Background In a traditional hierarchical organization, top-level managers set direction by formulating strategy and controlling resources; middle-level managers mediate the vertical information process and resource allocation processes by assuming the role of administrative controllers; and front-line managers find themselves in the role of operational implementers. A common career path in organizations is for new employees to begin in an entry-level job and, with satisfactory performance and available openings, be promoted to higher level positions. The employee begins by doing a non-management job and at some point transitions to a management job. Instead of doing the work, they are now directing the work of others. For example, an employee begins as an engineer solving technical problems and becomes a manager of engineers solving technical problems. Technical skills have become less important and interpersonal skills have become more important. Not all employees are able to successfully make this transition from a non-management role to a management role. Although some organizations invest heavily in developing management talent, others do little to help the employee make the transition from a non-management role to a management role, perhaps assuming that if an employee was successful in a non-management role, he or she should be successful in a management role. To Do Part1: Interview a manager to learn how management jobs differ from non-management jobs. Use the list of questions in the table below, and develop two additional interview questions of your own.

In a traditional hierarchical organization, top-level managers set direction by formulating strategy and controlling resources; middle-level managers mediate the vertical information process and resource allocation processes by assuming the role of administrative controllers; and front-line managers find themselves in the role of operational implementers. A common career path in organizations is for new employees to begin in an entry-level job and, with satisfactory performance and available openings, be promoted to higher level positions. The employee begins by doing a non-management job and at some point transitions to a management job. Instead of doing the work, they are now directing the work of others. For example, an employee begins as an engineer solving technical problems and becomes a manager of engineers solving technical problems. Technical skills have become less important and interpersonal skills have become more important.

Not all employees are able to successfully make this transition from a non-management role to a management role. Although some organizations invest heavily in developing management talent, others do little to help the employee make the transition from a non-management role to a management role, perhaps assuming that if an employee was successful in a non-management role, he or she should be successful in a management role.