Macro vs. Micro Management

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Macro vs. Micro Management

Macro vs. Micro Management

The role of manager is an important position of supervision in any organization. The supervisor/manager plays a key function, in the day to day needs of the organization, by finding a balance of work efficiency and managing personnel. This balance becomes even more prevalent when assigning projects or interacting with subordinates. This paper will analyze several aspects or pitfalls, managers could find themselves involved in; and will identify methods used to overcome these situations when supervising subordinates. The position of manager holds many responsibilities in an organization; those responsibilities range from dealing with requests from upper management and servicing employee’s needs, and while seeing to theses responsibilities, the manager still has to supervise the overall direction of his or her department. The multiple tasks a manager must operate within, requires the manager to be flexible and ready to move on a moment’s notice to handle issues that may arise. With this dynamic working environment, a manager needs to understand the roles and responsibilities of supervision, in the organization. A manager must, set the tone and pace of the department, and with employees. A professional level of supervision, of employees is important to developing a positive environment for all to work in. A balance needs to be maintained; the manager needs to understand the pitfalls of macro managing and or micromanaging employees. A manager, who operates in either of these identified areas, can derail the entire department, which could cause low morale, low productivity and employees transferring or quitting. Now while there’s a definite benefit to maintaining some level of control, there can be a disadvantage to it as well. "He's a micro-manager," complains one executive of his boss. "I'm given no autonomy to do the job the way I know it should be done," says a senior manager. Another vice-president was similarly vexed, but positive: "Maybe he just doesn't know how to delegate." (Stern, 2007) In that same article by Stern, he goes on to say; if leaders do not give up control to the senior staff, it will end up hurting everyone involved and that includes themselves. Morale of the team drops, loyalty goes out the window, productivity and profits fall, and not to mention that their own chance for advancement goes down, as they haven’t spent the time to develop and train their future replacement. So why do they do it? What possesses a leader to become a micro manager? As Claire Ward wrote back in 2006 in an article titled “How to Manage a Micro Manager” she states the following, “As a result he is committed to two goals: First, micro-managing every step of the project to ensure its success; and secondly, making sure that no one steals any of the limelight from him as the project moves to completion. It appears that insecurity has prevented him from using your expertise to his advantage.” (Ward, 2006) It now it appears that most managers will start to micro manage someone, and will develop a complex of, how they can do it better than anyone else or there’s no qualified employees to do the job. As stated above, a micro manager becomes a glory hound, plain and simple! These types of managers are such that they want to be the center of attention at all costs, even if that means picking over every aspect of the project so they can claim, that if it wasn’t for them the project would have failed. Thankfully there’s hope for the micro manager and it was briefly mentioned earlier in this paper, and it’s called delegation. However, that one little word sends shock waves up and down the spines of managers and CEO’s all the time. Over 33% of America’s top CEO’s list delegating as their greatest challenge, according to a survey by consulting firm Deloitte. (Gunn, 2007, para.7) According to Christy Youd, the five steps to proper delegation are; “Be...
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