From Library Journal Hill vividly documents the experiences of 19 first-year managers. Initially, these managers focused on formal authority and setting business performance agendas while ignoring the responsibilities of accomplishing things through others and network building. 'They were genuinely surprised, though, by the discontinuity between the producer and manager roles and between their expectations and the realities of management.' Hill clearly explains the interpersonal problems of dealing with employee diversity and evaluating the performance of others along with the stressful and emotional side of making the transformation to management. She also addresses how new managers can learn from their experiences and the implications for those responsible for management development. Unlike Joseph and Susan Berk's Managing Effectively ( LJ 6/1/91), which examines what first-time managers should know, Hill discusses the actual transformation of individual performers into effective new managers. Strongly recommended for all types of business collections.- Jane M. Kathman, Coll. of St. Benedict Lib., St. Joseph, Minn.Copyright 1992 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title. Read more Review 'Becoming a Manager is a must-read guide for companies that want to maximize the success of their future leaders.' Read more See all Editorial Reviews
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