In a world where the global economy is skyrocketing on a daily basis, the spectrum of management roles is acting in favour of businesses to keep the cogs running. Management styles are as diverse as the cultures they originate from.
The concept of micromanagement refers to a management style characterized by excessive control, close supervision, and a high level of involvement in the day-to-day tasks and activities of subordinates. In a micromanagement approach, the manager closely monitors and dictates the work of their employees, often providing detailed instructions, closely scrutinizing progress, and frequently intervening in the decision-making process.
The effectiveness of micromanagement varies according to the contemporary culture of the organisation and its geographical location. In one culture, it might function well, but that is not to say that they will work the same in other organisational settings. Some of the familiar key characteristics of management are Excessive Control, Lack of Trust, Resistance to Autonomy, Frequent Monitoring, Constant Feedback & Correction, et cetera.
The extent to which the impactfulness of micromanagement is determined is based on the cultural scenario upon which it has been implemented. From a Bangladeshi organisational context, the theory applies the same.
In Bangladesh, the impacts of globalization are as clear as water. Businesses are transcending borders nowadays, and the domino effect has reached a certain stage where it is making a significant difference in the global economy.
The narratives of micromanagement are perceived differently within different organisational cultures, even after being based in the same country. Eric Hwang wrote in The Financial Express, “One of the common reasons why someone is being labelled by his/her staff members as a “boss from hell”, quite not surprisingly, is micromanagement. Other descriptions associated with this “crime” include being a control freak, tireless follow-ups, constantly watching over staff members’ shoulders, giving unnecessary instructions, treating everyone else as “stupid”, failure to recognise the capabilities of staff members, failure to recognise the staff members’ prior experience and style in handling similar tasks.” This provides us with an outlook as to how micromanagement is currently at work, in Bangladeshi companies.
Why does micromanaging occur?
Micromanagement in organisations can arise due to a multitude of variables, typically stemming from a blend of corporate, managerial, and individual elements. Some of the most common reasons are:
Desire for control: Micromanagement in organisations can arise due to a multitude of variables, typically stemming from a blend of corporate, managerial, and individual elements. They may have concerns about the potential negative impact on their leadership if things do not go as planned.
Lack of Trust: Micromanagement can arise due to an absence of trust between supervisors and subordinates. If managers lack confidence in their team members’ ability to autonomously complete tasks or make independent judgements, they may feel compelled to closely supervise and exert control over every work area.
Pressure from Higher-ups: Managers may face pressure from higher-ranking executives or stakeholders to achieve certain objectives or fulfil deadlines. This pressure may induce individuals to get too involved in the details and operations of daily duties, ultimately resulting in micromanagement.
Fear of Failure: Managers who possess a fear of failure may engage in micromanagement as a means of reducing the likelihood of errors. This concern can arise from various sources, including a track record of projects disrupting or a fiercely competitive business climate.
Organisational Culture: The organisational culture as a whole might contribute to the practice of micromanagement. If a culture places importance on control and rigorous supervision, managers may choose to engage in micromanagement to conform to organisational norms.
No matter the reason, micromanaging is known to decrease employee morale in the long run and may develop a pattern for a high employee turnover. However, that is not the case for all organisations. In Bangladesh, micromanagement occurs in family-oriented businesses and pharmaceuticals, where attention to detail is crucial for individual/economic development.
On the contrary, Western Countries don’t perceive micromanagement well because the employees of those countries prefer autonomy in their jobs more than anything. In regards to this, Nikhil Shahapurkar wrote in The Daily Reader, “The United States is often seen as the epitome of individualistic culture, where personal achievement and independence are highly valued. In such an environment, micromanagement can be particularly jarring. American employees generally expect a degree of autonomy and trust in their professional roles, and micromanaging behaviours can clash with these expectations. The American emphasis on innovation and entrepreneurship also makes micromanagement an uncomfortable fit, as it can stifle creativity and individual initiative.”, This hints at the fact that not just the US but other European countries prefer autonomy in their jobs, as it helps boost their morale, leading to higher productivity in the end. Whereas countries in Asia and the Middle East hoard cultures favour micromanaging in their organisational structures. Therefore, traces of micromanagement can be found within the roots of their cultures.
All in all, it matters where micromanagement is being applied because the cultural norm, and stereotypes are systematically inclined to a certain outcome based on that culture. Also, it’s of significance that the managers are aware of just how much micromanaging the company needs or the employees can withstand at the end of the day.
Author: Sultanul Arefeen
