My manager is doing something that drives me bonkers and I'd like to ask for your advice. Either "it's so trivial, stop letting it bother you" or perhaps suggested wording for how to give her feedback on it. She's one of the managers that I posted here about a little while back asking if managers shouldn't have organizational skills. That posting confused some of you who asked me what I meant by organizational skills - I've been thinking about it this whole time and I think a more accurate term is administrative skills. She has poor administrative skills; keeping things organized and on track. Case in point is the problem I'm asking advice on now:

I'm a business analyst who drafts software requirements and she is the Analyst Manager. Only two people besides myself report to her, all analysts like me. A large part of her job is to manage the "intake" portion of our company's ticket system. When our client requests changes to our software, she inputs them into the ticket system and assigns tickets to us. Then we do our thing and keep her updated with once a week status reports then check off our assigned task in the ticket system when our documents are done and passed over to the developers.

The thing she does that drives me batty is that she'll enter tickets but half the time she forgets to assign them to one of us. I don't care about that, they'll come to us eventually. The peeves are these:

• She will assign a ticket to me and then email my coworker Bob to tell him that it's urgent and to get started on it asap. Or she'll assign it to Mary and email me with it's urgency. I think there's just a mental disconnect between brain and fingers - she meant to email the person she assigned it to but another person's name popped into her head just as she was sending the email. This is actually kind of trivial also, but if we don't forward those emails to each other, we'll miss urgent tasks we should be working on. It has happened three times in the past 3 months that I know of, so there is a pattern.

• Often tickets get entered into the system mid-week. She always sends us a group email asking for status of those new tickets. This is in addition to our routine Friday status reports. Usually my status on these new tickets are either "not started yet" because she only assigned it to me yesterday, or "in progress" because I'd only just started on it because she assigned it to me yesterday. (Remember we're doing software requirements so it takes us anywhere between a couple weeks to a few months to complete our task on a ticket.) I think she should not ask us for status on these new tickets because she should know that there won't really be any useful status on brand new tickets. She never asks for status on tickets assigned before the current week because those are included in our weekly status reports.

• This is where it gets pretty silly: when she sends the group email asking for status on the new tickets, I always look them up in the ticket system and there are always a few or sometimes more than half the list that she hasn't assigned to one of us. She can't remember, or verify whether she assigned them or not before she asks us for status on them?

In the past I've offered to take tasks off her plate to make her job easier but she's insecure also so always declines. So since she's not likely to let me take over the ticket system management for her, I'm inclined to just stop telling her which tickets are unassigned and only report the status of the ones she's assigned to me. (aka "let her figure it out" strategy)

But I prefer to be proactive instead of just gritting my teeth and venting on the internet. If I set up a 1:1 meeting with her, how can I give her constructive feedback on this? Or even should I?