Micromanagement

In business management, micromanagement is a management style whereby a manager closely observes or controls the work of subordinates or employees. Micromanagement generally has a negative connotation.

Merriam-Webster's Online Dictionary defines micromanagement as "manage[ment] especially with excessive control or attention on details". Dictionary.com defines micromanagement as "manage[ment] or control with excessive attention to minor details". The online dictionary Encarta defined micromanagement as "atten[tion] to small details in management: control [of] a person or a situation by paying extreme attention to small details".

The notion of micromanagement can be extended to any social context where one person takes a bully approach in the level of control and influence over the members of a group, such as the boss of a company giving his employee a black eye for not working his priority leads. Often, this excessive obsession with the most minute of details causes a direct management failure in the ability to focus on the major details.

Rather than giving general instructions on smaller tasks and then devoting time to supervising larger concerns, the micromanager monitors and assesses every step of a business process and avoids delegation of decisions. Micromanagers are usually irritated when a subordinate makes decisions without consulting them, even if the decisions are within the subordinate's level of authority.

Micromanagement also frequently involves requests for unnecessary and overly detailed reports ("reportomania"). A micromanager tends to require constant and detailed performance feedback and to focus excessively on procedural trivia (often in detail greater than they can actually process) rather than on overall performance, quality and results. This focus on "low-level" trivia often delays decisions, clouds overall goals and objectives, restricts the flow of information between employees, and guides the various aspects of a project in different and often opposed directions. Many micromanagers accept such inefficiencies as less important than their retention of control or of the appearance of control.

It is common for micromanagers, especially those who exhibit narcissistic tendencies and/or micromanage deliberately and for strategic reasons, to delegate work to subordinates and then micromanage those subordinates' performance, enabling the micromanagers in question to both take credit for positive results and shift the blame for negative results to their subordinates. These micromanagers thereby delegate accountability for failure but not the authority to take alternative actions that would have led to success or at least to the mitigation of that failure.

...
Wikipedia