Micromanagement is a management style that entails paying attention extremely to small details in an organization. The micromanagers avoid giving general instructions to employees and manage all the production steps in a firm. Micromanagement prevents the subordinate employees from making organizational decisions without consulting the managers. The management system involve request of unnecessary and detailed reports. Doubting of employees and emotional insecurity are factors that lead to development of micromanagement in an organization. In micromanaged firms, managers develop procedures and implement process with a goal of feeling valuable rather than promoting organizational growth. Although the micromanagement system has remarkable drawbacks, it has benefits that can add value to production and competitiveness of a corporate in a business environment.
Employment of micromanagement is important when a firm is changing a business strategy. Managers have the responsibility to monitor a new business strategy and figure out its profitability to an organization. Delgado, Strauss, and Ortega (2015) suggest that managers should implement reactive micromanagement to trace error and assess result of a new strategy. During the implementation of a new strategy, micromanagement helps the micromanager to determine the efficiency of the strategy. In adoption of a new strategy, micromanagement enables the micromanagers to understand the benefits and drawbacks of the strategy. The understanding plays a pivotal role in decision-making process of a business.
During the development of a new business, micromanagement enables the management to develop helpful policies to the growth and development of a business in a competitive business environment. The policies include guiding new employees through complex processes and letting the workforce understand the role of micromanagement in a new business (Delgado, Strauss, and Ortega, 2015). Development of an understanding about micromanagement in a corporate allows minimal rejection of the system among the employees. Additionally, micromanagement assists the managers to assess possible risks and solution to mitigate the challenges in a new business. The tool enables the micromanage understand internal and external factors affecting the business. On that note, new business development requires micromanagement to survive competitive business environment.
Micromanagement plays a significant role in induction of new employees, management, or development of a new department. The new leaders are able to learn how an organization operates allowing them implement solution to problem facing different departments. Additionally, micromanagement helps new employees to learn and work toward the achievement of corporate goals. Micromanagement nurtures the ability to take and execute orders by junior employees as instructed by the management (Hall, 2019). For instance, micromanagers can instruct and guide subordinate workforce on how to conduct a process. Thus, micromanagement contributes to the growth of employees’ experience and leadership of an organization.
During rank delegation, micromanagement makes it easy to choose the right people to run a department. The delegation is easy and profound since the manager has an insight of the employees’ performance on different tasks. Additionally, micromanagement develops creativity in employees since the manager is likely to choose the best employees for special tasks basing on the performance of previous work. According to Aghayeva, and Slusarczyk (2019), work appreciation by the manager motivates worker and give leeway to productivity. Micromanagement creates a portfolio for interaction between the employees and managers. As such, micromanagement ease the workforce selection process during division of labor in a business.
Intervention of business activities by micromanaging employees allows mitigation of laziness and promotes personal productivity. Micromanagement promotes productivity at a personal working level since it fosters the performance of tasks during the right period. Although the corporate world believes that micromanagement limits the productivity of the company, it hinders the deviation of employees from organizational goals (Hall, 2020). Record keeping and daily employees’ reports at work allows the tracking of productivity in a firm. As such, micromanagement spearheads the workforce toward the achievement of organizational goals.
Through micromanagement, managers are able to assess departmental performance and mitigate foreseen challenges. Micromanagement enables the tracking of processes during work, which is helpful for managers when predicting possible risks in a business eviroment. Rajkumar, Venkataraman, & Gayathri (2016) suggest that inability of departments to perform tasks without supervision forces managers to micromanage departments to assess their performance and challenges. For instance, a company that uses continuous production system can produce substandard products if one of its departments fails to meet the production requirement. In such a scenario, the manager has the responsibility to micromanage the department delivering substandard products to mitigate the involved risks.
In conclusion, micromanagement is useful when dealing with high risk challenges in a business. The tool offers the employees a chance to interact with their leaders. The micromanagement technique offers a chance for junior employees to learn complex processes, which allows production of quality products and services in a firm. In a competitive business environment, micromanagement creates a portfolio for a company to grow. Use of micromanagement sparingly can incur value to a corporate resulting to increased productivity and teamwork among the employees. On that note, despite the drawbacks, micromanagement has remarkable benefits, which fosters thriving of an organization in competitive business environment.
Aghayeva, K., & Slusarczyk, B. (2019). Analytic hierarchy of motivating and demotivating factors affecting labor productivity in the construction industry: The case of Azerbaijan. Sustainability,11(21), 1-14. https://doi.org/10.3390/su11215975
Delgado, O., Strauss, E. M., & Ortega, M. A. (2015). Micromanagement: When to avoid it and how to use it effectively. American Journal of Health-System Pharmacy, 72(10), 772–776. https://doi-org.nuls.idm.oclc.org/10.2146/ajhp140125
Hall, J. L., II. (2019). Mission command and micromanagement in the United States Army: A qualitative phenomenological study(Pulication No: 28152302) ,[Doctoral dissertation, University of the Cumberlands]. ProQuest Dissertation Publisher.
Rajkumar, M., Venkataraman, A., & Gayathri M. (2016). Micromanagement: An employee’s adversary. European Journal of Business and Management, 8(18), 1-7.
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