What Every New Manager Needs to Know: Making a Successful Transition to Management

AORN Journal, April, 2007 by Rebecca J. Davis

What Every New Manager Needs to Know: Making a Successful Transition to Management Gerard H. (Gus) Gaynor 2004, 256 pages $17.95 softcover

How many of us have launched into the role of manager only to quickly discover that there is much more to the position than meets the eye? On the surface, we see a number of compelling reasons to seek out and accept a management position. The managers we have worked for helped form our impressions of what a manager is and what a manager does. This perception, however, does not really paint a clear picture of what to expect or the things we must learn in order to achieve success as managers.

This well-written book takes a straightforward look at the transition that takes place when a person moves into a management role. The new manager must learn to manage individual and team relationships and then use those skills to begin managing projects. While he or she is developing these abilities, the manager also must keep moving the organization forward through creative thinking and by acquiring the knowledge and skills to be successful.

This book leads readers through identifying and developing a leadership philosophy as well as implementing a management approach. Chapters one through four discuss the skills a person requires and the lessons he or she needs to learn to become a good manager. From recognizing the various hats a manager wears to learning about building and managing team relationships, the author presents excellent information regarding human behavior that readers can use when incorporating these skills into a leadership style.

In chapter five, readers learn to apply the principles presented in the previous chapters to project management strategies. Using a multidisciplinary approach, new managers can begin to focus on managing the required activities. By acquiring the skill to work across cultures, managers can I be open to varying customs and protocols without being overly constrained.

The next challenge new managers face is learning how to manage time effectively. Chapter six explores ways to, eliminate time wasters. Learning to control the "monkeys" in their lives along with developing ways to identify sources of lost time helps managers maintain a focus on tasks that need to be completed. The common thread that is crucial to gaining these important skills is the ability to communicate effectively. In chapter seven, the author provides helpful tools for handling communication and feedback.

The final chapters focus on the skills managers need to determine their success and career choices. Tools to help managers develop creative thinking, measure success, and assess their career paths are outlined.

This book prompts readers who are considering a move to management to ask themselves whether they have the understanding of what it takes to secure a management role, the desire to demonstrate the personal dedication that a management position requires, and the energy to function in a constantly changing environment. With this book, readers gain insight into the five components of management competence: knowledge, skills, attitudes, personal characteristics, and experience. The author has provided a valuable resource to help readers decide whether to face the challenges of embarking on a management career path.

I found this book very useful in identifying and teaching the skills that are needed to become a manager. It is a very helpful resource for new managers.

The book is available from AMACOM, 1601 Broadway, New York, NY 10019.

REBECCA J. DAVIS

RN, MN, CNOR

INSTITUTIONAL NURSE

CONSULTANT SURVEYOR

WASHINGTON STATE

DEPARTMENT OF HEALTH

TUMWATER, WASH