Vested interest exists. This means an individual has a special interest in preserving or promoting that which is to their own personal advantage. Or simply, there are groups that seek to support or control an active system or activity from which they derive private reward.
A first line manager’s vested interest are in their useful area goals. A first line manager’s external business ecosystem is also important. Effective first line managers must service a balance between their and others’ vested interest. A first series manager is like a fish in water; the striper contains water and is in water. There is internal internet business vested interests and external business vested interests. Let’s consider these interests.
First consider, a business’s internal appeal and the manager’s role in each. There are two types with first line managers; functional line managers and basic managers. I was a functional line manager as a restaurant office manager, an accounting manager, and a territory sales manager, in these roles, my success was dedicated to that function. We were a general manager of hotels and a Business Office Manager; during these roles, my interest was in accomplishing all the functional goals and objectives of the organization.
Functional first line mangers have to be certain their area of responsibility is accomplishing the assigned department goals. A functional manager’s is a success if their departmental goals are accomplished. Managers that are removed of not flourishing. Acceptable managers goals are within the acceptable range. Operators that consistency exceed their goals are considered for better management. They are top performers. Here is the rub, functional operators must maintain a delicate balance between their department’s interest and other department’s vested interest.
As a District Accounting Boss I approved the credit on sales contracts pertaining to appliance sales, a marketing function. If I was too selective marketing did not make quota and the salesperson salary struggled. If I was too lenient, the marketing department designed above quota and the salesperson was very happy. In my human resources function was responsible for the payment of the contracts. I actually reported to a Division Accounting Manager who expected everyone to collect the money for the appliances. I received my deals and my bonus on how effective I was in libraries not in sales. This is the conundrum of a first range manager; how do you carry out line goals while not alienating many other departments.
Now think about this, if a first line manager hopes to become a general manager, they must keep the other departments objectives in perspective. Other first line managers must know, even if, you have departmental interest; you understand other departments have vested interest. You must be seen as cooperating with them to make any manager and the company successful. This is very important, and an extremely tricky balance.
If you want to progress to a mid-level manager within your well-designed area, cooperation with other departments vested interests is important. Your mid-level functional manager most times reports to a middle grade general manager and higher level functional manager. Progression to the functional middle manager is difficult, most times, you have to be upon the department’s functional goals. In addition , you must be realistic to the mid- level general manager. A mid-level standard manager will not want a line functional manager that allows problems for other functional areas as a mid-level functional supervisor.
Now, consider the first line manager as general director. I was a first line business office manager and general administrator, I was responsible for all the functions of the company. I had a new in the accomplishing the goals of accounting, marketing, plus operations. I had goals in each of these functional areas. My spouse and i reported to a middle level general manager. I was supplied these positions because I was a successful first line boss. Also, I was chosen for these positions because of my grew activities in the community and within the company. I achieved my favorite functional goals and helped other departments make their whole goals; or, I would never been given these general control positions. As a general manager my energy was partioned among the functional areas of the company. My success was influenced by my teams success in all the functional areas. I had your vested interest in all functional areas. Now, I had to get over reporting to functional middle managers whose vested attention was in their area.