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Sanaghan and Lohndorf (2016) these are the behaviors of micromanagers, micromanager uses a
skill set that has worked for them in the past, mostly they begin as staff that have developed
affective operational skills and are good at achieving goals, managing budgets, and solving
problems. Also, micromanagers fear unwanted outcomes because micromanagers get energized
by fear of failure, embarrassments, feeling hiding them information, or maybe not knowing what
In addition to, micromanagers’ approach always is like dictatorship my way or the high way
approach; they like using raw power and often assert their management simply because they can.
strength. On the other hand, micromanagers don’t accept the judgment of other employees; they
are poor listeners because they always suppose that they know how things should be done.
Micromanagers don’t like to hear advises, experiences or perspectives from others. (Sanaghan &
Lohndorf, 2016)
interact and supervise people in ways that increase motivation and build trust?
As Sanaghan and Lohndorf (2016) stated in their article, managers should use these strategies to
deal with micromanagement. First, keeping good records because it is significant since
micromanager often forget what directions they have given and what commitments they have
made. Second, confirming deadlines because micromanagers always think unrealistic deadlines.
Third, prioritizing the work since micromanagers cannot prioritize difficult times. Fourth,
Reference
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