Micro management in project management - Revision history

ChristianBF: /* The need for a balance between control and autonomy in project management and its impact on creativity and innovation */

2023-05-07T10:00:31Z

The need for a balance between control and autonomy in project management and its impact on creativity and innovation

← Older revision		Revision as of 10:00, 7 May 2023
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	A micromanager can take steps to override opinion and decision for the project and force it in a certain direction, which may be beneficial in the short term. However, the long-term effect can remove the agility of the team and have an impact on innovation, as employees may not be challenged in a creative way.		A micromanager can take steps to override opinion and decision for the project and force it in a certain direction, which may be beneficial in the short term. However, the long-term effect can remove the agility of the team and have an impact on innovation, as employees may not be challenged in a creative way.

	==~~The need for~~ a balance between control and autonomy in project management and its impact on creativity and innovation==		==Analysis of a balance between control and autonomy in project management and its impact on creativity and innovation==
	[[File:DD micro mangment influcence.png\|thumb\|right\|400px\|The stages of management styles are illustrated by the Double Diamond model. Diagram is created by the student to visualize the connection between micro-management and innovation.]]		[[File:DD micro mangment influcence.png\|thumb\|right\|400px\|The stages of management styles are illustrated by the Double Diamond model. Diagram is created by the student to visualize the connection between micro-management and innovation.]]

ChristianBF: /* Final conclusion */

2023-05-07T09:57:22Z

Final conclusion

← Older revision		Revision as of 09:57, 7 May 2023
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	A micromanager can take steps to override opinion and decision for the project and force it in a certain direction, which may be beneficial in the short term. However, the long-term effect can remove the agility of the team and have an impact on innovation, as employees may not be challenged in a creative way.		A micromanager can take steps to override opinion and decision for the project and force it in a certain direction, which may be beneficial in the short term. However, the long-term effect can remove the agility of the team and have an impact on innovation, as employees may not be challenged in a creative way.

	==Final conclusion ==		==The need for a balance between control and autonomy in project management and its impact on creativity and innovation==
			[[File:DD micro mangment influcence.png\|thumb\|right\|400px\|The stages of management styles are illustrated by the Double Diamond model. Diagram is created by the student to visualize the connection between micro-management and innovation.]]

			In management, and therefore also in project management, it is necessary to strike the right balance between micro-management and no management. As mentioned in the sections above, micro-management can be beneficial in ensuring that project sub-tasks are completed on schedule and to quality standards. It allows project managers to closely monitor the progress of the project, identify issues early, and take action to keep the project on track. However, too much micro-management can have an impact on creativity and innovation, leading to disengagement and low morale among team members.

			On the other hand, no management can lead to chaos and confusion, resulting in missed deadlines, poor quality, and ultimately project failure. Without any structured approach to managing a project, team members lack clear direction, leading to misunderstandings and miscommunications. Therefore, the balance between micro-management and no management in project management is critical.

			At the same time, project managers should avoid micromanaging and give team members the autonomy to make decisions and solve problems. This approach fosters a sense of ownership and accountability among team members, leading to greater engagement, innovation, and ultimately project success.

			This is also illustrated by '''the diagram''' using the double diamond model<ref>http://wiki.doing-projects.org/index.php/Double_diamond</ref> at different levels of management. It is noted that the more micro-management, the smaller the solution space becomes, and vice versa, less management opens up the solution space, but the amount of the solution may become difficult to grasp. The digram and this analyses was created by the student to visualize the connection between micro-management and innovation.

			==Final conclusion==
	Based on the theory and research that has been found it can be concluded that micromanagement in project management will have negative effects on project success. But project success is not everything, micromanagement will also demotivate team members, reduce innovation, create unnecessary delays, increase stress levels, and cause unassay problems that can affect both team members but also external stakeholders.		Based on the theory and research that has been found it can be concluded that micromanagement in project management will have negative effects on project success. But project success is not everything, micromanagement will also demotivate team members, reduce innovation, create unnecessary delays, increase stress levels, and cause unassay problems that can affect both team members but also external stakeholders.
	Therefore, good project management is based on a work environment where team members are empowered and take ownership of their tasks there’s an effective delegation, clear communication, and setting realistic expectations for the teams members. This should help towards achieving the ultimate project success.		Therefore, good project management is based on a work environment where team members are empowered and take ownership of their tasks there’s an effective delegation, clear communication, and setting realistic expectations for the teams members. This should help towards achieving the ultimate project success.

