Micromanagement

Paper Summary:

The paper researches whether managers who express, or who are perceived to express micromanagement tendencies, create stress in the workplace for employees. The paper utilizes a blind survey where respondents were asked a series of questions regarding general feelings about management style and additional questions regarding their perceived stress levels. The paper proves that people who characterize supervisors as having micro-tendencies are much more likely to experience work stress and life stress. The paper includes a large amount of source material.

Outline:
Introduction
Methodology
Results

From the Paper:

"Micromanagement has become the new generation's most categorically leveled insult, with regard to complaints about management. Accusing a manger of being a micromanager is complicated and some argue that it is simply a result of employee resistance to training and supervision, yet others argue that a micro-manger is intolerable and ineffective, as he or she concentrates so much on the small details that they cannot see the big picture, not to mention that they tend to seriously stress out employees. (Small Business Resources.com, 2006, NP) Defining micro-management is not easy, as definitions vary and perception is often the defining characteristic. For the purposes of this work, a micro-manger is defined as an individual supervisor who is excessively concentrated on details, to the point that an individual feels as if they are not trusted and or respected and this increases the stress of their workplace and life."

Sample of Sources Used:

• Brown, M. R. (1998, February). Management by Delegation: Don't Be a Micro Manager Share the Responsibility. Black Enterprise, 28, 76.
• Dictionary.com "Micromanagement," 2008, Retrieved January, 10 2008 from: http://dictionary.reference.com/browse/micromanagement
• Eadie, D. (2005, February). Board Committees as the Governing Engines. School Administrator, 62, 8.
• Frase, L. E., English, F. W., & Poston, W. K. (2001, November). Enter Micro-Managers. Goodbye Macro-Management. School Administrator, 58, 44.
• Jameson, J. K. (2004). Negotiating Autonomy and Connection through Politeness: A Dialectical Approach to Organizational Conflict Management. Western Journal of Communication, 68(3), 257.

More papers on Micromanagement:

• Essay # 85781 : "Micromanagement"
• Case Study # 91880 : "Micromanagement: A Case Study"
• Article Review # 119258 : "Micromanaging Detroit"

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