What happens if leaders behave as micromanagers at work? How would you as a manager avoid managing too closely, and treat your employees as equals?
In addition to your book, the following post make help you in crafting your response:
- Delegating in due measure: “I don’t work for you and you don’t work for me, but together we work to achieve company goals.”
- Micromanagement: the presumption of inefficiency: close monitoring does not inspire creativity
- Bullying, disempowerment, and micromanagement: a guest blog post from former graduate students that discusses the damage that can occur when managers hold the reins too tight.
The discussion asks you to discuss micromanagement, delegating, and managers’ reluctance to do it. Turning over projects and authority may be easier for leaders in the imploded hierarchy, where employees work in a team environment. Job enrichment and the JCM model stress giving employees freedom at work (autonomy) and task identity (performing a whole task. Volvos for example are assembled by teams which stamp the team members’ names into the car molding). People centered managers in companies that are inclusive want to develop their employees. Individuals in turn will do what is rewarded.
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