ChristianBF: /* The need for a balance between control and autonomy in project management and its impact on creativity and innovation */

2023-05-07T09:57:06Z

The need for a balance between control and autonomy in project management and its impact on creativity and innovation

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 https://www.projectmanagement.com/contentPages/article.cfm?ID=444693&thisPageURL=/articles/444693/micromanagement-vs--empowerment--a-leader-s-role-in-people-management#_=_
 </ref>
 ==The use of micro management under a crises==

ChristianBF: /* Annotated Bibliography */

2023-05-07T09:56:44Z

Annotated Bibliography

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	*'''The Micromanagement Disease: Symptoms, Diagnosis, and Cure''' is an article that goes into the depths of identifying symptoms of micromanagement in an organization. It helps to figure out where the root problems come from and gives tools and actions to avoid and suppress micromanagement. The article is written by Richard D. White, Jr. who has a PhD in Public Administration and has written many articles in regard to public management.		*'''The Micromanagement Disease: Symptoms, Diagnosis, and Cure''' is an article that goes into the depths of identifying symptoms of micromanagement in an organization. It helps to figure out where the root problems come from and gives tools and actions to avoid and suppress micromanagement. The article is written by Richard D. White, Jr. who has a PhD in Public Administration and has written many articles in regard to public management.

	*'''Micromanagement: The enemy of staff morale.''' is article written at the American Correctional Association, that is a Non-Profit and Non-Gov association. The author of the article is John A. Shuford an correctional training coordinator in the department of prisons of North Carolina Department of Public Safety. He has written numerous feature articles for national publications and developed and delivered innovative staff development trainings for 25 years for many governmental agencies in the US.		*'''Micromanagement: The enemy of staff morale''' is article written at the American Correctional Association, that is a Non-Profit and Non-Gov association. The author of the article is John A. Shuford an correctional training coordinator in the department of prisons of North Carolina Department of Public Safety. He has written numerous feature articles for national publications and developed and delivered innovative staff development trainings for 25 years for many governmental agencies in the US.

	*“How to Help Without ~~Micromanaging.”~~ is a article, published by Harvard Business Review, discusses the appropriate times for small amounts of micromanagement. The magazine is a general management publication that is a wholly owned subsidiary of Harvard University.		*'''“How to Help Without Micromanaging”''' is a article, published by Harvard Business Review, discusses the appropriate times for small amounts of micromanagement. The magazine is a general management publication that is a wholly owned subsidiary of Harvard University.

	*'''Micromanagement vs. Empowerment: A Leader's Role in People Management''' is an article written by the Project Management Institute (PMI). This article explores the effects of micromanagement on project teams and proposes a shift towards empowerment. The article also discusses the benefits of empowerment, such as increased innovation, creativity, and employee satisfaction. PMI has over 10,000 articles from subject matter experts on project management.		*'''Micromanagement vs. Empowerment: A Leader's Role in People Management''' is an article written by the Project Management Institute (PMI). This article explores the effects of micromanagement on project teams and proposes a shift towards empowerment. The article also discusses the benefits of empowerment, such as increased innovation, creativity, and employee satisfaction. PMI has over 10,000 articles from subject matter experts on project management.
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	*'''http://wiki.doing-projects.org''' is a wiki from the Technical University of Denmark's ProjectLab, aimed at providing project management education and enabling access for everyone. The articles featured on the wiki are the sole results of students who have completed an advanced project management course at DTU.		*'''http://wiki.doing-projects.org''' is a wiki from the Technical University of Denmark's ProjectLab, aimed at providing project management education and enabling access for everyone. The articles featured on the wiki are the sole results of students who have completed an advanced project management course at DTU.

