Micromanager Report 
The Micromanager (Report)
HBR-Case Study
Summary of the Case
This case is about clash between CEO George Latour and Marketing Director Shelley Stern of Retronics. As CEO George 's order was to grow incomes with an eye to taking the software engineering firm public by 2006.Retronics had been a Silicon Valley sweetheart amid the 1990s, getting a charge out of liberal investment subsidizing and bragging a long rundown of enormous name customers. At the point when the dot-com bubble blast, Retronics had endured. In the first place came the cutbacks and layoffs; then the board terminated the founder. In 2003, the directors contracted George. He had acquired some vital new business. In any case after 16 months, incomes hadn 't bounced back enough to awe speculators, and different firms were starting to pick off Retronics ' share of the market. The board was stamping its aggregate feet, and George was running out of ideas.
On the other hand Shelly the marketing director came into the company by the way of board’s chairman Pete. The executive advised George to train her. George had her sit in on a percentage of the engineers ' gatherings. She 'd go hand in hand with the deals drive on customer calls to see and get notification from clients specifically. He 'd even asked the CFO to clarify the organization 's money stream circumstance to her. At the same time in any case he discovered a number of her choices a bit off target. So he continued altering her work, clarifying what truly mattered to clients, how they touched base at their buying choices, and how Retronics ' quality suggestion could be made clearer. The issue now was Shelley despondent with George conduct. For her, George was micromanaging her.
What is Micromanagement?
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. (Chambers, Harry, 2004)
Now we will discuss about micromanagement,
HBR-Case Study
Summary of the Case
This case is about clash between CEO George Latour and Marketing Director Shelley Stern of Retronics. As CEO George 's order was to grow incomes with an eye to taking the software engineering firm public by 2006.Retronics had been a Silicon Valley sweetheart amid the 1990s, getting a charge out of liberal investment subsidizing and bragging a long rundown of enormous name customers. At the point when the dot-com bubble blast, Retronics had endured. In the first place came the cutbacks and layoffs; then the board terminated the founder. In 2003, the directors contracted George. He had acquired some vital new business. In any case after 16 months, incomes hadn 't bounced back enough to awe speculators, and different firms were starting to pick off Retronics ' share of the market. The board was stamping its aggregate feet, and George was running out of ideas.
On the other hand Shelly the marketing director came into the company by the way of board’s chairman Pete. The executive advised George to train her. George had her sit in on a percentage of the engineers ' gatherings. She 'd go hand in hand with the deals drive on customer calls to see and get notification from clients specifically. He 'd even asked the CFO to clarify the organization 's money stream circumstance to her. At the same time in any case he discovered a number of her choices a bit off target. So he continued altering her work, clarifying what truly mattered to clients, how they touched base at their buying choices, and how Retronics ' quality suggestion could be made clearer. The issue now was Shelley despondent with George conduct. For her, George was micromanaging her.
What is Micromanagement?
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. (Chambers, Harry, 2004)
Now we will discuss about micromanagement,
References: 1. Harry Chambers: "My Way or the Highway: The Micromanagement Survival Guide", Berrett-Koehler Publishers (2004), ISBN 978-1-57675-296-8 2. Bielaszka-DuVernay, Christina (2008), Micromanage at Your Peril, Harvard Business School Publishing Corporation. This article appeared in the February 2007 issue of Harvard Management Update. 3. David Thomas. Narcissism: Behind the Mask (2010), publisher book guild limited (2012), pp 1846-9781 4. Alvesson, M., & Sveningsson, S. (2003). Good visions, bad micro-management and ugly ambiguity: contradictions of (non-) leadership in a knowledge-intensive organization. Organization Studies, 24(6), 961-988.