Helen Transeptember 17, 2018 Success Week 2 Discussion

Helen Transeptember 17 2018gu500 Successweek 2 Discussionannotated

Helen Transeptember 17 2018gu500 Successweek 2 Discussionannotated

Helen Tran September 17, 2018 GU500 – Success Week 2 Discussion Annotated Bibliography Mitchell, T. (2003). Micromanaging Is Bad Business. Health Care Registration: The Newsletter For Health Care Registration Professionals, 13(1), 10. Purpose of Article: The analogy of a centerfield person having fear of losing success is just as similar to a micromanager who wants to take control for him/herself. This leads to disarray of the team and the trust, the team has for one another.

Article Summary: Micromanagers have a sense of taking control whether they fear of things do not go his/her, afraid to trust his/her teammates, and or do not fully have the knowledge of his/her own role. Micromanagers’ act can affect the overall efficiency of the team, confusion of one another’s role, and can severely impact the relationship and trust the team built for one another. Critique of Article: This article answers my question to how micromanaging affect employees. It also gives an outlook to the reason why micromanagers act the way they did so that I can understand better of how micromanaging was created and why it exists. Eblin, S. (2017).

Micromanagement is Really a Trust Issue. Government Executive, 1. Purpose of Article: There is only one reason why micromanager micromanage because they lack trust in their colleagues. Three factors that lead to how trust is establish are sincerity, competence, and credibility. Article Summary: Micromanagement is a trust issue started from how sincere you are to the people and your job.

Your positive intent displays your character and let others to trust you more. If you lack competence, micromanager will not have trust in you and tend to do the work for you. In fact, the micromanager may not want to keep you, if you lack responsibility. Lastly, credibility depends on your promise and the timeframe you establish on getting stuff done. This will show how dedicated you are to your job and how credible your words will be.

All of this lead to trust. Critique of Article: This article answers my question in the very first paragraph even before the author starts naming out the factors that explain why trust is the reason to micromanagement. Micromanagement is a trust issue that can give a mental breakdown to many people.

Paper For Above instruction

Helen Transeptember 17 2018gu500 Successweek 2 Discussionannotated

The concept of micromanagement has been extensively studied within organizational behavior and management literature due to its significant impact on employee morale, productivity, and overall organizational effectiveness. Two noteworthy articles, Mitchell (2003) and Eblin (2017), provide valuable insights into the root causes and consequences of micromanagement, emphasizing trust as a pivotal factor.

Mitchell (2003) draws an analogy between a centerfielder fearing the loss of success and the micromanager’s desire to control. This analogy reveals that micromanagers often act out of a fear of failure or a lack of confidence in their own control capacities. Such behavior disrupts team cohesion, fosters confusion over roles, and undermines trust among team members. The article underscores that micromanagement stems from underlying insecurities or a lack of proper role understanding, which then proliferates inefficiencies and deteriorates interpersonal relationships. This perspective is crucial because it highlights that micromanagement is not merely a managerial flaw but often rooted in deeper psychological concerns, such as fear of failure or loss of authority.

Eblin (2017) approaches micromanagement from the perspective of trust, asserting that it is fundamentally a trust issue. According to Eblin, micromanagers tend to only micromanage because they lack trust in their colleagues’ sincerity, competence, and credibility. The article emphasizes that sincerity involves genuine intent in interactions, which fosters trustworthiness. Competence pertains to one’s ability to perform tasks effectively, and credibility involves the consistent reliability of a person’s promises and actions. When trust is absent or weak in any of these areas, micromanaging tendencies increase because the manager seeks to control outcomes directly rather than delegating responsibility with confidence. Both articles collectively affirm that trust issues are central to understanding micromanagement and its detrimental effects on organizational health.

The implications of these insights are significant for managers and organizational leaders. Recognizing that micromanagement often originates from insecurity or trust deficits can inform intervention strategies. For example, leadership training should focus on building trust and confidence among team members, fostering an environment where delegation is supported, and insecurity is addressed through open communication and accountability. Moreover, understanding that micromanagement impacts morale and productivity suggests the need for organizational policies that promote autonomy, respect, and professional development.

Furthermore, these articles collectively contribute to a broader understanding of the psychological underpinnings of leadership behaviors. The fear-based and trust-based reasons for micromanagement are not merely managerial flaws but reflect deeper emotional and cognitive processes. Addressing these issues involves nurturing emotional intelligence, promoting transparency, and cultivating a culture of trust. For instance, leaders can adopt approaches such as coaching to improve communication, providing positive reinforcement, and ensuring role clarity to diminish insecurities that trigger micromanagement. Importantly, reducing micromanagement not only enhances individual well-being and satisfaction but also promotes organizational agility and innovation, as employees are empowered to make decisions and contribute creatively.

In conclusion, the examined literature underscores that micromanagement is primarily rooted in trust deficiencies and insecurity. Effective management, therefore, involves actively fostering trust and confidence within teams, understanding the psychological motivation behind control behaviors, and implementing organizational practices that support autonomy and professional growth. Future research should explore further strategies for trust-building and the cultural factors that influence management styles across diverse organizational contexts.

References

• Mitchell, T. (2003). Micromanaging Is Bad Business. Health Care Registration: The Newsletter For Health Care Registration Professionals, 13(1), 10.
• Eblin, S. (2017). Micromanagement is Really a Trust Issue. Government Executive, 1.
• Goleman, D. (1998). Working with Emotional Intelligence. Bantam Books.
• Lewin, K., Lippitt, R., & White, R. K. (1939). Patterns of aggressive behavior in experimentally created social climates. Journal of abnormal and social psychology, 34(2), 205–210.
• Management Study Guide. (2020). What is Micromanagement? Retrieved from https://www.managementstudyguide.com/micromanagement.htm
• Robinson, S. P., & Judge, T. A. (2019). Organizational Behavior (18th ed.). Pearson.
• Yukl, G., & Mahsud, R. (2010). Why flexible and adaptive leadership is essential. Business Horizons, 53(4), 319-329.
• Larson, E., & LaFasto, F. (1989). Teamwork: How to Build a High-Performance Team. Sage Publications.
• Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations. Jossey-Bass.
• Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.