Managerial Escalator of a Real-Life Workplace Setting - Literature review Example

Managerial Escalator Report Name: Students ID: Unit Code: Date: Time: Instructor: Abstract Management is defined as “the art of getting things done through people”. This ‘art’ requires a certain set of managerial skills. Rees and Porter (2008) indicate that specialist employees evolve through an organisational system, called the managerial escalation, before they finally join the management team. This report examines the concept of managerial escalator by means of a real-life workplace setting. The aim is to determine whether managers follow the managerial escalator and conform to the requirements of the path of managerial escalator or not. The concept of managerial escalator is discussed alongside other managerial concepts. These are the concepts of hybrid manager, the managerial gap, and the four remedial strategies. Data for the study was conducted through face-to-face interviews. Two managers from different organisations were interviewed. The findings indicate that managers go through the managerial escalator before they finally join the management team. Between the periods from which they join the company as specialists, the individuals evolve through delegation of management responsibilities. They acquire some managerial skills but have to be trained in more managerial skills. They are likely to face challenges in their new positions from their previous co-workers and new subordinates as well. Table of Contents Abstract 1 Introduction 3 Managerial Escalator 4 Analysis 6 Conclusion 8 References 9 APPENDIX I: Questionnaire 10 APPENDIX II: Contact Details 13 Introduction This report examines various managerial concepts but with a key focus on the concept of managerial escalator by means of a real-life workplace setting. The aim is to determine whether managers follow the managerial escalator and conform to the requirements of the path of managerial escalator or not. The concept of managerial escalator is discussed alongside other managerial concepts. These are the concepts of hybrid manager, the managerial gap, and the four remedial strategies that are: (1) role definition, (2) selection, (3) training and development, and (4) monitoring and their relevance to managers. The report is based on interviews from two managers in two different organisations. In the first part of this report I discuss the managerial concepts. In the second part, I analyse the findings from the two interviewed managers including their managerial responsibilities. Finally, I conclude by comparing and contrasting the ideas and approaches along with their scholarly relevance. Managerial Escalator Management is defined as “the art of getting things done through people”. This ‘art’ requires a certain set of managerial skills, such as conflict resolution, leadership, delegation, handling diversity, negotiation, effective communication, team building, motivation, and many more. According to Rees and Porter (2008), specialist employees evolve through an organisational system, called the managerial escalator, before they finally join the management team. The escalation may be driven by a managerial gap created within the organisation or the need for a hybrid manager who can undertake specialist duties as they also undertake executive roles (Mahoney, 2008). Organisations employ specialists to work as specialists for 100 per cent of their time. However, from time to time, a competent specialist may be assigned minor supervisory duties by his manager in an informal way. Specialists also desire to climb up the organisation’s ladder. Therefore, the specialist having acquired some managerial competence over some period of time (mainly between one to five years) possibly will be promoted. Rees and Porter (2008) describe this within an organisational structure that supports promotion with some consideration of managerial responsibility. In the course of that period, the specialist however junior they may be develop skills that invoke management responsibilities in them. The specialist can get further promotions within the same organisation or in a different organisation. The specialist is typically carried along a set of steps and may well end up on the managerial side. Kouzes and Pozner (2003) indicate that the precise course of progression may possibly vary from one person to the other. Nonetheless, this escalation progression is very much common in most organisations. Capenter et al. (2013) indicates that professional promotion is not an automatic process. Managerial escalation means a background of definite stages and professional transformations that happen to specialists of a given organisation before they are promoted (Rees & Porter 2008). Before a specialist is promoted to be in charge of a certain managerial position, he or she must have had acquired particular skills and training so as to rally up what is needed for them to occupy the new position. Managerial escalation is closely linked to the concepts of conventional management theory (Drucker, 2003). They particularly give emphasis to the aspects of organizing, planning, and staffing.  According to the managerial escalator theory, these roles of a typical manager can in general be well-exercised by an average professional. They do not necessitate special training to be performed. As regards control, leadership, and motivation of the staff, they general opinion is that these elements typically should be also cultivated and developed amid the individuals looking for a promotion or offered for promotion by the bosses. However, occasionally the individuals do inherently possess such traits (Van Dam, & Marcus, 2012). According to Rees and Porter (2008), management involves controlling and directing a group or groups of people. The aim is to harmonise and coordinate the group/groups to realising the organisation’s objectives. The managerial responsibility is the centre of effective and efficient operational strategies. For that reason, suitable measures must be applied if a business is to flourish. Rees and Porter (2008) point out that it would be defeating for a person to be promoted into managerial position without taking managerial responsibilities seriously. It is important that the employees participate openly with a key focus on areas that require every day managerial conduct. The participation also has to be assessed based on the national as well as organisational culture plus the company pressures at that time (Eriksson-Zetterquist et al. 2011). Analysis This section presents the findings of the interviews on two managers regarding the application of concept of managerial escalation. These two have occupied productive positions before they finally get promoted to become managers. The individuals are: Charles Oliver (Construction Manager at Higgins Construction), and Wyman Cameron (Product Manager at Bang Creations). The choice of the individuals implicates totally different areas of business. The questions asked were elected to validate the legitimacy of the claims and doctrines of the managerial escalation practically. Charles Oliver, Construction