The paper 'The Role of Manager - Enterprise Rent-A-Car Company" is a good example of a management case study. Becoming an effective manager is a process that involves both formal and informal learning. Effective managers start as specialists and progress through acquiring managerial knowledge, skills, and experience. Rees and Porter (2008a, p. 4) provide an explanation about how specialists progress to become effective managers using the managerial escalation concept. Rees and Porter (2008a, p. 4) also explain the managerial hybrid concepts, managerial deficit/gap and remedial strategies for the managerial deficit. The role of this paper is to explore whether the carrier progression of two managers of Enterprise Rent-A-Car Company has conformed to the managerial escalator concept.
Data from the respondents was collected using the interview method. The paper starts with a description of the managerial escalator concepts and related concepts. Further, the paper presents the strategy used to gather information from the respondents. Lastly, the paper presents findings derived from the interview process. 2.0 The Concept of Management Escalator Managerial escalator is a concept that describes the process through which an employee climbs the ladder that eventually leads him or her to become an effective manager.
According to Rees and Porter (2008a, p. 4), a worker who does not acquire supervisory skills may retain the initial position throughout his or her job career. However, a worker who acquires supervisory skills is likely to be promoted to higher statuses. The period for promotion can be one year and can also extend to five years. Also, a specialist may be promoted within the company where he/she acquires managerial skills or in a different company. As Rees and Porter (2008a, p.
4) explain, specialists who become effective managers engage in managerial activities, in addition to the specialist activities, throughout their careers. In addition to their specialist roles, specialists who become effective managers engage in supervisory activities such as leadership, staff supervision, resource planning, budgeting and prioritizing.
Cancelleri, JP 2007, An Exploratory Study of Leadership Perspectives of Bar Association
Presidents in the Commonwealth of Virginia, ProQuest, Abhor
Inman, M, O'Sullivan, N & Murton, A 2014, Unlocking human resource management,
Routledge, New York
Rees, WD & Porter, C 2005,’Results of a survey into how people become managers and the
management development implications’, Industrial & Commercial Training, vol. 37, no. 5, pp. 252-258.
Rees, WD & Porter, C 2008a, Skills of management, South-Western/Cengage Learning,
Rees, WD & Porter, C 2008b, ‘The re-branding of management development as leadership
development and its dangers’, Industrial and Commercial Training, p.242–247 In Rees, W.D. (1984), Skills of Management (1st ed.). Croom Helm, London
Rees, WD & Porter, C 2012, ‘Managerial gap and how coaching can help’, International
Coaching Psychology Review, vol. 7 no. 1