Summary

Being the boss of the company or some division or unit of the company is always challenging. There are
ups and downs in the process of rising up the ladder and being a manager from a junior employee. The
early days are composed of struggling, frustration, and thorny obstacles. The new task is seriously
confusing and appears to be very difficult at the beginning. It seems to be a whole new world of unknown
methodologies and mysterious ways of working out of with subordinates. The managers read hundreds of
books in trying to master the art of managerial expertise. These books, however, do not teach the
challenges that come along the way of learning these skills. The art of leading cannot be taught in a
classroom environment. People learn to lead through experience and leadership is a process that cannot be
taught to anyone. Managers often mistakenly believe they have authority and control but in reality they
find out its actually somewhat different. Nobody gives a lot of value to their authority nor does any
subordinate like to be too much controlled. New managers assume their position will give them more
freedom and autonomy but that actually doesnt work out that way. Becoming a manager is not about
being authoritative and imposing. Its rather about being hostage. Managers dont become true leaders
until they give up the myth of authority and focus more on group performance and build effective
relationships with key people the team depends upon. New managers cannot afford to make an exception
for any of the subordinates because they may, in the end, have to regret for doing so as this may result in
unexpected consequences for the team. Managers need to able to show their character indicating they
actually possess the intention to do the right thing. The subordinates tend to notice every small statement
and non-verbal gesture of their managers to understand what the new boss is actually asking from them.
Managers should be able to portray their competencies, i.e. proving they actually know how to do the
right thing. The new managers initially feel they have to prove their worth and caliber as an individual
performer and leader and this can be problematic. A new manager should also be able to show their
influence which means the ability to deliver and execute the right thing. Influence isnt necessarily
created by formal power and authority. Rather, a manager builds his influence by creating a web of
strong, interdependent relationships, credibility and trust, throughout his team and the entire organization.
Many managers rely on formal authority to exert influence on their direct reports. They fail to realize
earning compliance isnt necessarily equal to earning determination and commitment from them to their
respective duties. As the new managers are making an effort to learn a new role, they often feel isolated.
This isolation, however, isnt necessarily the end of the world. The learning process is not fun and often
very debilitating. Finally, many of the managers turn up to their bosses when they are in trouble or they
need help or assistance. Luckily, many are relieved to discover their superiors arent as harsh as they
appear to be from the outset. They are very tolerant of their questions and the mistakes indeed.
Literature Review

According to a case study from Harvard Business review by Gordon Adler, management is about power,
prestige, and money. Leaders are born and you cannot make leaders. Everyone may not actually be
interested in money but it certainly soothes their nerves. You need a steel rod in your backbone to be a
report but its, still, nothing compared to management. According to Thomas J. Delong, at management
orientation, if the trainers talk about theories only but no application, the managers are never going to
learn. Managers cant afford to give contradictory messages to their reports. The subordinates will get
frustrated and will not know which signal to follow. Successful organizations often mishandle how they
develop their people. An effective management-development program allows employees with an
opportunity to test their managerial skills. They start understanding their own situations, positions, and
ambitions long before they move to a managerial position. Companies should also offer a formal process
through which individuals can refine their strengths and set aside the weaknesses. Rigorous and regular
performances are necessary. Career development discussions provide a foundation which assists in
reinforcing organizational values. According to case commentary provided by Ellen Hart, most bottom-
line-oriented organizations often rely on a spaghetti model of managerial development. After you have
boiled it, throw it against the wall, whatever sticks is done. The selection process should be clear and
specific. It should provide a clear picture of competencies required for success in different positions and
assessment of performance based on the accomplishments f its managers. Employees are often given the
impression successful development is all about power, prestige, and money. Instead, it should be about the
mutual realization of the organizational goals and the individuals goals through a good fit in the
rewarding role. Managers can get ahead by managing people but they also need to manage expenses
tightly. Successful companies make acquisition and development of managerial talent one of the highest
priorities for their senior people. According to Kathleen Collman, senior managers in a company must
define and communicate what, when, and how of good sales management and leave no ambiguities
behind. Good sales-people know that success depends on what they do to themselves, whereas effective
sales managers understand that their goals are achieved through others performances. Collman further
adds, the solution for effective management development can be outlined in five steps:

- Define performance expectations.

- Communicate performance expectations.
- Development through training the knowledge and skills needed to achieve those expectations and
standards.
- Evaluate performance against the defined expectations.
- Reward or correct behavior to continually enhance performance.
Use of the Concepts for Value Enhancement

These concepts can be used for value enhancements at all managerial levels. The top level management
can apply the concepts for long run welfare of the company whose main function is to frame policies for
the business. All major decisions concerning the business are made at this level. This managerial level
performs many administrative level functions. The top level management predominantly consists of the
board of directors, managing director, general manager, and the other senior and high ranked managers.
This level of the managerial hierarchy is administrative in nature. The top level management determines
the objectives of the business enterprise. The top level management formulates the overseas business
policies and decides on significant business decisions. Their task is to decide on the future plans in
regards to economic, public opening, social, and other domestic and international factors. They gather the
resources required for executing plans into actions and directing the mid level managers. The top level
managers can use the concepts discussed above to enhance the companys performance and increase its
value. As far as the middle level management is concerned, it is the link between the top and lower level
managers and is executor by nature. The chiefs of the various departmental heads receive orders and
instructions from their superiors and pass it down to their subordinates or lower managerial level
employees. They supervise, dictate, and monitor the activities of their juniors. They get feedback from
their direct reports and provide guidelines for necessary changes. One of the most important functions of
the middle level management is to remove the gap between top and the low level management and create
harmony between the two. Using the concepts illustrated in the case study, a company may increase its
value enhancement by building cordial relationship between the two extreme managerial levels. Low
level management is the lowest managerial level and draws the line between middle managers and
workers. These managers are directly related to the workers. They also help portraying healthy image of
the organization among the workers and also help creating sense of love and harmony among the workers
and also make them dedicated in pursuing value enhancing activities for the organization. Low level
management is also known as the first line supervisory level of management. It is also known as
operational level management. Managers of this level are directly concerned with the day to day
functioning of the firm. The low level management is concerned with operative working force of the
company. Their task is to assign the individual workers with specific duties and monitoring how they go
about performing their jobs and duties. They also play the role of a mentor by paying attention to the
workers problems by answering their queries and doubts and inspiring them to increase productivity.
They also receive commands and instructions from the middle management with regards to how they
should conduct the day to day affairs and activities of the business. They also ensure the safety of the
workers when they handle machinery and equipment and maintain favorable working conditions for
them.