	*'''The Conﬁdent Boss Doesn’t Micromanage or Delegate Too Much.''' is a articel from the Wall Street Journal. thats also cited in ''"The Micromanagement Disease: Symptoms, Diagnosis, and Cure"'', the article is written by Carol Hymowitz who went to Stanford's Center on Longevity is a former editor and writer at Bloomberg and a former editor and columnist a the Wall Street Journal.		*'''The Conﬁdent Boss Doesn’t Micromanage or Delegate Too Much''' is a articel from the Wall Street Journal. thats also cited in ''"The Micromanagement Disease: Symptoms, Diagnosis, and Cure"'', the article is written by Carol Hymowitz who went to Stanford's Center on Longevity is a former editor and writer at Bloomberg and a former editor and columnist a the Wall Street Journal.

	*'''World in a Disrupted: Mercer Global Talent Trends Study 2017.''' is an article written by the American consulting firm Mercer that goes into detail about how different management styles impact certain areas of a business.		*'''World in a Disrupted: Mercer Global Talent Trends Study 2017''' is an article written by the American consulting firm Mercer that goes into detail about how different management styles impact certain areas of a business.

	*'''Down With The Hierarchy: How Flat Management Fosters Employee Entrepreneurship.''' is an article written by John Pierce, the Head of Business Development at the Forbes Human Resources Council. The invite-only platform helps entrepreneurs and founders connect with like-minded people and share knowledge across businesses.		*'''Down With The Hierarchy: How Flat Management Fosters Employee Entrepreneurship''' is an article written by John Pierce, the Head of Business Development at the Forbes Human Resources Council. The invite-only platform helps entrepreneurs and founders connect with like-minded people and share knowledge across businesses.

	*'''https://www.doing-projects.org/perspectives''' is a website that offers courses and research on project management at the Technical University of Denmark. The courses are designed for engineers and range from online courses for curious engineers to advanced Master courses and PhD projects. The website is run by a team of professors and researchers with interests in various aspects of project management.		*'''https://www.doing-projects.org/perspectives''' is a website that offers courses and research on project management at the Technical University of Denmark. The courses are designed for engineers and range from online courses for curious engineers to advanced Master courses and PhD projects. The website is run by a team of professors and researchers with interests in various aspects of project management.

ChristianBF: /* Final conclusion */

2023-05-07T09:55:30Z

Final conclusion

← Older revision		Revision as of 09:55, 7 May 2023
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	Based on the theory and research that has been found it can be concluded that micromanagement in project management will have negative effects on project success. But project success is not everything, micromanagement will also demotivate team members, reduce innovation, create unnecessary delays, increase stress levels, and cause unassay problems that can affect both team members but also external stakeholders.		Based on the theory and research that has been found it can be concluded that micromanagement in project management will have negative effects on project success. But project success is not everything, micromanagement will also demotivate team members, reduce innovation, create unnecessary delays, increase stress levels, and cause unassay problems that can affect both team members but also external stakeholders.
	Therefore, good project management is based on a work environment where team members are empowered and take ownership of their tasks there’s an effective delegation, clear communication, and setting realistic expectations for the teams members. This should help towards achieving the ultimate project success.		Therefore, good project management is based on a work environment where team members are empowered and take ownership of their tasks there’s an effective delegation, clear communication, and setting realistic expectations for the teams members. This should help towards achieving the ultimate project success.
	Project managers should only focus on monitoring progress and providing support to the team members, rather than getting involved in every subtask and sub decisions ~~and only help~~. They should also establish a culture of trust, open communication, and accountability to ensure that team members feel valued and motivated to contribute their best and not being afraid of making mistakes.		Project managers should only focus on monitoring progress and providing support to the team members, rather than getting involved in every subtask and sub decisions. They should also establish a culture of trust, open communication, and accountability to ensure that team members feel valued and motivated to contribute their best and not being afraid of making mistakes.
	In conclusion, while micromanagement may seem like an effective way to ensure project success and high quality, it can often do more harm than good. Effective project management requires a balance between providing guidance and support to team members while allowing them autonomy and freedom to complete their tasks and achieve project success.		In conclusion, while micromanagement may seem like an effective way to ensure project success and high quality, it can often do more harm than good. Effective project management requires a balance between providing guidance and support to team members while allowing them autonomy and freedom to complete their tasks and achieve project success.

