amacom, what every new manager needs to know - making a successful transition to management

[...]... ❑ What are the major obstacles? ❑ What should be included in your managing model? ❑ What are the measures of a manager s performance? What Every New Manager Needs to Know focuses attention on people who have a desire to become managers, whether they work in academia, government, industry, or not-for-profit organizations The information in this book applies to the newly appointed managers who have little... director, Ms Adrienne Hickey, for her interest in promoting What Every New Manager Needs to xv xvi A CKNOWLEDGMENTS Know; to Mike Sivilli, the associate editor; and to Lydia Lewis, the production manager It was my privilege and pleasure to work with a staff that demonstrated their professionalism in making What Every New Manager Needs to Know a reality Finally, to my wife Shirley, my partner who joined... M.B .A 223 Why Managers Succeed or Fail 224 Index 231 [ Preface ] WHAT EVERY NEW MANAGER NEEDS TO KNOW grew out of a concern that organizations continue to struggle in developing managers who are expected to take on demanding management responsibilities During my tenure as a 3M executive I often faced the situation when a management position became available that someone would ask me: ‘‘I’d like to have... talent and some of the attributes associated with becoming a manager You reflected on managers with whom you worked over the years as a professional and thought about what kind of manager you might be G E T T I N G S TA R T E D AS A M A N AG E R 3 You’ve worked with good and not-so-good managers but with only one that you really thought met your standards as a model manager Deciding to become a manager. .. Every New Manager Needs to Know provides the tools and techniques needed to ease the transition to managing and the subsequent steps up the career ladder in management Yet while the tools and techniques are important they take second place to learning the fundamentals of managing Chapter 1 raises the issues related to embarking on a career that determines the future of society and draws your attention to. .. decision to write this book, my sincere thanks for her interest and counsel, which were so essential for this effort WHAT EVERY NEW MANAGER [ NEEDS TO KNOW ] This page intentionally left blank CHAPTER [ 1 ] Getting Star ted as a Manager You are about to embark on a career that determines the future of society Every failure and every success in academia, government, or industry can be traced to a manager s... to gain experience The book responds to some very basic questions involved in making a transition to management from a systems perspective: ❑ What does managing involve? ❑ What are the prerequisites for becoming a manager? ❑ How does one learn to be a manager? ❑ What are the challenges on the learning curve? ❑ What knowledge, competencies, skills, and attitudes are required? P R E FA C E xiii ❑ What. .. whether national or global, to every organization whether product or service oriented, and to every organization from the smallest to the largest MANAGEMENT AND MANAGING: IS THERE A DIFFERENCE? Management as a practice is part of ancient history, but management as a discipline is a mid-twentieth century invention A review of the literature will find many descriptions for the activity we call management The... to appoint managers without fully evaluating their competencies or providing the necessary minimum education and training What Every New Manager Needs to Know focuses on the preparation that should precede appointment to a management position and on the learning that should take place in the first few years—the learning that comes not only from formal and informal education and training but also from... something was going to happen because they saw office doors being closed when most of the time they’re left open The manager talks about the goals of the organization and past performance and finally announces that you’ve been appointed the new department manager as of Monday morning There’s a nonverbal mixed reaction and the manager asks everyone to cooperate with you during this transition and concludes . class="bi x0 y0 w0 h0" alt="" WHAT EVERY NEW MANAGER NEEDS TO KNOW [] 10273$ $$FM 0 7-3 0-0 3 14:39:16 PS This page intentionally left blank WHAT EVERY NEW MANAGER NEEDS TO KNOW [] MAKING A SUCCESSFUL TRANSITION. Data Gaynor, Gerard H. What every new manager needs to know : making a successful transition to management / Gerard H. Gaynor. p. cm. Includes index. ISBN 0-8 14 4-7 179-X 1. Management. 2. Leadership SUCCESSFUL TRANSITION TO MANAGEMENT GERARD H. (GUS) GAYNOR American Management Association New York • Atlanta • Brussels • Chicago • Mexico City • San Francisco Shanghai • Tokyo • Toronto • Washington,