The article “When a New Manager Takes Charge” by John Gabbaro explores what happens when there is a change of leadership at the management levels of companies. Gabbaro’s article documents why some managers are successful with the transition while others flop. In general, he documents that most managers take a relatively longer period to adapt to the requirements of the new work environments. The article makes a case that managers experience play a critical role in the success in the process of transition using examples from American and European managers. Mangers with experience of working in different environments take a relatively shorter time to take charge while workers with limited take the longest time to take charge. In addition to work experience, Gabbaro also argues that managerial techniques and leadership models also accounts for smooth or rough transition. He disregards the existence of the common belief in the all-purpose manager.
According to Gabbaro, the taking charge process is a process that developed overtime and passes through several stages. Each of the stage has a distinct purpose, problems and challenges. The transition period is a tedious and engaging period for a manager. In the United States, the transition period takes about two years, in Europe especially the UK it takes longer. The transition process begins with taking hold that includes getting to know the work place and the people and takes about six months. The second process is the immersion that is characterized with a more informed approach in management because of comfort and familiarity with the environment. The next stage in the transition process is the reshaping process where the new manager attempts to customize the system to shape his or her desire. This is followed by consolidation that means the workers understanding and the general operation of the system. The refinement is the final stage and describes the last part of the transition.
In Gabbbaro’s views, the transition process is a combination of factors that hugely depend on the style of leadership, experience and the nature of the job. The corporate culture also determines how successful the transition can be.
Work cited
Gabarro, John. “When a New Manager Takes Charge.” 2009Harvard Business Review (1985): 1-114. Print.