ChristianBF: /* Analysis of the impact of micro-management on the four perspectives of project management (Purpose, People, Complexity, and Uncertainty) */

2023-05-07T09:52:47Z

Analysis of the impact of micro-management on the four perspectives of project management (Purpose, People, Complexity, and Uncertainty)

← Older revision		Revision as of 09:52, 7 May 2023
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	==Analysis of the impact of micro-management on the four perspectives of project management (Purpose, People, Complexity, and Uncertainty)==		==Analysis of the impact of micro-management on the four perspectives of project management (Purpose, People, Complexity, and Uncertainty)==
	~~Micromangen~~ can have impacts in many areas but it will have a impact on all parts of a project. Based on the ~~teory~~ and until know found problems it ~~noticeabel~~ that ~~Micro Mangment~~ will have a impact all main parts of project ~~manegment~~ Purpose, People, Complexity, and Uncertainty. A run-through of the findings and the impact on these areas are now to be analysed.		Micromanagement can have impacts in many areas but it will have a impact on all parts of a project management. Based on the theory and until know found problems it noticeable that Micromanagement will have a impact all main parts of project management Purpose, People, Complexity, and Uncertainty. A run-through of the findings and the impact on these areas are now to be analysed.

	===Purpose===		===Purpose===
	The purpose of a project is the main focus for why a project is executed.		The purpose of a project is the main focus for why a project is executed.
	<ref>Perspectives." Doing Projects. Project Management Institute. Accessed 2 May 2023. https://www.doing-projects.org/perspectives.</ref>		<ref>Perspectives." Doing Projects. Project Management Institute. Accessed 2 May 2023. https://www.doing-projects.org/perspectives.</ref>
	Even if a project is external and the purpose is set by an external stakeholder, an aggressive project manager can have an impact on the stakeholder, causing a change in the main purpose of the project or pushing it in a direction that the project manager believes is the right one from his perspective. This can have a huge impact on the end results of the product and the overall success of the project, since the main goal that the external stakeholder had in mind may not even be resolved. Tight boundaries for the project can also impact the solution space and have an impact on the end solution that should solve the main purpose of the project.		Even if a project is external and the purpose is set by an external stakeholder, an aggressive project manager can have an impact on the stakeholder, causing a change in the main purpose of the project or pushing it in a direction that the project manager believes is the right one from his perspective. This can have a huge impact on the end results of the product and the overall success of the project, since the main goal that the external stakeholder had in mind may not even be resolved. Tight boundaries for the project can also impact the solution space and have an impact on the end solution that should solve the main purpose of the project. This can also result in non-returning customers due to dissatisfaction.

	===People===		===People===
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	===Complexity===		===Complexity===
	The complexity of a project is part of actually solving the main purpose, this includes creating work breakdown structures, schedules, contracts, and dividing work.<ref>Perspectives." Doing Projects. Project Management Institute. Accessed 2 May 2023. https://www.doing-projects.org/perspectives.</ref>		The complexity of a project is part of actually solving the main purpose, this includes creating work breakdown structures, schedules, contracts, and dividing work.<ref>Perspectives." Doing Projects. Project Management Institute. Accessed 2 May 2023. https://www.doing-projects.org/perspectives.</ref>
	In the case of micro-management, if a ~~team~~ manager doesn't delegate work tasks and manages even the smallest decisions in sub-tasks, the project might take a longer time to complete because of all the small decisions that have to be approved by the micro-manager. These micro-decisions will also decrease the solution space and innovation, which can lead to decreased project success.		In the case of micro-management, if a manager doesn't delegate work tasks and manages even the smallest decisions in sub-tasks, the project might take a longer time to complete because of all the small decisions that have to be approved by the micro-manager. These micro-decisions will also decrease the solution space and innovation, which can lead to decreased project success.

