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The effects of micromanaging a new product development environment

机译：微观管理新产品开发环境的影响

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Gethin Roberts presents a series of scenarios to demonstrate the benefits and drawbacks of micromanagement in a design environment. Micromanagement is widely considered as a management style whereby the manager exerts excessive control over the work of his or her subordinates. This article aims to explore the effects of micromanaging a new product development (NPD) environment. An NPD environment typically consists of an NPD manager who is accountable for one or more product developers, who are responsible for undertaking NPD activity. Successful NPD activity requires a combination of attributes such as: innovation; problem solving; technical understanding; communication; risk management; and decision-making. Micromanaging of tasks such as concept generation or creation of 3D CAD models, may stifle creativity, unnecessarily extend the time taken to complete the task or even decrease workforce morale. However, this approach may prove invaluable when finalising the design of a product before progressing to production tooling; ensuring every detail is correct and reducing the likelihood of error. This article also seeks to determine the point at which management control becomes excessive and offers strategies for limiting the negative effects of micromanagement within an NPD environment.
机译：Gethin Roberts提出了一系列方案，以演示设计环境中微管理的利弊。微观管理被广泛认为是一种管理方式，管理者可以对其下属的工作进行过度控制。本文旨在探讨微观管理新产品开发（NPD）环境的影响。 NPD环境通常由负责一个或多个产品开发人员的NPD经理组成，他们负责进行NPD活动。成功的NPD活动需要多种属性的组合，例如：创新;解决问题;技术了解;通讯;风险管理;和决策。诸如概念生成或3D CAD模型创建之类的任务的微观管理可能会扼杀创造力，不必要地延长完成任务所需的时间，甚至降低员工的士气。但是，这种方法在进入生产工装之前完成产品设计的定稿时可能会发挥无价作用。确保每个细节都是正确的，并减少出错的可能性。本文还试图确定管理控制过度的时机，并提供了一些策略来限制NPD环境中微观管理的负面影响。

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