VIII. Read an interview on a radio programme with Dede McGee about becoming a manager and answer the questions. For each question 1-8 choose the correct answer, A, B, or C

P = Presenter D = Dede

P: OK. In the final part of today's programme we continue our series on career progression, and this week we're taking a special look at the move from regular member of staff working alongside everyone else to becoming a manager. In the studio today we've invited Dede McGee, a freelance HR consultant, to talk to us. Dede, thanks for coming in today. What's the problem here? Presumably most people jump at the opportunity to move into management, don't they?

D: Well, no. Actually, people often feel they should take a management position but they don't really ask themselves if it's really what they want.

P: How do you mean?

D: Well, deciding whether you want to continue working on the front line or whether you'd rather take on a management position sounds like a straightforward, logical step. But in fact it means changing how you work, how you think and the way you judge your own success. For example, do you want to be part of the team which solves big technical challenges or do you suddenly want to be the person who is in charge of encouraging others to come up with those solutions? You might find you miss being with your ole colleagues. And that's another problem. New managers have to be able to tell people who were once their workmates – or equals – what to do.

P: Yes, that must be a big problem.

D: Well, it can work as long as you accept that your relationship with your old colleagues can never be the same. The dynamics of the relationship have to change. For example, you won't have that chance to go for a drink after work and have a quiet moan about the company any more. When you become a manager you are saying agree with the values and direction of the company and I will work to promote these. The other big mistake, of course, is trying to please everyone all of the time. You can't. You'll have to make decisions that members of the team might not always like. You know, managers shouldn't expect love!

P: No. I see. OK. But imagine we have someone who has decided management is their next career goal. What should they do?

D: Funnily enough, the one thing that people don't think of doing to go and tell their immediate boss that they want to move up.

P: Is that because they're scared that their boss will think they're trying to get his or her job?

D: Maybe, but in fact your manager is the first person you should talk to. They're in the best position to help by telling you what you need to do to develop. Many companies can also give you the chance to try out management roles, for example, by taking more responsibility such as mentoring new staff or taking on the duties your boss when he or she is away. My other golden rule is to say 'yes' to any courses or training that comes your way. If there's a course on leadership or finance, take it. It'll help your profession development but also it'll be noted by the company that you're keen. It's also all part of the networking process.

P: What? So you mean knowing the right people to get the promotion? Or selling yourself?

D: Well, I don't think I'd be quite that cynical. Obviously, you need to let people know you are interested and – yes – selling or promoting yourself is important for promotion, as it is for that matter to get on in any part of business. But what I really mean to say is that networking with managers is also about talking to peer who can give you help and advice because as managers they face similar problems to you. Without them, management can actually be quite lonely.

P: OK, so once you're a manager are there any other tips?

D: I suppose one of the biggest complaints I hear from new managers is that they say “I've been in meetings all day and haven’t got any real work done!” I always have to tell them “that's your job!” Managers delegate, they coach, they build relationships and they monitor performance. Your new role is strategic. It isn't so hands-on. The other tip I always give is that when you take over from your previous boss, listen to his or her advice but remember that you can also do things differently. You don't have to be a clone. Develop a style based on your personal strengths.

P: Dede McGee. That's all we have time for now. Thanks very much for talking to us. If you'd like more information on this topic or any others in today's programme just visit our website at www....

1 What is the first problem that Dede McGee points out?

A That too many people want to become managers.

B That many people aren't serious about being a manager.

C That many people take a management job without thinking it through.

2 The transition to manager can be difficult because

A you don't solve problems any more.

B your old colleagues want to spend time with you.

C you might be in charge of your old colleagues.

3 New managers should avoid

A socialising with old colleagues.

B criticising the company.

C pleasing employees.

4 To become a manager, Dede thinks you

A should talk to your current manager.

B shouldn't talk to your manager because you might be seen as a threat.

C should apply to a new company.

5 Whenever they have the opportunity, potential managers need to

A take on new responsibilities and attend courses.

B tell other staff what to do.

C try and take over their boss's job.

6 Dede McGee says that the main reason for networking is to get

A a better job.

B ideas.

C friends.

7 New managers can become frustrated because

A they don't have time to get their work done.

B they spend less time working at a practical level.

C they spend too much time complaining.

8 Her final piece of advice is to

A model yourself on your old boss.

B identify and build on what you are good at.

C show staff that you will make changes.

LET’S STUDY

Why some People Make Ineffective Managers

(a short report)

LET’S ROLE-PLAY THE DIALOGUE

IX. Act out the dialogues on the following issues:

1 An interview with a management recruitment consultant

2 An interview with a young manager

3 An interview with an experienced manager

4 An interview with an employee who wants to be promoted to a manager position

PART IV. Finances

Money is any object or verifiable record that is generally accepted as payment for goods and services and repayment of debts in a particular country or socio-economic context. The main functions of money are distinguished as: a medium of exchange; a unit of account; a store of value; and, occasionally in the past, a standard of deferred payment. Any kind of object or verifiable record that fulfills these functions can be considered money.

LET’S SPEAK