	===Uncertainty===		===Uncertainty===
	The uncertainty of a project ~~requires navigating~~ with limited information. Making the right decisions can be challenging, but the learning opportunities that arise from these problems can have long-term benefits for team members.		The uncertainty of a project is the navigation within problems with limited information. Making the right decisions can be challenging, but the learning opportunities that arise from these problems can have long-term benefits for team members.
	<ref>Perspectives." Doing Projects. Project Management Institute. Accessed 2 May 2023. https://www.doing-projects.org/perspectives.</ref>		<ref>Perspectives." Doing Projects. Project Management Institute. Accessed 2 May 2023. https://www.doing-projects.org/perspectives.</ref>
	A micromanager can take steps to override ~~dissent~~ for the project and force it in a certain direction, which may be beneficial in the short term. However, the long-term effect can remove the agility of the team and have an impact on innovation, as employees may not be challenged in a creative way.		A micromanager can take steps to override opinion and decision for the project and force it in a certain direction, which may be beneficial in the short term. However, the long-term effect can remove the agility of the team and have an impact on innovation, as employees may not be challenged in a creative way.

	==Final conclusion ==		==Final conclusion ==

ChristianBF: /* Strategies for avoiding micro management */

2023-05-07T09:41:54Z

Strategies for avoiding micro management

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	</ref>		</ref>

	==Strategies for avoiding ~~micro management~~==		==Strategies for avoiding micromanagement==
	By ~~some~~ organisational changes ~~micro-management~~ can be avoided. These doings can help ~~topmanagers~~ create a more productive and good work environment. ~~When using these a manger can make~~ a workplace efficient and innovative and thereby solve projects even better.		By doing organisational changes micromanagement can be avoided. These doings can help top managers create a more productive and good work environment. Thus creating a workplace efficient and innovative and thereby solve projects even better.

