Micromanagement and Empowerment

Micromanagementand Empowerment

Micromanagementand Empowerment

Micromanagementis quite a strict style of running an organization where the managergets involved with the direct supervision of employees, even onroutine tasks. Micromanaged employees are likely to feel unsatisfiedwith the job since they are not given an opportunity to exercisetheir mind in carrying out their daily activities (Eyre, 2014). Lackof employee satisfaction and motivation in a micromanaged environmentarises from the fact that micromanagement stifles their efficiencyand creativity. These employees should react to the micromanagementin a professional way, in order to convince their bosses that theyhave the capacity to work under minimal supervision.

Thereare three strategies that employees can use to avoid beingmicromanaged. First, employees can request their bosses to give themthe information that they require to do their job upfront (Eyre,2014). Secondly, they can volunteer to take the project they areconfident that they will do the best in order to win the trust oftheir managers and supervisors. Third, communicating progress withthe management reassures the management that the employees areresponsible and need less supervision.

Employeeempowerment is a concept that refers to the process of allowingworkers to make input and take control over their job-related tasks(Whisenand, 2011). Empowered employees feel that their roles andcontributions to the organization are respected. This results intheir motivation, job satisfaction, and dedication at work. Thismeans that empowered employees react to the management`s empowermentby using their creativity to enhance their individual and theorganizational performance.

Themanagement can empower employees in different ways, but three of themare more effective, First, the management should foster opencommunication in order to give room for employees to make theircontribution (Daum, 2013). Secondly, the management should reward anyself-improvement achieved by employees. Third, the management shoulddefine rules and let employees execute their mandates using the rulesand with limited supervision. In essence, employee empowermentenhances the organizational performance as opposed to themicromanagement.


Daum,K. (2013, September 30). Eight tips for empowering employees. MenuInc.Retrieved December 25, 2014, fromhttp://www.inc.com/kevin-daum/8-tips-for-empowering-employees.html

Eyre,E. (2014). Avoidingmicromanagement.London: Mind Tools Ltd.

Whisenand,P. (2011). Supervisingpolice personnel: The fifteen responsibilities (7th ed.).Upper Saddle River, NJ: Pearson Learning.