Managing up and managing down: Difference between revisions

Revision as of 20:49, 15 November 2021

Revision as of 08:00, 23 November 2021

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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>

==== Effectively managing up and down can lead to the following accomplishments:<ref>Turk W (2007) Defense AT&L: March–April The Art of Managing Up</ref><ref name="Johnson2">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

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* Improved internal relationships

==== Skills Required to Manage Up and Manage Down Effectively.<ref>Turk W (2007) Defense AT&L: March–April The Art of Managing Up</ref><ref name="Johnson2" /><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> ====

''Certain skills must be employed to Manage Up and Down successfully. These include'':

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* '''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|'''[[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.

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* (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.

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'''Journal articles'''

* Austin MJ (1989) Managing Up: Relationship Building Between Middle Management and Top Management Administration in Social Work Vol 12, Issue 4, P29-46