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How To Manage Your Boss – The Art of Managing Up презентация
Содержание
- 1. How To Manage Your Boss – The Art of Managing Up
- 2. SCOPE OF PRESENTATION
- 3. THE ART OF MANAGING UP. MANAGEMENT OR
- 4. (Society for Human Resource Management (SHRM), 2012)
- 5. TYPES OF BOSSES IMPORTANT ! KNOW YOUR BOSS..
- 6. LET’S WATCH THIS VIDEO
- 7. TYPE THE CONTROL FREAK
- 8. TYPE 1 : THE CONTROL FREAK NEED
- 9. TIPS TO DEAL WITH TYPE 1 :
- 10. TYPE THE BLAME FIXER
- 11. MAKES EVERYONE ELSE RESPONSIBLE FOR
- 12. TIPS TO DEAL WITH TYPE 2 :
- 13. HAVE A LOOK AT
- 14. TYPE THE AUTOCRAT
- 15. DOES NOT CARE ABOUT HIS EMPLOYEES.
- 16. TO MAKE SURE YOU SHARE THE
- 17. TYPE THE SOFT HEART
- 18. WILL LEAVE HIS/ HER SUBORDINATES HANGING OUT
- 19. TIPS TO DEAL WITH TYPE 4 :
- 20. TYPE THE POLITICIAN
- 21. USUALLY POSSES CHARISMATIC PERSONALITY + ALWAYS
- 22. TIPS TO DEAL WITH TYPE 5 :
- 23. WELL, FOR TYPE 6..HAVE
- 24. TYPE THE TEAM BUILDER
- 25. THE TYPE OF BOSS YOU WANT
- 26. TIPS TO DEAL WITH TYPE 6 :
- 27. GRADING THE BOSS SURVEY U.S.A CareerBuilder study,
- 28. Harvard Business Review 2005
- 29. CONCLUSIONS IN REALITY, BOSSES ARE SOME COMBINATION
- 30. ANY QUESTIONS?
SCOPE OF PRESENTATION
Слайд 3THE ART OF MANAGING UP.
MANAGEMENT OR MANIPULATION?
“MANAGING YOUR BOSS" ??
BOTTOM-UP
VS TOP-DOWN APPROACH IN MOST ORGANIZATIONS
HOWEVER, RECENT STUDIES SUGGEST THAT EFFECTIVE MANAGERS TAKE TIME AND EFFORT TO MANAGE NOT ONLY RELATIONSHIPS WITH THEIR SUBORDINATES BUT ALSO THOSE WITH THEIR BOSSES.
HOWEVER, RECENT STUDIES SUGGEST THAT EFFECTIVE MANAGERS TAKE TIME AND EFFORT TO MANAGE NOT ONLY RELATIONSHIPS WITH THEIR SUBORDINATES BUT ALSO THOSE WITH THEIR BOSSES.
(Harvard Business Review, 2005)
Слайд 4(Society for Human Resource Management (SHRM), 2012)
EMPLOYEE JOB SATISFACTION AND ENGAGEMENT
SURVEY OF U.S. EMPLOYEES 2012
Слайд 8TYPE 1 : THE CONTROL FREAK
NEED TO HAVE EVERYTHING THAT IS
GOING ON IN HIS HANDS.
HATE IT WHEN SUBORDINATES MAKE ANY DECISIONS WITHOUT FIRST CONSULTING THEIR OPINION.
DON’T TRUST PEOPLE EASILY AND ALSO TEND TO HOARD INFORMATION YOU NEED TO KNOW TO COMPLETE THE TASK.
NOT THE TYPE OF BOSS WHO WILL COACH YOU ON HANDLING PROBLEM INDEPENDENTLY OR DELEGATE RESPONSIBILITY TO HIS SUBORDINATES.
HATE IT WHEN SUBORDINATES MAKE ANY DECISIONS WITHOUT FIRST CONSULTING THEIR OPINION.
DON’T TRUST PEOPLE EASILY AND ALSO TEND TO HOARD INFORMATION YOU NEED TO KNOW TO COMPLETE THE TASK.
NOT THE TYPE OF BOSS WHO WILL COACH YOU ON HANDLING PROBLEM INDEPENDENTLY OR DELEGATE RESPONSIBILITY TO HIS SUBORDINATES.
(Eric Shannon, 2004)
Слайд 9TIPS TO DEAL WITH TYPE 1 :
THE CONTROL FREAK
TO KEEP
HIM/ HER UP-TO-DATE ABOUT EACH AND EVERY SINGLE DETAILS OF THE TASK/ PROJECT;
TO ASK LOTS OF QUESTIONS ABOUT THE PROJECT THAT HE ASSIGNED TO YOU;
TO DELIVER WHAT HE/ SHE WANTS AND GAIN THEIR CONFIDENCE TO ENSURE YOUR SUCCESS WHILE WORKING WITH THEM.