	===Delegating responsibilities by promoting===		===Delegating responsibilities by promoting===
	By promoting certain people in your team, you can delegate some tasks. In this way, as a head manager, you don't have full control and say in sub-projects. But don't just delegate for the sake of delegating; it's important to choose the right people who can manage correctly and not just do their old job.		By promoting certain people in your team, you can delegate some tasks. In this way, as a head manager, you don't have full control and say in sub-projects. But don't just delegate for the sake of delegating; it's important to choose the right people who can manage correctly and not just do their old job.
	"Because it is often more difficult to manage a job than to do it yourself, many people cannot make the transition from worker to supervisor, and if incapable of doing their new job, they ~~micro- manage~~ those doing their old job."		"Because it is often more difficult to manage a job than to do it yourself, many people cannot make the transition from worker to supervisor, and if incapable of doing their new job, they micromanage those doing their old job."
	<ref>		<ref>
	White Jr, Richard D. "The micromanagement disease: Symptoms, diagnosis, and cure." Public Personnel Management 39.1 (2010): 71-76.		White Jr, Richard D. "The micromanagement disease: Symptoms, diagnosis, and cure." Public Personnel Management 39.1 (2010): 71-76.
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	===Clear understanding of tasks===		===Clear understanding of tasks===
	If no guidance is given or if the goals of a project or task are unclear, it is common for micromanagers to emerge. Since managers do not know the exact purpose of a task or project, they do not know when their task is done~~, and~~ they may never feel like they have provided what top management asked for. Therefore, giving clear guidance and defining the purpose of a task can reduce micromanagement.		If no guidance is given or if the goals of a project or task are unclear, it is common for micromanagers to emerge. Since managers do not know the exact purpose of a task or project, they do not know when their task is done. And they may never feel like they have provided what top management asked for. Therefore, giving clear guidance and defining the purpose of a task can reduce micromanagement.
	"Often micromanagement is created when managers are unclear about their duties. With no guidance from above, they never know when they have done enough and have no idea how their performance is being judged."		"Often micromanagement is created when managers are unclear about their duties. With no guidance from above, they never know when they have done enough and have no idea how their performance is being judged."
	<ref>		<ref>
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	===Encourage managers to delegate===		===Encourage managers to delegate===
	The best skill for a manager is to effectively delegate tasks. However, this can also be challenging for some. Therefore, helping managers learn the skill of giving away power is key to avoiding micromanagement and can help build even better trust within a team. When all participants know that tasks are handled well and correctly, it can enhance trust and improve teamwork.		The best skill for a manager is to effectively delegate tasks. However, this can also be challenging for some. Therefore, helping managers at multiple levels of a project or a organisation learn the skill of giving away power is key to avoiding micromanagement and can help build even better trust within a team. When all participants know that tasks are handled well and correctly, it can enhance trust and improve teamwork.
	"To some, handing over control is horrifying, but they must soon learn that delegation is one of the most important productivity skills a manager can master. When properly exercised, delegation establishes responsibility and accountability, and builds mutual trust and reciprocity between superiors and subordinates." <ref>		"To some, handing over control is horrifying, but they must soon learn that delegation is one of the most important productivity skills a manager can master. When properly exercised, delegation establishes responsibility and accountability, and builds mutual trust and reciprocity between superiors and subordinates." <ref>
	White Jr, Richard D. "The micromanagement disease: Symptoms, diagnosis, and cure." Public Personnel Management 39.1 (2010): 71-76.		White Jr, Richard D. "The micromanagement disease: Symptoms, diagnosis, and cure." Public Personnel Management 39.1 (2010): 71-76.
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	=== Allow mistakes ===		=== Allow mistakes ===
	Allowing innovation and being creative is highly important to avoid micromanagement. However, since being innovative and thinking outside the box can result in mistakes, it's important to accept that these mistakes happen. Getting a better result doesn't happen by doing the same thing all the time, but it happens by being creative and open to new solutions that have not been tested, even if there is a risk involved.		Allowing innovation and being creative is highly important to avoid micromanagement. However, since being innovative and thinking outside the box can result in mistakes, it's important to accept that these mistakes happen. Getting a better result doesn't happen by doing the same thing all the time, but it happens by being creative and open to new solutions that have not been tested, even if there is a risk involved.
	"Create an organizational environment that is open to innovation and new ideas. When mistakes happen then you know employees have been ~~empow- ered~~ with decision making authority and are taking risks. "		"Create an organizational environment that is open to innovation and new ideas. When mistakes happen then you know employees have been empowered with decision making authority and are taking risks. "
	<ref>		<ref>
	White Jr, Richard D. "The micromanagement disease: Symptoms, diagnosis, and cure." Public Personnel Management 39.1 (2010): 71-76.		White Jr, Richard D. "The micromanagement disease: Symptoms, diagnosis, and cure." Public Personnel Management 39.1 (2010): 71-76.
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	===Flatten the hierarchy of a organisation===		===Flatten the hierarchy of a organisation===
	Allowing more people to make autonomous decisions and making the hierarchy of your organization flatter can lead to more efficiency, increased agility, greater customer contact, reduced costs, and increased innovation, while avoiding micromanagement. This can also enhance employee skills, which can further improve the organization.		Allowing more people to make autonomous decisions and making the hierarchy of your organization flatter can lead to more efficiency, increased agility, greater customer contact, reduced costs, and increased innovation, while avoiding micromanagement. This can also enhance employee skills, which can further improve the organization.
	"A flat management structure allows ~~decision-making~~ and operations to happen at approximately the same level, increasing contextual transparency and improving results. When ~~higher-level~~ leadership is part of the daily goings on at the ground floor, they’re better equipped to evaluate employee performance, notice and understand operational faults and formulate solutions to company problems."		"A flat management structure allows decisionmaking and operations to happen at approximately the same level, increasing contextual transparency and improving results. When higherlevel leadership is part of the daily goings on at the ground floor, they’re better equipped to evaluate employee performance, notice and understand operational faults and formulate solutions to company problems."
	<ref>		<ref>
	Mercer. "World in a Disrupted: Mercer Global Talent Trends Study 2017." Mercer, 2017, https://www.mercer.com/content/dam/mercer/attachments/global/webcasts/global-talent-trends-2017-europe.pdf		Mercer. "World in a Disrupted: Mercer Global Talent Trends Study 2017." Mercer, 2017, https://www.mercer.com/content/dam/mercer/attachments/global/webcasts/global-talent-trends-2017-europe.pdf
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	===Self reflect===		===Self reflect===
	Even after attempting to ~~manage~~ micromanagement in your organization, it's important to reflect on yourself and consider that if none of the tools or methods mentioned above helped, the main culprit of the problem might actually be you, the top manager.		Even after attempting to reducing micromanagement in your organization, it's important to reflect on yourself and consider that if none of the tools or methods mentioned above helped, the main culprit of the problem might actually be you, the top manager.
	<span style="font-size:120%; line-height: 2.1em;"><blockquote>''You never know if the main problem is staring back at you in the mirror.		<span style="font-size:120%; line-height: 2.1em;"><blockquote>''You never know if the main problem is staring back at you in the mirror.
	''</blockquote></span>		''</blockquote></span>
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	White Jr, Richard D. "The micromanagement disease: Symptoms, diagnosis, and cure." Public Personnel Management 39.1 (2010): 71-76.		White Jr, Richard D. "The micromanagement disease: Symptoms, diagnosis, and cure." Public Personnel Management 39.1 (2010): 71-76.
	</ref>		</ref>
			In this case, self-reflection and thinking of how to use the different strategies on oneself to reduce micromanagement is key to further success.

