micromanage

简明释义

英[ˈmaɪkrəʊmænɪdʒ]美[ˈmaɪkroʊmænɪdʒ]

微观管理

英英释义

单词用法

同义词

反义词

例句

1.In order for your employees to do their jobs and do them well, they need to know what to do. That means you need to give them clear direction. That doesn't mean you need to hover and micromanage.

为了让员工顺利地工作，他们得了解自己该做什么。这就意味着你该给予他们一个明确的方向。但不意味着你得垂帘听政。

2.Managers have differing styles when it comes to supervising work. Some use a "hands-off" approach and prefer to coach or mentor rather than manage the details closely (micromanage).

不同上级对工作管理的风格不尽相同。有些人采取“不干涉”原则- - -他们更喜欢辅导或培养；而不是密切关注细节(微管理)。

3.Everyone's first instinct is to grab back the Legos that the new kid took - to fight them for that part of the tower or to micromanage the way they're building the tower.

每个人的第一直觉都是把新人夺去的乐高抢回来，把部分塔的建造职责赢回来或者对建造塔的方式进行微观处理。

4.Mothers need to allow dads to be dads and to have their own relationship with their children - and in particular with their boys - without trying to micromanage, ' she says.

“妈妈要让爸爸有机会成为一个好爸爸，让爸爸和他的孩子，特别是和儿子建立自己的一种关系，尽量避免管得太细。”她说。

5.You can count on more order to emerge from trusting freedom than you get from attempting to micromanage other people's lives.

与事无巨细地试图管理他人生活相比，让他们得到自由却可以获得更多的秩序。

6.Its officers and project managers have a clear enough sense of how to tackle each project, Ms. Zollinger says, that she doesn't need to micromanage the process.

左林格表示，他们的管理人员和项目经理对如何处理每一个项目有足够清醒的头脑，因此她不必事必躬亲。

7.Besides trying to micromanage the regulatory process in some respects, the new law in other provisions takes a different tack and directs the regulatory agencies merely to study particular problems.

除了试图对监管过程进行某些方面的细致化管理以外，新法还在其他条款中采用了不同的思路并命令监管部门仅仅研究特定问题。

8.She feels that her boss micromanages her work, making it hard for her to take initiative.

她觉得她的老板微观管理她的工作，使她很难主动。

9.Some employees perform better when they are not micromanaged.

一些员工在不被微观管理时表现得更好。

10.If you continue to micromanage every detail of the project, your team will lose motivation.

如果你继续微观管理项目的每一个细节，你的团队将失去动力。

11.The manager tends to micromanage his team, which frustrates them and stifles creativity.

这位经理倾向于微观管理他的团队，这让他们感到沮丧并抑制了创造力。

12.Leaders should avoid the tendency to micromanage and instead empower their staff.

领导者应该避免微观管理的倾向，而是赋予员工权力。

作文

In today's fast-paced work environment, the role of a manager has evolved significantly. One term that has gained prominence in discussions about management styles is micromanage. To micromanage means to control every small detail of a project or task, often leading to frustration and decreased morale among team members. While some may argue that this approach ensures quality and adherence to standards, it can also stifle creativity and independence.When a manager chooses to micromanage, they often hover over their employees, scrutinizing every decision and action. This behavior can create an atmosphere of distrust, where employees feel that their capabilities are being questioned. For instance, imagine a scenario where a team is working on a marketing campaign. If the manager insists on approving every single design choice, color scheme, and wording, the team may feel demotivated and less inclined to contribute their ideas. Instead of fostering a collaborative environment, micromanagement can lead to resentment and disengagement.Moreover, micromanaging can have detrimental effects on productivity. When managers are overly involved in minor details, they divert their attention from strategic planning and problem-solving. This not only hampers their own effectiveness but also limits the growth and development of their team members. Employees who are not given the autonomy to make decisions may struggle to develop their skills, as they are constantly waiting for approval rather than taking initiative.On the other hand, there are situations where close supervision may be necessary. For example, in high-stakes projects or when training new employees, some level of oversight can be beneficial. However, the key lies in finding the right balance. Managers should aim to provide guidance and support without crossing the line into micromanagement. This can involve setting clear expectations and allowing employees the freedom to meet those expectations in their own way.To combat the tendency to micromanage, managers can adopt several strategies. First, they can focus on building trust within their teams. By demonstrating confidence in their employees' abilities, managers can empower them to take ownership of their work. Regular check-ins and constructive feedback can replace constant oversight, creating a more positive working relationship.Additionally, providing opportunities for professional development can encourage employees to grow and take on new challenges. When team members feel supported in their career advancement, they are more likely to strive for excellence without needing excessive direction. This not only enhances individual performance but also contributes to the overall success of the organization.In conclusion, while micromanagement might stem from a desire for perfection and control, it often leads to negative outcomes for both managers and employees. Striking a balance between guidance and autonomy is crucial for fostering a productive and innovative work environment. By recognizing the pitfalls of micromanagement and embracing a more empowering leadership style, managers can enhance team dynamics and drive success in their organizations.

在当今快节奏的工作环境中，管理者的角色发生了显著变化。一个在关于管理风格的讨论中逐渐突出的术语是micromanage。micromanage的意思是控制项目或任务的每一个小细节，这往往会导致团队成员的沮丧和士气下降。虽然一些人可能会认为这种方法能确保质量和遵循标准，但它也可能扼杀创造力和独立性。当管理者选择micromanage时，他们通常会在员工身边徘徊，审查每一个决定和行动。这种行为可能会造成不信任的氛围，员工会觉得自己的能力受到质疑。例如，想象一个团队正在策划一个营销活动。如果经理坚持要批准每一个设计选择、颜色方案和措辞，团队可能会感到沮丧，并不太愿意贡献他们的想法。与其促进合作环境，micromanagement反而可能导致怨恨和脱离。此外，micromanaging对生产力也会产生不利影响。当经理过于关注小细节时，他们将注意力从战略规划和问题解决上转移。这不仅妨碍了他们自身的有效性，也限制了团队成员的成长和发展。没有自主决策权的员工可能会努力提升自己的技能，因为他们总是在等待批准，而不是主动采取行动。另一方面，在某些情况下，密切监督可能是必要的。例如，在高风险项目或培训新员工时，某种程度的监督是有益的。然而，关键在于找到合适的平衡。管理者应该旨在提供指导和支持，而不越过micromanagement的界限。这可以包括设定明确的期望，并允许员工以自己的方式满足这些期望。为了克服micromanage的倾向，管理者可以采用几种策略。首先，他们可以专注于建立团队之间的信任。通过展示对员工能力的信心，管理者可以赋予他们对工作的责任感。定期检查和建设性的反馈可以替代不断的监督，从而创造更加积极的工作关系。此外，提供职业发展的机会可以鼓励员工成长并迎接新挑战。当团队成员感到在职业发展上得到支持时，他们更有可能追求卓越，而不需要过多的指导。这不仅提高了个人表现，也有助于组织的整体成功。总之，虽然micromanage可能源于对完美和控制的渴望，但它往往会导致管理者和员工的负面结果。找到指导和自主之间的平衡对于促进高效和创新的工作环境至关重要。通过认识到micromanagement的陷阱并拥抱一种更具赋权的领导风格，管理者可以增强团队动态并推动组织的成功。