Micro-managing

Micro-managing is a management style characterized by excessive control and oversight of employees, often focusing on minor details and processes rather than overall objectives. It involves constant monitoring, detailed instructions, and a reluctance to delegate tasks or trust subordinates' judgment. This approach typically stems from a lack of confidence in the team's abilities or a deep-seated need for control. The micro-manager often demands frequent updates, scrutinizes every aspect of work, and may override decisions made by their employees. The effects can lead to a decrease in morale, creativity, productivity and trust within a team, as employees feel stifled, undervalued, and unable to make their own decisions. This constant scrutiny and detailed instruction leads to an environment where employees are afraid of making mistakes, losing opportunities for growth, and disengaging from the project, which reduces efficiency. The ultimate impact of micro-managing on a work environment, can be counterproductive and detrimental to achieving organizational goals.

Micro-managing meaning with examples

• Sarah's project suffered badly when the team was assigned a new manager. He would constantly review every email sent, and provide input on how to format even the smallest of texts. He would also change the team's coding line by line, resulting in slow project progression. The team felt as though he did not trust their ability to complete the project on time. The continuous interference became a major drag, making it difficult to collaborate and meet deadlines.
• Despite the team's clear understanding of the tasks, the manager persisted in providing incredibly detailed instructions for every step. He even dictated the order in which the team members were to work, including taking notes on their meeting and daily tasks. They had a high degree of experience but were no longer able to use their initiative, and they quickly lost motivation. The team was frustrated and began to actively avoid any interaction with him.
• The newly hired manager, who had been a very successful manager, was determined to get the work done at the pace he required, even when he had no expertise in their department. He started to change the work structure and processes, requiring detailed updates at every stage. It soon became a struggle for the team to maintain its effectiveness with his constant interruptions. This lack of trust and overbearing approach greatly slowed down the team's progress, creating tension and conflict.
• After a departmental reorganisation, a new director was placed in charge of the office. This director quickly took over the duties of all employees, even micromanaging all of the company's social media accounts. This led to a decline in the team's morale. It started impacting staff retention, and the team's overall work performance. The new director struggled to create any degree of trust within the department.