Micromanagement

In business management, micromanagement is a management style whereby a manager closely observes and/or controls and/or reminds the work of his/her subordinates or employees. In business management, micromanagement is a management style whereby a manager closely observes and/or controls and/or reminds the work of his/her subordinates or employees. Micromanagement is generally considered to have a negative connotation, mainly due to the fact that it shows a lack of freedom in the workplace. Merriam-Webster's Online Dictionary defines micromanagement as 'manage especially with excessive control or attention on details'. Dictionary.com defines micromanagement as 'manage or control with excessive attention to minor details'. The online dictionary Encarta defined micromanagement as 'atten to small details in management: control a person or a situation by paying extreme attention to small details'. The notion of micromanagement can extend to any social context where one person takes a bully approach in the level of control and influence over the members of a group. Often, this excessive obsession with the most minute of details causes a direct management failure in the ability to focus on the major details. Rather than giving general instructions on smaller tasks and then devoting time to supervising larger concerns, the micromanager monitors and assesses every step of a business process and avoids delegation of decisions. Micromanagers are usually irritated when a subordinate makes decisions without consulting them, even if the decisions are within the subordinate's level of authority. Micromanagement also frequently involves requests for unnecessary and overly detailed reports ('reportomania'). A micromanager tends to require constant and detailed performance feedback and to focus excessively on procedural trivia (often in detail greater than they can actually process) rather than on overall performance, quality and results. This focus on 'low-level' trivia often delays decisions, clouds overall goals and objectives, restricts the flow of information between employees, and guides the various aspects of a project in different and often opposed directions. Many micromanagers accept such inefficiencies as less important than their retention of control or of the appearance of control. It is common for micromanagers, especially those who exhibit narcissistic tendencies and/or micromanage deliberately and for strategic reasons, to delegate work to subordinates and then micromanage those subordinates' performance, enabling the micromanagers in question to both take credit for positive results and shift the blame for negative results to their subordinates. These micromanagers thereby delegate accountability for failure but not the authority to take alternative actions that would have led to success or at least to the mitigation of that failure. The most extreme cases of micromanagement constitute a management pathology closely related to workplace bullying and narcissistic behavior. Micromanagement resembles addiction in that although most micromanagers are behaviorally dependent on control over others, both as a lifestyle and as a means of maintaining that lifestyle, many of them fail to recognize and acknowledge their dependence even when everyone around them observes it. Some severe cases of micromanagement arise from other underlying mental health conditions such as obsessive–compulsive personality disorder. (Renee Kowalski) Although micromanagement is often easily recognized by employees, micromanagers rarely view themselves as such. In a form of denial similar to that found in addictive behavior, micromanagers will often rebut allegations of micromanagement by offering a competing characterization of their management style such as 'structured', 'organized', or 'perfectionistic'.