Published by:
Harvard Business Publishing
Length: 9 pages
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Abstract
Upper level managers often fail to realize the difficulties of first- level managers who may have once been among employees and now must form a new identity. Successful first-level supervisors establish a balance between informal authority and interpersonal influence, and responsibility. It is the responsibility of upper management to recognize the difficulties associated with the position and help supervisors develop a power base.
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Abstract
Upper level managers often fail to realize the difficulties of first- level managers who may have once been among employees and now must form a new identity. Successful first-level supervisors establish a balance between informal authority and interpersonal influence, and responsibility. It is the responsibility of upper management to recognize the difficulties associated with the position and help supervisors develop a power base.