Initially, the managers in Hill’s study believed that their job was to exercise
formal authority and to manage tasks—basically being the boss, telling others what
to do, making decisions, and getting things done. One of the managers Hill interviewed
said, “Being the manager means running my own offi ce, using my ideas
and thoughts.” Another said, “[Th e offi ce is] my baby. It’s my job to make sure it
works.” In fact, most of the new managers were attracted to management positionsbecause they wanted to be in charge. Surprisingly, the new managers did not believe
that their job was to manage people. Th e only aspects of people management mentioned
by the new managers were hiring and fi ring.