Management involves having projects completed by individuals through delegation of responsibilities. In the Information Technology environment micromanagement is adopted and practiced differently by many organizations. Because micromanagement allows managers to continually monitor employees and explore their needs, a close bond develops between individuals. Macro-management and micromanagement in their practical forms are somewhat different, but are equally important because they affect respective management styles.
Product performance in the technologies is critical to a company’s success, and time sensitive issues must be given priorities. Consequently, delegating responsibilities to staff without micromanaging, is macro-managing, and are indicative of the competency in managers. Elements that also contribute to success in macro-management, are the abilities of managers, and their skills in working relationships. Furthermore, macro-managers stress successful expectations of the enterprise, and especially to new employees. Hence maximum results are achieved through these exhortations being continually reinforced.
Human resources are the motive forces that engineer the success or failure of an organization. Resulting in the need for management that address and harness these skills, for both the welfare of the individual, and growth of the company. Hands-off macro-management allows the employee to manage work independently, a sign of implicit employer’s confidence. Macro-management could inherently be ill-advised for its weaknesses also. Therefore, in the technological industry, the approach for success would require in depth product knowledge, and diverse management ability. Inevitably, intimate oversight might be required to accomplish challenging projects, which will adhere to time constraints, and simultaneously, foster genuine working relationships.
Having been subjected to the ills of micromanagement in computer technology, it became evident why selective managers would exploit this concept indiscriminately. It provides a secure method to circumvent impartial labor laws, and simultaneously to remove an employee without legal consequences. This is a common practice in my industry. For every organization, there will be management issues to be resolved. The implementation of either macro or micromanagement will have to be considered for the financial health of the company. Undoubtedly, many employees will not be enamored by the micromanager. Also, excessive micromanaging could compromise the human resources of the organization. Perhaps, some companies would be well advised to entertain professional services for extreme cases of micromanaging.
The macro-manager, even though, permitting freedom to employees to discharge their duties, occasionally must be engaging to provide mentoring and assistance. Despite the origin of pressure which managers must contend, employing either concept require discretion. Employees view these actions relative to the psychological implications, and judge their managers accordingly. Architects of these management tools have concluded that neither method has been proven successful exclusively. Consequently, the rational approach would utilize both methodologies with the company’s interest being considered, and workers respected for their contribution.