Micromanagement might not be such a bad thing, according to Thomas O. Davenport, writing for Bloomberg Businessweek. While the "neurotic, power-tripping variety drives employees crazy", well-executed micromanagement "gives them what they want and need to do their jobs well".
Davenport points out that micromanagers are seen as putting too much emphasis on the details of employees' work at the expense of the "big picture" and "having too much contact with employees and [using] that contact in the wrong ways".
However, this negative image of could be a misrepresentation, and Davenport draws upon Towers Watson research to back-up his point. A 2009 survey asked more than 20,000 employees in 22 countries to assess the effectiveness of their immediate managers. From their responses to a series of questions on manager performance, some of the ways effective managers differ from ineffective ones were identified.