MICRO MANAGEMENT

Yes I am talking about Micromanagement! Looking at the dictionary for the meaning of the word Micromanagement it says ‘Control every part, however small, of (an enterprise or activity)’.

No matter which industry we work in whether its Engineering, Health Care, Education or Commercial you will come across Micromanagers and Macromanagers. Micromanagement is a management style whereby a manager closely observes or controls the work of subordinates or employees. It’s a way for management to ensure that tasks are performed in a very precise manner – in other words, it’s just your boss’s way. The issue here can be that what your manager says or states is not necessarily the right or most productive way.

Too much micromanagement can cost a company the loss of its best and brightest employees. Micromanagement is nearly always an example of poor management where the manager over-manages his or her people unnecessarily. In many circumstances it is good to give control and only general instructions as this will allow your employees to grow and do their job. The Micromanager may be motivated by concern for details, however the usual effect of this will be to demotivate the employees. Under Micromanagement employees are likely to become timid and tentative, and may feel paralyzed. There is a large possibility of employees thinking to themselves, ‘‘no matter what I do, I will never be good enough’’.

Whatever the situation may be, the Micromanager will always have an assumption or interpret that, without his constant intervention, his people will fail or cannot perform. The Micromanager don’t realise the damage he or she might do to their employees. They prevent employees from making and taking responsibility for their own decisions (‘empowerment’), and as a result employees don’t learn, don’t grow, and therefore don’t improve.

A manager loses a lot more then he or she thinks by becoming a Micromanager.

Innovation & Improvements

Micromanagement prevents innovation and improvement. Employees can’t come up with new ideas or process(es) on their own. They are in constant fear or need approval from their Micromanager. Employees can’t think ‘out of the box’.

Decision Making & Slowing Down Process(es)

The Micromanager slows down the work flow as all approvals and decisions have to go through the manager. It reduces the efficiency of the entire business. Employees learn that if the Micromanager is not included in meetings or every step of a project then they cannot take any decisions, as it is to be done exactly the way the Micromanager wants it to be done.

If someone in the business asks a question to the employee who is managed by a Micromanager, employees often respond ‘I need to ask my manager’. Micromanagement also paralyses communication in the business.

Talent Drain

The Micromanager prevents employees using and exhibiting their own talent. Employees get hired because they perform well in interviews and because of their skills. What’s the point of having these skills when they are not allowed to use them? In reality they don’t get an opportunity to showcase their skills as they are constantly ‘hovered over’ by an oppressive manager.

 Instructed Culture

Micromanagement creates a ‘to be instructed or wait to be told’’ culture. Employees wait for the deadline to approach and then do their job as they have very limited motivation to the task. Employees might also think the later he does the task the better, as he or she will not require to do as many changes or rework.

 Teamwork

Micromanagement demotivates and discourages teamwork. Employees don’t work with their team members. Instead they often end up working with their micromanager only.

Loss of trust

Employees slowly lose trust with their Micromanager and vice versa. As a result the work place may have an unhealthy atmosphere and soon transcends into petty politics.

Demotivated Workforce

Sooner or later employees working for a Micromanager are likely to become demotivated, as they don’t have the power, authority or permission to work or think on their own.

To conclude, Micromanagement does more harm to employees and the company than commonly realised. The Micromanager should understand this and be open with their employees with the goals and processes they wish to follow, but not the micro steps required to achieve each goal or complete each process It’s neither right nor ethical to misuse the power of your designation by being a Micromanager. There are many benefits to be had by not being a MICROMANAGER.