Content deleted Content added
Removed Conclusion section; copyedited to neutralise improper "you", leaving comments on talk page |
|||
| (15 intermediate revisions by 11 users not shown) | |||
Line 1:
{{How-to|date=August 2019
'''Managing Up and Managing Down''' is a part of management that details how [[Middle management|middle managers]] or [[Supervisor|supervisors]] should effectively deal with their managers and subordinates. Promotion to management comes with additional responsibility of managing down. With the additional responsibility for managing their team while remaining accountable to their management teams, managers require additional skills and training to effectively influence up or down. Management levels within large organizations are structured from a [[Hierarchical organization|hierarchal organization]] and include senior, middle, and lower management roles.<ref>Turk W (2007) Defense AT&L: March–April The Art of Managing Up</ref><ref name="Johnson">Johnson W (15 Dec 2014) Managing Up Without Sucking Up Harvard Business Review</ref><ref>Price S Ivy Exec Managing Up Without Kissing Up</ref><ref>The Careers Group (2010) Your Academic Career: Managing Professional Relationships University of London</ref>
==Outcomes==
'''What can be accomplished when influencing up or down'''<ref>Turk W (2007) Defense AT&L: March–April The Art of Managing Up</ref><ref name="Johnson">Johnson W (15 Dec 2014) Managing Up Without Sucking Up Harvard Business Review</ref><ref>Price S Ivy Exec Managing Up Without Kissing Up</ref><ref>The Careers Group (2010) Your Academic Career: Managing Professional Relationships University of London</ref>▼
* Promotions
* Job opportunities
* Special recognition
* Improved working conditions
* Improved
* Special project
* Improved internal relationships
== Required skills ==
▲
* '''Organization skills''' - Having strong organizational skills allows for proper coordination of staff and resources within the company.
* '''Communication skills''' - The ability to express wants and needs related to work allocation sets a clear and coordinated roadmap and reduces the likelihood of misinterpretations.
* '''Time Management'''
* '''Motivation''' - Effective managers often use different types of motivation to influence subordinates and tailor assignments to suit them.
* '''Leadership skills''' - These skills offer the ability to understand and communicate the company’s needs and inspire others to work diligently toward goals
* '''Behavioral acknowledgements''' - Recognizing the behavior and perceptions of others enables managers to resolve conflicts, manage stress, improve themselves as well as others, and increase efficiency.
* [[Authentic leadership|'''Authentic Leadership''']] - Describes the ability to behave genuinely, regardless of hierarchical position or influence over subordinates.
* '''[[Cross-cultural leadership]]''' - Pertains to the ability to understand the effects of culture on leadership style.
* '''Setting clear expectations''' - By setting clear expectations, and vocalizing exactly what actions are required, the risk of misunderstandings and missed deadlines can be mitigated.
* '''Consistent feedback''' -Soliciting and providing feedback ensures the performance rebalancing or acknowledgment of a job well done.
* '''Accepting limitations''' -The ability to accept limitations and work off or around them is an important skill that is beneficial to problem solving.
== Managing up ==
Line 29 ⟶ 36:
The Careers Group recommends “[understanding] where your work fits in with your manager’s goals and the wider goals of the organization”, which is applicable when managers have their own projects to work on in addition to managing subordinates. Considering the challenges that managers face with their projects and working to either assist or stay out of the way when those projects require more attention is recommended. Putting oneself in the position to be recognized as someone who can handle the work they were assigned and assist the manager in their work can be particularly beneficial when advocating for one's own projects. Figuring out where the work one wants to accomplish fits into the overall goals for the company is crucial to getting approval on those projects as well.<ref>The Careers Group (2010) Your Academic Career: Managing Professional Relationships University of London</ref>
According to Badowski, good managing up requires going above and beyond the tasks assigned
(30 Oct 2008) Wall Street Journal What It Means to 'Manage Up'</ref>
Line 36 ⟶ 43:
===Communication===
Understand how the manager likes to communicate. Price suggests appealing to the managers' communication styles: “If he or she likes to communicate face-to-face rather than through email updates, then set up short meetings.” Communicating with the manager in a way that they are receptive to feels as though time spent is well utilized and they will associate one with productivity.<ref>Price S Ivy Exec Managing Up Without Kissing Up</ref>
=== Influencing up ===
Bradford introduces the idea of "influencing up" where it may be possible for a subordinate without authority to influence those with authority.
== Managing down ==
Line 82 ⟶ 89:
* (1984) Managing Up, Managing Down: How to be a Better Manager and get What You Want from your boss and Your Staff
* DuBrin, Andrew J. Leadership: Research Findings, Practice, and Skills. Cengage Learning, 2016.
'''Journal articles'''
*
* {{cite journal |pmid= 3634970|year= 1986|last1= Salmen|first1=
==External links==
| |||