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 subordinates 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 bothtake credit for positive results and shift the blamefor 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.
Posted on: Tue, 25 Mar 2014 15:32:29 +0000
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