	==Analysis of the impact of micro-management on the four perspectives of project management (Purpose, People, Complexity, and Uncertainty)==		==Analysis of the impact of micro-management on the four perspectives of project management (Purpose, People, Complexity, and Uncertainty)==

ChristianBF: /* The need for a balance between control and autonomy in project management and promoting creativity and innovation */

2023-05-07T09:33:36Z

The need for a balance between control and autonomy in project management and promoting creativity and innovation

← Older revision		Revision as of 09:33, 7 May 2023
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	</ref>		</ref>

	==The need for a balance between control and autonomy in project management and ~~promoting~~ creativity and innovation==		==The need for a balance between control and autonomy in project management and its impact on creativity and innovation==
	[[File:DD micro mangment influcence.png\|thumb\|right\|400px\|The stages of management styles are illustrated by the Double Diamond model~~, which was~~ created by the student to visualize the connection between micro-management and innovation.]]		[[File:DD micro mangment influcence.png\|thumb\|right\|400px\|The stages of management styles are illustrated by the Double Diamond model. Diagram is created by the student to visualize the connection between micro-management and innovation.]]

	In management, and therefore also in project management, it is necessary to strike the right balance between micro-management and no management. As mentioned in the sections above, micro-management can be beneficial in ensuring that project sub-tasks are completed on schedule and to quality standards. It allows project managers to closely monitor the progress of the project, identify issues early, and take action to keep the project on track. However, too much micro-management can have an impact on creativity and innovation, leading to disengagement and low morale among team members.		In management, and therefore also in project management, it is necessary to strike the right balance between micro-management and no management. As mentioned in the sections above, micro-management can be beneficial in ensuring that project sub-tasks are completed on schedule and to quality standards. It allows project managers to closely monitor the progress of the project, identify issues early, and take action to keep the project on track. However, too much micro-management can have an impact on creativity and innovation, leading to disengagement and low morale among team members.

	On the other hand, no management can lead to chaos and confusion, resulting in missed deadlines, poor quality, and ultimately project failure. Without any structured approach to managing a project, team members lack clear direction, leading to misunderstandings and miscommunications. Therefore, the balance between micro-management and no management in project management is critical~~. This requires project managers to delegate tasks, provide clear guidelines and expectations, and ensure that team members have the optimal conditions to solve the sub-task efficiently~~.		On the other hand, no management can lead to chaos and confusion, resulting in missed deadlines, poor quality, and ultimately project failure. Without any structured approach to managing a project, team members lack clear direction, leading to misunderstandings and miscommunications. Therefore, the balance between micro-management and no management in project management is critical.

