Journal of Management and Marketing Research The Transitions of Managers, Page 1 The Transitions of Managers into Newly Acquired Organizations

There is a high failure rate of managers who fail in the transition process from small, loosely structured family owned business to highly structured larger organizations. This article addresses why individuals become managers then examines the transition of managers from smaller organizations into larger organizations due to the acquisition of their previous organization. The acquiring organization frequently has higher expectations, different cultures and greater accountability. This often limits the successful transition for the newly acquired manager. Other factors impacting successful transitioning of the newly acquired managers are: resistance to change, lack of team based management strategies, toxic management behavior, unwillingness to embrace employee empowerment and lack of leadership training and skills. Finally, this article examines the attributes of mangers who manage to make the transition successfully