Not all transitions to management present the same opportunities or problems; the effort required depends from where and to where the transition is being made. Generally the transition takes place in Career Stages of the Specialist Stage 2 of the professional career. So let’s explore the new requirements and possible points of entry into managing. some typical points of entry into managing. The basic organizational structure is broken down into the organization, divisions, a number of subunits that include various functions or disciplines, and projects. Points of entry include:
- Project manager in your current subunit
- Manager of the subunit in which you are currently assigned
- Project manager in a different subunit in the same division
- Manager of a different subunit in your current division
- Project manager in a subunit of a different division in the same organization
- Manager of a subunit in a different division in the same organization
- Project manager in a new organization
- Manager of a subunit in a new organization
Each of these points of entry presents challenges that require not only acquisition of new knowledge but also an understanding of human relations from the management perspective. You are no longer just one member of the group interacting with your peers. You now have responsibility for managing the activities of your peers and/or other professionals. So, let’s explore these new requirements that depend on where you enter the management of the organization.
- Project Manager in Your Current Subunit. This is probably the easiest transition since you will need little new knowledge about the function or discipline. The transition depends primarily on the personal relations you have with your project peers. You are no longer responsible solely for your contribution. Those duties related to administration, direction, and leadership now become important. Your responsibility now involves delivering a successful project. The main question: What do you know about managing?
- Manager of the Subunit in Which You Are Currently Assigned. Here the transition becomes more complex. The new group may include from two to ten or more people and several projects that now involve working with managers from other functions and disciplines. New requirements are also added: human resource issues related to evaluating, hiring, coaching, reassigning, terminating, and educating; being the final arbiter in making decisions; developing financial forecasts; fulfilling department commitments into which you had no input and with which you may not fully agree; and directing the future of the subunit. An overriding issue that requires thought as well as diplomacy involves resolving the personal relations with your peers. You are no longer one of them; you are now responsible for their performance.
- Project Manager in a Different Subunit in the Same Division. The comments in apply here as well but moving to a different subunit adds new challenges. New operational knowledge will have to be acquired. The competence and idiosyncrasies of the staff are unknown. The question of why this stranger has been assigned will need to be resolved. Obviously the challenges will depend on the scope of the project.
- Manager of a Different Subunit in Your Current Division. The issues raised in apply and more. While your management potential has been recognized your knowledge of the function or discipline may be limited. Somehow you need to very quickly begin to understand the scope of operations, the problems associated with the group, and the competence of the assigned people. You may be going into new territory where your reputation may not be known and the reasons why you were given this responsibility rather than a current member of the group will surface.
- Project Manager in a Subunit in a Different Division in the Same Organization. The comments noted in apply. As noted in ( you may be going into new territory where your reputation may not be known, and these questions will be raised either directly or indirectly: Why was someone from outside the subunit selected? Why you? You’ll need to demonstrate why you were appointed rather than someone from within the subunit. Your actions will determine your level of acceptance and you have about twenty-four hours to demonstrate your competence.
- Manager of a Subunit in a Different Division in the Same Organization. The effort required to make a successful transition depends on why you were selected as the manager and why a new manager was required. Include all the issues raised from items and more. There will be more to learn about operations and the challenge of working with a new group of people. We cannot minimize or disregard the human relations issues. There will be people in the group who will immediately begin to test your competence in dealing with the issues facing the subunit. You’ll be given conflicting information about the nature of the problems. Some will try to curry favor. Others may take a wait-and-see attitude. Your success depends on your ability to read the environment.
- Project Manager in a New Organization. it follows the same organizational pattern and includes all the comments from and more. You are now in unknown territory. The people assigned to the project are unknown to you and you to them. The knowledge associated with managing the function or discipline may be new and getting on that learning curve quickly is important. You need to keep in mind that you and the project manager are accountable for performance.
- Manager of a Subunit in a New Organization. it follows the same organizational pattern and includes all the items from and more. You’re really on the bottom of the learning curve, dealing with new people, a new environment, new policies and procedures, and a new operational philosophy. Regardless of the interviews that led to the assignment you really don’t know the organization. You don’t even know the manager to whom you will be reporting; you know only how he or she conducts an interview. Those hidden factors quickly arise: How does your new manager communicate? What’s his or her management style? What are the expectations? How much freedom do you have?