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'''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>
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* Promotions
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* Improved internal relationships
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''Certain skills must be employed to Manage Up and Down successfully. These include'':
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===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. <ref>Bradford DL (2005) Influence Without Authority</ref>
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