POLICY MANUAL FOR NEW MANAGERS

Policy Manual for New Managers



Policy Manual for New Managers

Introduction

A manager of XYZ company I think that good management development process makes opportunities available to managers but relies on the initiative of those managers to seek out and use the content of the management development process. A frequent error is to “send someone” to a management development program or to “put them through” a process without ever first determining that the manager wanted to “be developed.” Such processes are usually wasteful and unsuccessful. As a manager I write the policy manual for new manager in the below lines.

Policy Manual for New Manager

To become a manager it requires knowledge of how to motivate employees, ability to communicate with others, and common sense. The success of the manager in the performance of its duties determines the success or the failure of the programs and objectives of the company. Our ability as manager is to obtain first-rate performance through others and is far more important than what you can do yourself. The following are some guidelines that will provide new managers with good practices in different managerial responsibilities (Gomez-Mejia, Balkin & Cardy, 2001).

Communication is the act of exchanging information. In organizational set up communication is used to inform employees, command, coach, evaluate, influence and convince people in organization. That is why managers need to master their writing and oral communication skills. We need to try to be positive, enthusiastic when we communicate to our staff. As managers, we will have to let the employees know that we are ready, willing, confident, and able to accept new responsibilities (Gomez-Mejia, Balkin & Cardy, 2001). Good communication helps organizations and their employees achieve their goals. The manager will need to organize the information to fit the audience, the purpose, and the situation (Gomez-Mejia, ...