Any employee who joins an organization dreams ofclimbing the ladder. Becoming a manager is his or her firstdream. Some people work hard, long hours and evenweekends to get promoted, and when they becomemanager, they are thrilled. With the new job comes additional responsibilities, skyhighexpectations, and a workload that requires 28 hoursin a day. New managers who are appointed with a briefemail message or simple announcement are neverprepared to play a role so different from the one they wereplaying a day earlier; as a ...
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Any employee who joins an organization dreams ofclimbing the ladder. Becoming a manager is his or her firstdream. Some people work hard, long hours and evenweekends to get promoted, and when they becomemanager, they are thrilled. With the new job comes additional responsibilities, skyhighexpectations, and a workload that requires 28 hoursin a day. New managers who are appointed with a briefemail message or simple announcement are neverprepared to play a role so different from the one they wereplaying a day earlier; as a result, new managers maystruggle to perform at the level they were before. That inturn causes undue stress and, demotivated, they sometimesquit. Aim of this book is to provide some real work examples and guidance on what such new managers should do in difficult situations. Issues explained in this book are unique and less talked but are valid and real cases.
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