By Linda A. Hill
Strains the reports of nineteen new managers over the process their first yr in a managerial capability and analyzes their expectancies, their subordinates and their superiors. the hot managers additionally describe how they reframed their knowing in their roles and tasks.
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Extra info for Becoming a Manager: Mastery of a New Identity
Notes 1. As stated earlier, the sales managers were functional managers and their subordinates were all salespeople. The branch managers were general managers and had subordinates in different functional areas; sales, administration, and operations. Still, in speaking of their subordinates the branch managers were oriented almost exclusively toward their salespeople. In the discussion that follows, "subordinates" refers to salespersons unless otherwise indicated. Page 15 1 Setting the Stage The Managerial Role Initially the new managers had no real idea of what they had gotten themselves into.
We need to understand these frames, for they determined what each group chose to attend to, and as will become apparent, how they behaved. 3 Exhibit 11 summarizes the varied definitions of the managerial role that we found, using as a reference point the conceptual model of managerial work presented earlier. Page 19 Exhibit 11 What It Means to Be a Manager: A Conceptual ModelManagerial roleConstituencyNew managersSubordinatesSuperiorsPeersAgenda setting Financialxx Businessxxx OrganizationalxxNetwork building Subordinatesxxx Superiorsx Peersxx External othersx The New Managers' Expectations: Manager as Boss When asked to describe what it meant to be a manager, nearly all the managers began by discussing management's rights and privileges, not its duties.
Still, their expectations of a manager's job were incomplete and simplistic. Admittedly, they recognized many of the managerial functions and some of the tensions inherent in the managerial position (such as those between sales leadership and administrative responsibilities). They did not, however, appreciate the full range of demands that would be made on them, and the ambiguities and inconsistencies. For them, the managerial role was mainly one of formal authority and managing the task, not the people.