If you are doing micromanagement via 'agile,' then you are favoring processes over individuals, which goes directly against the agile manifesto. The daily standup is for teammembers to communicate amongst themselves, not for a daily status report to managers, which is why the manager is not supposed to be present, to prevent it from degenerating (also, you're supposed to stand up to prevent it from degenerating).
Micromanaging is almost always counterproductive, in any management method. I understand where you are coming from though, I have a manager currently who is using estimates to push people harder, standups as status meetings, and generally uses agile to micromanage. I've been working on mentoring him to do better, but managers can be stubborn.
btw the reason to do agile even with experienced people is to gain focus, increase communication, and partition responsibilities (someone has to figure out the requirements, for example). There are plenty of ways to do this, The Mythical Man Month points out that with a small, experienced team, almost any development methodology will work, but agile is one methodology.