By Linda A. Hill
ISBN-10: 058523969X
ISBN-13: 9780585239699
ISBN-10: 0875843026
ISBN-13: 9780875843025
Strains the reports of nineteen new managers over the process their first yr in a managerial skill and analyzes their expectancies, their subordinates and their superiors. the recent managers additionally describe how they reframed their figuring out in their roles and obligations.
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Extra info for Becoming a Manager: Mastery of a New Identity
Sample text
You hold their [the subordinates'] careers, their jobs, in the palm of your hand, so to speak. It's [the office] my baby. It's my job to make sure it works. Page 20 Their replies were quite consistent: it meant being responsible and accountable, having power, and being in control. Most managers attributed their motivation to become managers above all to the opportunity to exercise power and control; having those, they assumed they would gain much-desired autonomy to do what they thought best. They would no longer be ''burdened by the unreasonable demands of others": Now, I'll be the one calling the shots.
They fretted that their personnel responsibilities would be inordinately demanding of their time and energy. Most managers, asked to define managerial responsibilities, did indeed comment on the need to motivate the work force. 5 A few even mentioned the manager's role in "creating the right atmosphere" or "leading the team" in the organization. They could not, however, describe in much detail what they saw as their responsibilities in these areas. They simply mentioned them. They became visibly excited and often expounded in detail, though, about what they hoped to accomplish in the sales leadership and decision-making arenas.
They fretted that their personnel responsibilities would be inordinately demanding of their time and energy. Most managers, asked to define managerial responsibilities, did indeed comment on the need to motivate the work force. 5 A few even mentioned the manager's role in "creating the right atmosphere" or "leading the team" in the organization. They could not, however, describe in much detail what they saw as their responsibilities in these areas. They simply mentioned them. They became visibly excited and often expounded in detail, though, about what they hoped to accomplish in the sales leadership and decision-making arenas.
Becoming a Manager: Mastery of a New Identity by Linda A. Hill
by Donald
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