Good luck!

Your best observations and ideas for being a positive force in this environment will come within the first month or so, before you become too much a part of the system to see areas that need attention. Your boss should ask for a data dump those things that horrify you, but if not, keep a record of them, anyway, for later. That's what management does when it works right.

Yes, you’re responsible for 40 people, but within that hierarchy there should be supervisors, sub-department heads, etc. Keep a running, dated record (a page for each critical player), and I’d say in a ring binder for this HR stuff—that way cards don’t slip out! Remember that you’ll eventually have to do evaluations, or document progressive discipline, so keep particulars, such as great strengths and weaknesses, frictions or synergies among staff, with enough detail to jog your memory and to track tendencies for various behaviors. Keep a note as you observe actions (not attitudes), and you’ll build your record as you go. (Of course, some instant action may be required, or you may need to do some OJT to learn the why’s and wherefore’s. The point is, if you jot it down, you won’t have to remember it, and doing it in real time helps authenticate it. These would be your private managerial notes of course, for sharing at appropriate times, and not the “Waiting On” list mentioned by MarinaMartin.

The “instant capture” wisdom from Merlin Mann at the top of the thread probably means that you’ll need regular paper and pen unless you're already happy with dictating, and can get that information in a usable form quickly. Do not LOSE the planner/PDA. Keep it under lock and key when it’s not tucked under your armpit, which it should be, most of the time. Anything that needs to be documented for discipline or kudos should go to HR per their methods of communication.

I’d say look for the different cultures—either of ethnicity, blue/white/pink-collar workers, unions or CBA's, etc., respect those existing boundaries, and choose battles other than the really entrenched situations. Don’t micromanage; this operation was in place prior to your arrival in management. You have time to observe where the work flow runs smoothly, where it eddies, dams up, diverts, etc.

Make sure everyone knows any changes in reporting order occasioned by your arrival, and also that staff understand and are observing reporting methods, privacy regulations, and other non-negotiables.

Meetings can be deadly and stress-producing. A short “stand-up” meeting with your sub-groups is better than calling everyone around a conference room table. And unless you have a real reason for a meeting, don't call one. Try to have a regular 15-minute meeting with each of those with line responsibility to you, who also supervise others.

Remember that these are human RESOURCES. They’ll look for the great things you can bring to the team.

I’ve learned in several circumstances that the direct approach per Nelking’s comments is a successful one to adopt. You’re not there to build community, in which you’d get lots of input and consensus, and make sure to involve people. Neither are you there to ram through edicts or to carry the ball on every play. That said, you might make extra efforts if someone on the staff is under-utilized, marginalized, etc. You'll see that stuff earlier and later it will become invisible, so, pay attention now.

Have a great year!