ABSTRACT
This chapter moves away from the core roles of the front-line manager, by introducing some potentially problematic issues for managers in which their assumptions of relative predictability and control may need to be modified and they may need to respond to situations rather than creating them. They can be some of the most difficult issues facing a front-line manager who has often been trained to deal with the specific tasks relating to his or her job and feels ill-equipped to deal with complex problems not directly related to the job function.
