Article review

As per the statistical data of the survey conducted by the authors, the article asserts that at every level of management, be it first line, middle or executive, the promoted contributor must be prepared to take on the role of a speaker and represent his own staff at the corresponding level.
An individual being promoted to a first line manager should be prepared to learn to represent as well as supervise his subordinates. He has to start determining the extent of personal relationships with his direct subordinates and define roles and responsibilities. He should be prepared to manage individual performances and motivate them to improve the performances of subordinates through feedbacks and improved problem solving and communication methods.
For a transition from a first line to a mid-level manager, he should be prepared to develop skills to connect various groups and act as a liaison between the executive and first-line managers, to plan, allocate and dispense resources among different groups, dissect and categorize strategic instructions from superiors into specific plans and procedures. The hall mark change is that he should be prepared to manage group performance along with performances of the individual supervisors and be willing to learn to draft and execute effective intragroup and intergroup work and information systems. A mid-level manager being promoted to an executive level should be prepared to observe and oversee the outliers along with the standard internal variables affecting the entire business environment to have an enhanced outlook in order to become aware and proficient in adopting new approaches. He should be prepared to focus on macro-environmental factors affecting the business besides setting the overall direction for the company and ensuring that the major objectives are achieved. Skills required for this role are more conceptual rather than technical.

I agree with the authors’ assertion that different sets of