Micromanagement Analytic Report

Question One
Over the years, micromanagement has been widespread in organizations across the world. Micromanagers monitor every small aspect of a project assigned to employees instead of allowing them to have their way and hold them accountable. Often, such leaders do not delegate tasks but prefer to be task managers (Dhingra, 2015). Besides, they discourage decision making by the subordinates; as an alternative, they own all decision making power, at times for small and trivial details and activities.
The relationship between Peter Smith and Keith Schmidt has been complicated. By reading this case, Peter is micromanaging Keith by challenging and monitoring any decision that Keith tries to bring on Board. Smith is scrutinizing every aspect and strategy Schmidt tries to make about the museum. He wants to be part and parcel of every decision Smith makes. This is evident in how Smith criticizes every contribution Schmidt presents to the Board. In my opinion, there is a significant difference in the roles of an executive director and a board chairman. In reality, when determining Schmidt's decisions, Peter should understand that part of his decision power is gone. I believe this is the root cause of Smith trying to micromanage Schmidt.
Micromanagement has undesirable impacts on an organization. Usually, it causes s mistrust between coworkers leading to regular conflicts. Micromanagement undermines the professional capabilities of an individual as well as their judgments (Dhingra, 2015). For instance, by opposing Schmidt's idea to expand the museum, Smith undermined Schmidt's abilities. Later, Keith's idea proved viable after the completion of the museum.
Question Two
In workplace settings, conflicts are unavoidable and can arise between subordinates, coworkers, supervisors, managers, board members, or between employees and other external stakeholders such as suppliers, investors, customers, and regulatory bodies. Smith and Schmidt face interpersonal conflict, which stems from their differences in their management and leadership styles. For example, they have different views on the museum's financial capability and the speed at which the organization should grow.
Interpersonal conflicts are prevalent in workplace settings. They are attributable to poor communication, perceived differences, lack of adequate skills and discipline, criticisms, and spatial relationships, to mention a few (Deep, 2016). From the reading, Schmidt is a risk taker while Smith is a risk-averse and more conservative. Besides, Schmidt prefers to be allowed to do his job with minimal control. It is for this reason that he feels that Smith is not trusting his leadership skills. On the flip side, Smith wants his power as a chairman to be recognized and taken into consideration.
Question Three
Role ambiguity not only causes conflicts in an organization but also hampers its productivity and performance. In reality, it can be costly to a business as it leads to depression, anxiety, physical illness, ineffective work behaviors, and negative employee attitudes (Palomino& Frezatti, 2016). This means a lot of productive time is wasted either settling conflicts or employees doing little or nothing. Reading this case, it essential to have a well-detailed job...