Manager at Higgins Construction Before Charles became a construction manager, he was a civil engineer. He had to be trained through a conference on the basics of management. He indicates that the training was necessary given the involvedness on managing construction activities, which are not normally communicated to ordinary specialists of the company. Charles encountered challenges in dealing with his former colleagues. This was due to the failure or reluctance of the juniors to abide by his instructions. He spoilt some friendly associations with his earlier colleagues after his promotion. He could not effectively command his subordinates in order to create proper image among them, a problem he did not encounter before becoming a manager. Charles indicated that after his promotion to a team leader, and finally a construction manager, he found it difficult to handle the new sense of responsibility. Wyman Cameron, Product Manager at Bang Creations Wyman previously worked as specialist marketer before moving up to become a product manager. He has worked for Beta Creations for eleven years. As a full-time product manager, his responsibilities are not very much different from those of a product marketer. He had been assigned some management responsibilities by his previous boss. Through such assignments, he was able to acquire some managerial skills. However, he still had to be trained on other management responsibilities. After joining the company as a sales person, Wyman has been promoted through the ranks up to his joining in the managerial staff. He indicates that management in the company does not take place in a vacuum. Instead, it takes place in a particular set of conditions on a pedestal of specialist knowledge. After assuming his new position he faces several challenges in dealing with his former co-workers and new subordinate staff. Conclusion The study investigated the theoretical principles and practical analysis of the concept of managerial escalation. It can be concluded that, even though some people may well have the qualifications, skills, and competences to exercise the functions of a manager, they still have to be trained on some elements of management responsibility (Yukl, 2012). The specialists are likely to face a number of challenges in their new posts particularly with their former co-workers and their new subordinates. Management escalation takes a number of years as one transitions from a specialist to a manager (Rees & Porter 2008). Over that time, the specialist acquires essential managerial skills. References Capenter, M. Bauer, T. and Erdogan B. 2013. 'Principles of management' adapted by The Saylor Foundation. Drucker, P. 2003. ‘Essential Drucker.’ HarperBP. Eriksson-Zetterquist, U. MüLlern, T. and Styhre, A. 2011. ‘Organization theory: a practice-based approach.’ Oxford, Oxford University Press. Kouzes, J and Pozner, B. 2003. ‘The Leadership Challenge.’ Jossey-Bass. Lencioni, P. 2000. ‘The four obsessions of an extraordinary executive: A Leadership Fable.’ Jossey-Bass. Mahoney, J. 2008. Leadership Skills for the 21st Century, Journal of Nursing Management, vol. 9, no. 5, pp. 269 – 271. Rees, D. and Porter, C. 2008. ‘Skills of Management.’ 6th edn. Cengage Learning Van Dam, N. and Marcus, J. 2012. ‘Organization and Management.’ Hoboken: Taylor and Francis. Yukl, G. 2012. ‘The nature of managerial work’. 8th edn. Leadership in organizations, New York: Prentice Hall. APPENDIX I: Questionnaire Kindly answer the following questions as accurately as possible. Your individual response is strictly confidential and anonymous. Your answers shall be used for academic purposes only. Please tick in the box [ ] corresponding to whatever your choice is or state briefly where necessary. PART A: Background Information 1 Gender Male [ ] Female [ ] 2 Age Bracket 18-25 [ ] 26-35 [ ] 36.45 [ ] over 45 [ ] 3 Marital status Married [ ] Single [ ] 4 Educational background .................................................................................................................................................................................................................................. 5 What are your responsibilities? Kindly explain .................................................................................................................................................................................................................................. PART B: Promotion History 6 What was your first specialist job? ................................................................................................................................................................................................................................ 7 Did your manager informally request you to carry out some managerial tasks for them? Yes [ ] No [ ] 8 After how long were you promoted and what informed your promotion? .................................................................................................................................................................................................................................. 9 How many times have you been promoted? .................................................................................................................................................................................................................................. PART C: Management Responsibilities 10 Were you trained on any management matters before taking over the managerial post? Yes [ ] No [ ] If yes, what did the training entail? .................................................................................................................................................................................................................................. 11 Was the training necessary? Yes [ ] No [ ] If yes, how? ................................................................................................................................................................................................................................ 12 Does the promotion consider any previously earned management responsibilities? Yes [ ] No [ ] 13 What are some of the challenges that you have encountered in handling your managerial responsibilities? .................................................................................................................................................................................................................................. 14 Has the new position affected you associations with your former colleagues? Yes [ ] No [ ] Kindly explain how .................................................................................................................................................................................................................................. APPENDIX II: Contact Details Charles Oliver, Construction Manager at Higgins Construction One Langston Road, Loughton, Essex, IG10 3SD, DX 7906 Loughton, 020 8508 5555 (phone), 020 8508 7078 (fax). Wyman Cameron, Product Manager at Bang Creations Bang Creations, Georgia Court, 56b High Street, Haslemere, Surrey, GU27 2LA, UK Read More