Joe, a newly appointed manager for Best Made Mfg., lasted a mere 3 weeks before being placed back into his previous position on the production line. The rumor mill (which tends to be correct at Best Made) said it was a case of Joe's expectations and those of upper management being vastly different when it came to what the management position entailed. Joe expected to be doing mostly the same work with more pay and maybe a few more meetings. He found himself faced with a work unit full of his former peers whom he saw (and who saw him) in a whole new light.
Explain the management role and how it differs from working side-by-side with the same people in a production role. How might this episode have been avoided?
Leadership is a way of getting things done. According to Management: The New Competitive Landscape, "leadership can be taught and learned, and it seems to be the marshaling of skills possessed by a majority but used by a minority" (Bateman &Snell, 2004, p.3). A leadership role (management role) is not to do the work of the employee, but to manage the employee by supplying them with tools to effectively do their job. Managers create an environment in which people are empowered, productive, and happy. Managers do not hobble them by limiting their tools or information. Managers help employees to do the right thing. These are the most important principles for managing people. They reinforce employee empowerment, accomplishment, and contribution. These actions enable people to soar.
Transitioning from production to manager can be tough, but it's tougher when you have to manage your former peers. Unfortunately in this scenario, Joe did not get proper training to transition from worker to ...
This solution discusses leadership in the context of a management role, as well as how this applies to the scenario. Tips for how Joe could have been trained more to avoid tensions is also included in this 716 word solution.