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 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 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 a definite benefit to maintaining some level of control, there can be a
disadvantage to it as well. “Hes a micro-manager,” complains one executive of his boss.
“Im 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 doesnt
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 havent 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
