As a new company manager, do you care more about the company's past or care about the present and look ahead? Why?

Use the  history of the  company(Good, bad & ugly) as a reference point and work with the present to build the  future.

Looking to the past is for studying the current problems and studying the rightful solutions to the current problems.

Looking to the current present organisation performance to enhance the performance and looking ahead for being ready to new possible projects that might appear in the market out of the blue. Being prepared for such new opportunities can help to get the good luck for grasping those new projects opportunities. And could help the organisation or company to grow in its field and achieve more successes in future when its prepared to achieve for those objectives.

 I have to know about the past and learn from it , however I need to focus on the present and look ahead to build new future . 

It is important to learn from the past but present actions are important for future readiness. We must keep in mind the long term vision of the company and act with the short term manageable and achievable goals to reach there.

Thanks for invitation,

As a new manager, I do believe that a can not disregard the organization's hestory nor its vision and mission, especially upon setting its short term objectives, goals and also for its long term strategic planning. 

culture question #1: what’s the difference between a good employee in this role and a fantastic one?

culture question #2: what’s the process for on-boarding employees, and how do you handle beginner mistakes?

culture question #3: what are some ways the company focuses on team development?

culture question #4: what do you love about working here–and what do you dislike?

culture question #5: what would your employees say are the top three reasons they love working for you?

culture question #6: how does this position support the company’s mission, goals and projected success?

Prepared by (Umar waqas)   After all these then proceed for further >>>>

IN SHORT: LEARN FROM PAST, IMPROVE THOSE  IN PRESNT, AND BUILD A BETTER FUTURE

I always believe in present, we can do anything in present. But to imrove our present we have to know the drawback/flaws( that is learn from past, improve today and make a better future).

As a new Company Manager, I give more importance to present and will look ahead But can't neglect past as well.Because if we are not familiar with the company's past,we can't take a good decision to improve our present.

So, firstly i will go through the Company's past( its achievement, flaws,weakeness, accounts, etc) and then take a decision to build a good future.

thanks for invite

As Anew Company Manager . i will care about company`s past to start present . i can`t building without base and my base is company`s past . by this way i can compare with past and future of company . Regards

Well as a new company manager its always good look past and see how the company growed and where the company now and analysing current trends in the market to take the company forward and look ahead to take the company ahead by taking strategic decisions and strategic planning.

Thanks for the invitation.

A new company manager has to take into account the past history to work well with the present and look ahead as well.  The company success will depend on his skills to build on the resources he has on hand and tailor-make the rest to work out.  Outcomes will depend on the staff working alongside the new manager and helping him organise the work loads and summarise other sides within the organisation.

Some of the factors are:

Strategic decision and conflicts and the top management teams or TMT’s

When taken together, these examples provide strong indication of a recipro­cating set of relationships where past performance becomes part of the context in which current decisions are made. Those decisions impact future performance which forms the context of subsequent decisions. The reinforcing effect of this feedback loop is related to the phenomenon of "path dependence" where success in the past produces a tendency towards similar behaviour in the future.

Performance Good or poor effects

This relationship might also be viewed as a manifestation of Prospect Theory  (Tversky & Kahneman,), which argues that individuals are more concerned with risk of loss than with potential for gain. When past performance is good, man­agers are more likely to view arising issues as discretionary opportunities. Insu­lated by past performance, they have the luxury of choosing from among these opportunities or choosing to do nothing. At the same time, when past performance is poor, managers have no such insulation and so are likely to view themselves as being under eminent threat. Thus are created different propensities for action by different levels of performance.

Choice opportunities and Contention sources

This would explain Fredrickson's () finding of reduced decision making comprehensiveness in the face of improved organizational performance. Insulated from the perception of threat by the benefits of past success, managers may take less interest in the rigors of high quality decision processes. They may be less willing to invest the effort needed to explore various alternatives and to surface hidden assumptions. They may be less willing to invest themselves in persuading others to decide one way or another. Indeed, Moch and Pondy () describe a situation where the resources generated by past performance provide "choice opportunities" for all decision-makers. In the face of such opportunities, competition within the group is diminished and bargaining and negotiating become less necessary. The effect would be to reduce the sources of contention from the decision making process.

Competitiveness and risk of personal loss and consequences

By reducing the level of competitiveness among the group's members, the availability of such choice opportunities would also remove much of the risk of personal loss from the decision making process (Deutsch,; Tjosvold & Deemer,). High levels of past performance could produce high levels of managerial side payments (Cyert & March,), which would insulate managers from one another. As a consequence, individual decision making episodes would be less threatening, personally, to the managers involved, which might reduce the tendency towards suspicion and mistrust. Suspicion and mistrust have been associ­ated with affective conflict. Thus, the buffering effect of past performance should reduce all conflict, both cognitive and effective.

Looking at the past history will determine the speed at which the manager can process any arising issues and lead the team to a success.  It is an important factor in the making of a company.  Flaws can be removed by an in-depth analysis on the part of the manager and his team working with facts and sorting them one by one eliminating any mistakes in the future.

Thanks

Their past lessons will make my present, so I have to study all their past will to avoid any mistakes