From my perspective, micromanagement is never necessary. In my career, I have seen the need for so-called micromanagement and disagree with the uses... One of the most successful organizations that handles every scenario mentioned without micromanaging that I had the pleasure of working with straight from college is Toyota.
I strongly object to the need for micromanagement ever. The right kind of management will prevent the issues originally noted and there are so many other solutions to deal with them.
I do not believe that micromanagement should be utilized as a technique ever.
The only time micromanagement is allowed into the workforce is when there is a lack of skill or knowledge, particularly knowledge of process or program or skill in dealing with people. This is then coached and when coached you measure results to improve coaching effectiveness.
Some managers dont even now they are micromanaging, its what their managers did/do and its what they do. Its a habit and some managers think, "this is how what managing is"
Micro-managers tend to:
•Resist delegating work.
•Immerse themselves in "what they are doing". the want to know what they are doing ever minute of ever day. They dont trust that people are doing work.
•"If your not doing it my way, you doing it wrong". This is the thought process of a micromanager.
•They look at the detail instead of the big picture.
•Discourage others from making decisions, or override any discussion.
•Are unwilling to open their minds to idea's and/or problems.
•Get involved in the work of others without consulting them.
•Monitor what’s least important and expect regular reports on miscellany.
•Push aside the experience and knowledge of colleagues.
•Measure things that are out of their or their teams control and not recognise the process for the results.
•Loose loyalty and commitment.
•Focus on the wrong priorities.
•Have a de-motivated team.
Micromanagement is Mismanagement.
Micro-managers are bad news for business and bad news for employees. They dis-empower staff, stifle opportunity and innovation, and give rise to poor performance. If you believe your team can’t be trusted and can’t do a proper job it won’t be long before they believe you! Micromanagement is plain bad management.
Coping With Micro-Managers.
How do you cope with a micro-manager? Changing their behaviour isn’t easy but it is possible in time and with great patience (and resilience!) Here’s my advice
•Assess your behaviour – Are you doing anything that could give your manager cause for concern? Are you giving the job your full attention? Perhaps your manager is a stickler for good timekeeping and you take a more relaxed approach. Try and match up to their values and beliefs.
•Understand your manager – Learn to see things from their point of view. By understanding the signs of micromanagement—knowing what they are trying to achieve—you may find that you can help them realise their goals. Pursuing a common goal will help build trust and this will give you more freedom.
•Challenge your manager – Insist on having regular 1:1 supervision sessions. At these meetings agree to do something that helps them meet their goals. Challenge your manager when they interfere; remind them of the agreement and their part in the bargain. Always ask your manager for the opportunity to do something on your own.
•Frequent communication – Good communication and results is the best way to deal with the micro-manager. Therefore give them an update on progress at every opportunity.
•Because micro-managers rarely recognise their behaviour and the impact it has on the team it is worthwhile pointing this out to them once you have gained some trust. They may be open to working with you. But then again, don’t expect too much; sooner or later they will revert to type. Sometimes it’s you who has to move on!