By Linda A. Hill
Lines the studies of nineteen new managers over the process their first 12 months in a managerial ability and analyzes their expectancies, their subordinates and their superiors. the hot managers additionally describe how they reframed their figuring out in their roles and tasks.
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Extra info for Becoming a Manager: Mastery of a New Identity
Networking was tolerated as a necessary evil, "keeping the administrative monkey off [your] back": "If you know the right people, you can get things done. " This was a chore at which they hoped to spend little time. With some disdain, almost all expressed the need to manage office politics. Many spoke of the problems peers could create for you, if they wanted to. Some recited tales of peers obstructing and even sabotaging each other's efforts. Those who had witnessed such events spoke of the need to behave diplomatically and make no unnecessary enemies.
As some of the new managers mentioned, the administrative procedures were the organization's way of continually collecting and updating information about what was happening in the field and the marketplace. The managers expected that their administrative responsibilities would mean a lot to their superiors and be considered intrusive by their subordinates and customers. " Manager as Politician All the new managers were uneasy about managing relationships with superiors and peers, especially about meeting objectives the boss gave them.
Listening to them, it becomes clear that the transition to manager is not limited to acquiring competencies and building relationships. Rather, it constitutes a profound transformation, as individuals learn to think, feel, and value as managers (see Exhibit I-1). *Their experiences were, of course, diverse. Each manager's experience was shaped partly by personal characteristics such as prior experience, skill, and managerial style, as well as by situational factors such as company, office size and strategy, and profile of subordinates.