W. Pelley
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