Title

What New Managers Need to Know Yesterday

Author

Daniel M. McGill, Concordia University, St. Paul

Date

1998

Document Type

Thesis

Degree Name

Master of Arts

Chairperson (Advisor 1)

Dr. Kimora Kachelmyer

Reader (Advisor 2)

Dr. Richard Brynteson

Reader (Advisor 3)

Dr. Charles Nuckles

Abstract

The purpose of this activity is to write a concise reference manual/pamphlet that will provide newly-promoted managers with the needed tools to assist them with their management skills.

New managers need to have a concise reference book to help them in their new positions. The intent of this research paper is to write a manual/pamphlet that will give new managers basic management techniques and ideas. This manual will give newly- promoted managers the needed resources to help them do what management expects them to do: manage the company's assets.

The researcher found many books written by authors that provided little useful information for a new manager. Most of the literature found was written for the manager that has been in that position for a number of years. Many of the books assumed that the reader has been a manager and already knows how to operate and be a strong leader.

This author believes that communication is the key to any position; without it you have pure confusion. It can happen anywhere. In a company a new manager is hired. The company's upper management assumes that this new employee will fully understand what he or she needs to know.

One serious problem that all companies face is communication. A new manager must realize quickly that it is very important to be articulate, so it is not interpreted incorrectly. A new manager needs to be concerned about what he or she says, what is happening around him or her, and what is happening in other positions under him or her.

It is interesting that when we start school we are encouraged to ask questions, but as we get older, we tend not to ask as many questions. We seem to be embarrassed and reluctant to inquire.

People who become promoted or are thrust into a new position will often never ask a question; they will just improvise and hope for the best. Those that performed the hiring or promoting sit back, and in many cases, do not even attempt to help. Many in the business world consider asking questions a weakness. Those inquisitive managers will be viewed as being unable to cope with their newer positions. Manager's requirements are seldom explained, but rather, just assumed.

Many companies assume that an employee understands the system just because they have been there for a number of years. The employee does not want to ask, because those that have increased their responsibilities may start thinking twice about promoting that person.

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