When a manager is hired, both formal and informal expectations should be clarified. Informal expectations may be even more important than formal or technical ones. For example, the organization's formal image of a promotable executive and their dress code may not agree at all with the new employee's. Senior management may convey, and truly believe, that the work environment is one homogeneous unit. But a new manager working in the trenches of the corporation may find underlying restlessness and poor attitude among employees.
These possibilities indicate that recruits should be selective about the organization they join. Job candidates need to ask questions such as the following when evaluating a job offer and looking for a career path with a company:
- Is the company's "personality" compatible with mine?
- What is the overall company culture?
- Are management's attitudes progressive?
- Who handles promotions?
- How are employees identified for promotion?
- Is the company community oriented?
- Will I be expected to take part in community (civic) projects?
- What are the pressure periods in this company?
- How much overtime am I expected to work?
I used to be plant manager at our Texas facility and had been there about four years. This plant has always been sort of a step-child due to the necessity for its location. Maintenance expenses on the production facilities and capital retirements have always been much higher than for the other plants.... Of course, this can't be prevented.. .which everybody recognizes.
I was doing quite well with production higher than the previous plant managers and had maintenance and retirements down a little. Then we got a new general manager, and he started pushing for maintenance control. I tried to tell him you couldn't improve much and so did some others, what with the saltwater all the hell over everything, but he wouldn't listen.
Finally I got frustrated and told him that I was doing as well or better than anyone else, and if he thought he could do better why didn't he run it himself? I was sore.
Well, that did it. I committed the cardinal crime-insubordination. Two weeks later I was here, and I've been here ever since. My career is ended. He just won't tolerate any back talk. I found out the hard way. This happened almost five years ago, and I'm too old to go with another company. That's all there is to it.
Apple Polishing
I used to work for another electronics firm, and they really pushed for production, which was OK with me. I can work as hard as the next guy.
My line produced as much as any of the others and more than most. You won't believe this, but upper management expected you to come in on Sundays, too, not to work, but just to be seen on the premises-supposed to show how much you loved the darn place.
Well, I have a family. What are you supposed to do, live at the plant? Lots of the foremen came down to the lounge on Sunday and drank coffee for a couple of hours. I did a few times, and then said to hell with it-it's not worth it. It would make more sense if you worked at something. But just being seen, why it's plain ridiculous.
I started to get passed over for promotions, and I finally asked why. My boss said they weren't sure about my attitude and for me to think about it. Attitude! How does that grab you? So I quit and came here.
Do It Right
All right, so maybe I'm stupid. But I've been taught all my life if something is worth doing, it is worth doing well-and that's my problem.
We have some of the most outdated procedures you can imagine, and periodically we get instructions that just make things worse. I don't think it's right to just sit back and take it. What kind of men are we anyway? So I buck the system, try to point out the improvements we can and should make.
You know what that makes me? A troublemaker. I have the reputation up the line for being a troublemaker. But the other supervisors all agree we aren't operating properly, so it's not just me. They always want me to take exception to things and try to get things corrected. They must figure I'm dead anyway and they're right. I'm not going any place with this company.
The Young Obsoletes
When we began to grow rapidly, I automatically assumed my chances for promotion would be greatly increased. They weren't. The company figures you have to move men fast to get them to the upper levels of management, and those of us who are experienced are expected not only to run the business, but train kids to be our bosses. I'm 38 and have 27 years to go with the company, but suddenly I'm too old. One of my friends, at 31, is too old to progress in his department. The age limit is 28.
I'm interested in this company... but I'd be better off personally if we didn't have so many openings. When things are tougher economically, they have to promote the capable people, the ones who can produce now. It may sound ridiculous, but a mild recession with retarded growth would make me promotable again. I can't believe the whole situation is completely rational.
KEYS TO PROMOTION
The preceding stories give only one person's point of view-the manager's. What kind of people were these managers? What were their attitudes and personal relation skills? Often the fault is not in the situation but in ourselves. Studies of successful executives stress different characteristics. For example, some attribute success to flexibility of management style, breadth of knowledge about the organization, hard work, or ability to bring plans to satisfactory completion. Others say it is who you know.
The need to achieve results is of the essence in management at any level. Logically, it seems there is only one qualification for promotability: performance. Yet, two sets of factors need to be examined: (1) personal characteristics and (2) learned, or acquired, characteristics. Recruiters view certain characteristics as signs of promising management potential.
Personal Characteristics
Personal characteristics indicative of a manager with good potential include the following:
- Needs to excel, is energetic, has drive
- Seeks challenging opportunities
- Takes risks willingly
- Assumes responsibilities courageously
- Thinks creatively, gets new ideas and understands new ideas of others
- Admits mistakes and is flexible
- Thinks in terms of why; likes to know reasons behind things
- Likes to think ahead of others and be in the lead
- Negotiates easily and willingly
- Knows how to get around at work, both politically and socially
- Keeps up-to-date about new management practicum’s
- Seeks leadership experiences
- Works easily with a variety of people
- Has a certain charisma or flair
- Is results oriented and a positive thinker
- Has a sense of humor
- Acquired Skills
- Has self-discipline Practices time management
- Delegates
- Has patience: tolerance and human understanding, fairness
- Has self-confidence
- Gets at facts and makes decisions
- Implements plans
- Has concentration and perseverance
- Thinks quantitatively
- Works with associates
- Has good communication skills
- Can evaluate possible employees
- Is a cooperative team worker
- Can handle stress and conflict
- Can balance personal and business life
- Performance Versus Personality
- Argues logically
- Works with a minimum of direction
- Has a record of accomplishments
- Has the respect of associates
- Comes up with new ways to handle problems
- Has a sponsor at a higher level
- Can motivate and develop subordinates
- Communicates effectively, listens well
- Meets deadlines
- Can sell ideas
- Is tactful
- Understands the emotional make-up of people Is willing to move geographically, change location
- Accepts criticism and admits mistakes
- Goes by the book
- Looks and behaves like a manager, good appearance
- Bends the rules to get things done, knows when to make exceptions
- Is active in the community
- Is ambitious, has a career strategy
- Does not complain
- Takes suggestions from subordinates
- Is willing to work more than 40 hours a week
- Expresses disagreement diplomatically
- Wastes time
- Has no drive
- Avoids taking risks
- Procrastinates
- Communicates awkwardly
- Puts the wrong people on task forces
- Projects a poor authority image, does not evoke respect
- Plans ineffectively
- Is obsessed with details
- Is too complacent; hence, department no longer dynamic
