"The main distinction between (reasonable) close management and dysfunctional micromanagement is the need for it. There are naturally times when an employee isn't performing satisfactorily, so a manager needs to pay close attention to how daily tasks are being handled. That's just basic good management. It's also very different from micromanagement, where a manager is excessively involved in small (micro) details of an employee's work, even when that employee is competent (and often better than competent) in his or her job."
"There was only one time in her career when she hadn't liked it, and she remembered it well. She had normally worked quite independently, but then one manager chose to get much more involved in the details of her daily tasks and became surprisingly controlling. The effect was immediate. Frustration with the job increased, and enjoyment of it declined. It was a textbook example: Employees almost never respond well to micromanagement."
Micromanagement occurs when a manager becomes excessively involved in small details of an employee's work despite that employee being competent. Reasonable close management is driven by need, such as when performance is unsatisfactory and daily tasks require attention. Micromanagement reduces autonomy and creates frustration, leading to immediate declines in job satisfaction and enjoyment. Surveys find roughly 60–70 percent of employees report being micromanaged at some point. Managers and employees exist in a relationship where control over daily work affects morale. Managers should intervene when necessary but avoid unnecessary meddling in competent employees' day-to-day tasks.
Read at Psychology Today
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