| Final Paper | BMGT 312 Gender in Business | | Antoinette | 12/14/2012 |

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A friend of mine was promoted to a managerial position. He assumed the position from a woman of foreign background that allowed her representatives(both male and female) to skip pass their immediate supervisors and come directly to her with any office or personal problems, from office grievances to attendance issues. Instead of “six degrees of separation” she also would invite these employees over for dinner and drinks. This relationship has continued on to her new position, whereas, whenever the representatives are in disagreement with his style of management they tend to confront her with it to insure that their wants/needs are addressed accordingly. Although he and the former manager are on amicable terms, he had to assert himself to his subordinates to make them understand his position and his policies.
Communication
Hearing Robert talk about the issues he was having with the staff, I reminded him to remember when he encountered a new boss who was trying to make a name for himself and how their initial reactions were - probably don’t bother me with trivial issues - and you felt that you were not getting anywhere, so you revert back to what/who you know.
Communicating to your staff with what your expectations are and what’s acceptable and what’s not is one step to correcting the problem. He needed to communicate to his assistant manager’s to what their roles are and how to handle personnel issues that may arise to avoid escalations to him.
Groubeck (2012) stated that when promoting from within especially to a management role, guidance and oversight is needed to help the new managers make the transition effectively. This is also beneficial to any shifts in staffing despite the person to be appropriately trained.
To manage his team effectively, Robert must