	At the same time, project managers should avoid micromanaging and give team members the autonomy to make decisions and solve problems. This approach fosters a sense of ownership and accountability among team members, leading to greater engagement, innovation, and ultimately project success.		At the same time, project managers should avoid micromanaging and give team members the autonomy to make decisions and solve problems. This approach fosters a sense of ownership and accountability among team members, leading to greater engagement, innovation, and ultimately project success.

ChristianBF: /* Project success */

2023-05-07T09:29:51Z

Project success

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	===Project success===		===Project success===
	Project success means completing a project according to the agreed-upon terms, which include factors like time, budget, scope, and quality~~. These factors can be impacted by micromanagement~~. While some factors like budget and quality can be closely managed under micromanagement and have positive impacts, excessive micromanagement can hinder the overall project's success. "Empowered employees are engaged employees. They have all the tools they need to learn and grow, connect with colleagues and others throughout the company, make their own decisions, be leaders, and contribute to the success"<ref>		Project success means completing a project according to the agreed-upon terms, which include factors like time, budget, scope, and quality. While some factors like budget and quality can be closely managed under micromanagement and have positive impacts, excessive micromanagement can hinder the overall project's success. "Empowered employees are engaged employees. They have all the tools they need to learn and grow, connect with colleagues and others throughout the company, make their own decisions, be leaders, and contribute to the success"<ref>
	"Micromanagement vs. Empowerment: A Leader's Role in People Management." ProjectManagement.com, Project Management Institute, April 8, 2023,		"Micromanagement vs. Empowerment: A Leader's Role in People Management." ProjectManagement.com, Project Management Institute, April 8, 2023,
	https://www.projectmanagement.com/contentPages/article.cfm?ID=444693&thisPageURL=/articles/444693/micromanagement-vs--empowerment--a-leader-s-role-in-people-management#_=_		https://www.projectmanagement.com/contentPages/article.cfm?ID=444693&thisPageURL=/articles/444693/micromanagement-vs--empowerment--a-leader-s-role-in-people-management#_=_

ChristianBF: /* Project success */

2023-05-07T09:27:06Z

Project success

← Older revision		Revision as of 09:27, 7 May 2023
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	===Project success===		===Project success===
	Project success means completing a project according to the agreed-upon terms, which include factors like time, budget, scope, and quality. These factors can be impacted by micromanagement. While some factors like budget and quality can be closely managed under micromanagement and have positive impacts, excessive micromanagement can hinder the overall project's success. "Empowered employees are engaged employees. They have all the tools they need to learn and grow, connect with colleagues and others throughout the company, make their own decisions, be leaders, and contribute to the success" Put another way "Empowerment is a key driver of engagement."<ref>		Project success means completing a project according to the agreed-upon terms, which include factors like time, budget, scope, and quality. These factors can be impacted by micromanagement. While some factors like budget and quality can be closely managed under micromanagement and have positive impacts, excessive micromanagement can hinder the overall project's success. "Empowered employees are engaged employees. They have all the tools they need to learn and grow, connect with colleagues and others throughout the company, make their own decisions, be leaders, and contribute to the success"<ref>
			"Micromanagement vs. Empowerment: A Leader's Role in People Management." ProjectManagement.com, Project Management Institute, April 8, 2023,
			https://www.projectmanagement.com/contentPages/article.cfm?ID=444693&thisPageURL=/articles/444693/micromanagement-vs--empowerment--a-leader-s-role-in-people-management#_=_
			</ref> Put another way "Empowerment is a key driver of engagement."<ref>
	"Micromanagement vs. Empowerment: A Leader's Role in People Management." ProjectManagement.com, Project Management Institute, April 8, 2023,		"Micromanagement vs. Empowerment: A Leader's Role in People Management." ProjectManagement.com, Project Management Institute, April 8, 2023,
	https://www.projectmanagement.com/contentPages/article.cfm?ID=444693&thisPageURL=/articles/444693/micromanagement-vs--empowerment--a-leader-s-role-in-people-management#_=_		https://www.projectmanagement.com/contentPages/article.cfm?ID=444693&thisPageURL=/articles/444693/micromanagement-vs--empowerment--a-leader-s-role-in-people-management#_=_