10
Exercising Influence Without Formal Authority
If anything has changed in the ten years since I wrote Becoming a Manager, it is that the work of management itself has gotten harder. And as we have read, new managers discover that their new jobs are much more complicated than they expected. Recall from Part I that organizations consist of interdependent individuals (and groups) with divergent interests. Managers have to figure out how to balance or reconcile these competing interests so they can allocate the scarce resources that are available. As solo performers, these individuals had the luxury of worrying only about their own concerns. And since many of these new managers were “stars,” they had credibility with their peers and bosses by virtue ...
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