Micro management in project management
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==The need for a balance between control and autonomy in project management== | ==The need for a balance between control and autonomy in project management== | ||
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==The use of micro management under a crises== | ==The use of micro management under a crises== | ||
Revision as of 20:48, 2 April 2023
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Abstract
This article will go into detail abound micro-management in project management, and which negative effects it can have on project success. Everybody knows the term micro-management and that it can seriously affect many factors in the workplace and thereby also in project management. “79% have experienced micromanagement from their current or past managers.” [1] This meant that even if a team leader or manager thinks that they are not micromanaging there is still a high chance that it’s still happening. Therefore it’s important for all team leaders and members to know abound micromanagement and its negative impacts. Which includes reduced team morale, decreased motivation, increased stress levels, and a less successful project result. To avoid micro-management, project managers should strike a balance between control and autonomy and whit this delegate responsibilities, thereby boosting team innovation. By considering the four perspectives of project management (Purpose, People, Complexity, and Uncertainty), this article will give project managers can gain a more comprehensive understanding of the impact of micro-management and what tools can be used to avoid Micromanagement.
Intro
Definition of micro management
What is Micro mangenment
Micro-management is a management style where a manager or project manager exerts excessive control over their team, often getting involved in even the smallest of tasks. According to the Cambridge English Dictionary, micro-management is "the act of controlling every part of a situation, including small details." [2]While some may see micro-management to ensure high levels of productivity and quality, it can have a negative impact on employee morale and creativity. In regards to project management, especially, employee morale in the area and the possible lack of creativity can have a huge impact on the solution space of a project.
Understanding micro-management
Understanding the impact of micro-management is crucial for effective project management. While micromanagement can have some short-term advantages in certain situations, such as training new team members, increasing productivity on certain tasks, and controlling high-risk issues, the long-term costs can be excessive and significantly affect a project. These long-term disadvantages could be low employee morale, high staff turnover, reduction of productivity, and dissatisfaction among stakeholders. In fact, micro-management is among the top three reasons employees quit.[3] Ultimately, micro-management leads to long-term decreased growth potential in a department, hindering progress and success.
By knowing the impacts of micro-management, project managers can avoid its negative effects and promote autonomy, trust, and innovation among team members, ensuring the success of one or multiple projects.
The impacts of micro management
Micro-management can have an impact on many areas, which can be within all areas of project management, such as project success or efficiency, but it can also have an impact on the people involved. This section will go through some of the most impactful areas within project management.
Team morale and motivation
Micromanagement has negative impacts on employees. It reduces job satisfaction and makes them feel like they have no control. Constant supervision and criticism create a stressful work environment that affects mental and physical health. Employees become less motivated and creativity suffers. Being monitored damages trust in the manager and creates a negative work environment.
"morale suffers as subordinate employees feel the administration does not trust their ability and competency as corrections officers, effectively driving a wedge between management and subordinates" [4]
Project progress and efficienty
Micromanagement can have a significant impact on project progress, both positively and negatively. Micromanagement can help ensure that tasks are completed on time and to a high standard due to the high amounts of checkups from a manager. This can also help prevent errors and misunderstandings, leading to a more streamlined project process. However, this will only work in a short period of time since the long-term effect of micromanagement from a project leader can give employees the feeling of low autonomy, thereby decreasing problem-solving capabilities. This can lead to demotivation and a decrease in productivity. "Indeed, micromanagement can benefit performance when it helps to minimize coordination failures and to ensure quality control. Such benefits, however, may be outweighed by the costs of micromanagement, including reduced employee autonomy." [5]
project success
The need for a balance between control and autonomy in project management
The use of micro management under a crises
Strategies and tools for avoiding micro management
delegating responsibilities
establishing performance metrics
clear communication
The importance of empowering team members and promoting creativity and innovation
The role of trust and transparency in avoiding micro management
The impact of micro-management on the four perspectives of project management (Purpose, People, Complexity, and Uncertainty)
Best practices for avoiding micro-management
References
- ↑ Chambers, Harry E. My way or the highway: The micromanagement survival guide. Vol. 13. ReadHowYouWant. com, 2009.
- ↑ "micromanagement." Cambridge English Dictionary, Cambridge University Press, 2021, https://dictionary.cambridge.org/dictionary/english/micromanagement.
- ↑ Collins, Sandra K, and Kevin S Collins. “Micromanagement--a costly management style.” Radiology management vol. 24,6 (2002): 32-5.
- ↑ Shuford, John A. "Micromanagement: The enemy of staff morale." Corrections Today 81.5 (2019): 36-41.
- ↑ Tost, Leigh Plunkett, et al. "The Paradox of Micromanagement: The Benefits and Costs of Close Monitoring for Organizational Leaders." Academy of Management Discoveries, vol. 2, no. 4, 2016, pp. 359-371.