Conclusion

The dimensions and the art of leading and managing subordinates is becoming more and more
challenging in the corporate world. Employees no longer like to be dashed off by the bosses or senior
managers. Contrarily, cases of junior employees being harshly treated are also very much prevalent.
Being a manager is very difficult and being a leader is indeed very challenging. Formal authority and
power automatically come with power but that alone is not sufficient to have control over the
subordinates. Managers often fall into the illusion of thinking they can use the power inscribed in their
ranks to work in the best interests of the company. They start believing they possess the supremacy to
implement their own ideas and concept. The humble and down to earth attitude someone who works for
him could get him fired sounds very unfamiliar. They thought they would easily reach the apex and
establish their authority but the subordinates are not so fast and restless. Managers think if they can win
compliance from their employees, they have won the game. Compliance may help to some extent in
arranging work schedules and performing the tasks appropriately but success and glory come with
commitment towards the duty. Not surprisingly, commitment and compliance are two completely
different attributes. Commitment is first seed of success and victory. Managers cannot work for the long
run welfare of the company if they cannot make their subordinates committed to the tasks and the long
run goals and objectives of the company. The new leader should aim towards not only building
relationships with individual subordinates but also create a culture the group or team to fulfill its
potential. Managers feel their job is to merely make sure the operation run smoothly but they are also
responsible for initiating changes to improve the teams performance. The new managers think their role
is about the rights and privileges that come with being the boss. Becoming a manager isnt being a bossy
person but its more about being polite and humble. Even though the interdependencies act as a
constraint, new managers do possess some power. Many managers, expect to earn compliance from their
subordinates because of the insecurity that comes up with an unfamiliar role. Earning a slight bit of
authority is like earning a false victory. Sometimes, its important to understand the gestures and symbolic
languages that seniors and subordinates make. Especially, in the case of juniors, its necessary to
understand the meaning of the nonverbal gestures. The subordinates are nervous and they are unable to
express orally what their boss is demanding of them. A new manager should have the ability to influence.
Nobody likes to get along with a powerless boss or leader. He must be able to deliver, execute, and
implement. They should know to do the right thing and how to do the right thing as well. If they feel the
need for a help or think they need a help, they should ask their seniors what exactly they dont
understand. Its always better to ask something beforehand than doing the task wrongly and then let the
senior manager know it and get some thrashing words from him.

Recommendation
Experience is the key to success. People learn through experience and phases of time. Leaders are not
made, leaders are born. However, people also become leaders with long years of exposure, involvement,
and experience. Commitment is an important quality and through this attribute, people can go a long way
in achieving success under organizational context. Nobody can be a good manager without being
committed towards their tasks and duties. Commitment helps the managers to organize their tasks better
and accomplish them successfully. An organization can achieve glory by building relations of trust and
mutual understanding between managers and their employees. The task isnt always as easy as it is said.
Sometimes, new managers have to go through awkward situations and processes. Some employees and
subordinates are obstinate and they wont listen to you no matter how much you instruct them to; while
some of them are very easy to get along and they are very much compliant. The managerial tasks often
consist of difficult situations that lead to despair, anger, and frustration. The senior bosses are often indeed
very bossy and very hostile in their attitude. Sometimes it may be difficult to handle their harsh and
aggressive demands but its important to handle the situation with care. Managers are the success builders
of the company and the decisions they make form the companys destiny. Their hundreds of tiny little
decisions are changing which direction the company is heading to every moment. The shareholders,
stakeholders in general, and the long run welfare of the company depend upon how well the managers run
the organization. It is logical enough to reward strong performers in a technical discipline with a
promotion to management. Successful management requires a combination of strategic and people-
management skills. Technical expertise alone is not enough to be successful in a managerial role. Being a
good manger requires skills far beyond those required in a technical role. A sales representative becomes
successful by being driven and competitive and by taking complete ownership of the achievement of the
results. Education should be the part of strategic process at every company. Educational experience
should be designed to support the companys goals. Training programs should be designed to
communicate and enhance the companys mission. Employees should be given regular opportunities to
learn and practice new ways to deliver values to customers. They should be encouraged to support one
another back on the job as they continue to learn how to deal with it. Before an employee is assigned a
specific managerial position, the senior manager must ensure there is a match between the skills and
motivations of the individual and the relevant needs of the company. The organizations training method
should suit the individuals requirements and support the individual as he begins to work in his new
position. A company should establish career crossroads for the major function in the organization. Its
senior managers must make sure the employees all understand how they depend upon one another to keep
the company alive.