TO ASK LOTS OF QUESTIONS ABOUT THE PROJECT THAT HE ASSIGNED TO YOU;
TO DELIVER WHAT HE/ SHE WANTS AND GAIN THEIR CONFIDENCE TO ENSURE YOUR SUCCESS WHILE WORKING WITH THEM.
Слайд 11 MAKES EVERYONE ELSE RESPONSIBLE FOR FIXING HIS/HER PROBLEMS.
TAKES
NO RESPONSIBILITY FOR HIS OWN EMPLOYEES, DEPARTMENT, OR RESULTS.
BUT WILL NORMALLY BE THE FIRST TO TAKE CREDIT FOR SOMETHING WHICH WENT WELL.
THEREFORE, YOU CAN NEVER DREAM OF HIM SHARING THE CREDIT WITH HIS TEAM ON A SUCCESSFUL PROJECT.
BUT WILL NORMALLY BE THE FIRST TO TAKE CREDIT FOR SOMETHING WHICH WENT WELL.
THEREFORE, YOU CAN NEVER DREAM OF HIM SHARING THE CREDIT WITH HIS TEAM ON A SUCCESSFUL PROJECT.
TYPE 2 : THE BLAME FIXER
Слайд 12TIPS TO DEAL WITH TYPE 2 :
THE BLAME FIXER
TO TRY
FIX THE PROBLEM, NOT THE ACCUSATIONS;
TO MAKE PROPER DOCUMENTATION ON EVERYTHING THAT OCCURS BETWEEN YOU AND YOUR BOSS, PARTICULARLY ON PROJECTS, TASKS AND ASSIGNMENT, SINCE THERE ARE TENDENCIES THAT HE/SHE EVADE ACCOUNTABILITY.
TO MAKE PROPER DOCUMENTATION ON EVERYTHING THAT OCCURS BETWEEN YOU AND YOUR BOSS, PARTICULARLY ON PROJECTS, TASKS AND ASSIGNMENT, SINCE THERE ARE TENDENCIES THAT HE/SHE EVADE ACCOUNTABILITY.
Слайд 15
DOES NOT CARE ABOUT HIS EMPLOYEES.
USUALLY VERY DIFFICULT TO GET
HIM IMPRESSED/ SATISFIED WITH THE TASK YOU HAVE DONE, AS HE IS CONVINCED THAT HE IS THE ONLY COMPETENT PERSON IN THE ORGANIZATION.
NOT THE TYPE OF PERSON WHO WILL ADMIT TO MAKING MISTAKES OR TELL YOU HOW MUCH HE APPRECIATES YOUR EFFORT.
NOT THE TYPE OF PERSON WHO WILL ADMIT TO MAKING MISTAKES OR TELL YOU HOW MUCH HE APPRECIATES YOUR EFFORT.
TYPE 3 : THE AUTOCRAT
Слайд 16
TO MAKE SURE YOU SHARE THE SAME OBJECTIVES YOUR BOSS DOES;
TO
DEMONSTRATE THAT YOU ARE A TEAM PLAYER (AND ON HIS TEAM);
TO KEEP HIM INFORMED OF THE STATUS OF YOUR PROJECT;
TO CLEAR ANY DECISIONS YOU MAKE WITH THEM BEFORE MOVING AHEAD.
TO KEEP HIM INFORMED OF THE STATUS OF YOUR PROJECT;
TO CLEAR ANY DECISIONS YOU MAKE WITH THEM BEFORE MOVING AHEAD.
TIPS TO DEAL WITH TYPE 3 :
THE AUTOCRAT
Слайд 18WILL LEAVE HIS/ HER SUBORDINATES HANGING OUT TO DRY AND WILL
BE ANYTHING BUT SUPPORTIVE.
WILL NEVER GIVE YOU HONEST AND DIRECT FEEDBACK, BEING SINCERE AND OPENLY VACILLATE ABOUT DECISIONS.
HOWEVER, THEY ARE GENERALLY GOOD PEOPLE.
WILL NEVER GIVE YOU HONEST AND DIRECT FEEDBACK, BEING SINCERE AND OPENLY VACILLATE ABOUT DECISIONS.
HOWEVER, THEY ARE GENERALLY GOOD PEOPLE.
TYPE 4 : THE SOFT HEART
Слайд 19TIPS TO DEAL WITH TYPE 4 :
THE SOFT HEART
TO ACT
NICE AND BEING SUPPORTIVE;
TO LET KNOW UP-FRONT THAT YOU WOULD RATHER PREFER THEM TO BE FRANK WITH YOU;
TO ASK FOR ‘AREAS FOR DEVELOPMENT’ AND HOW TO OVERCOME THEM WHEN SHE/ HE GIVES FEEDBACK.
TO LET KNOW UP-FRONT THAT YOU WOULD RATHER PREFER THEM TO BE FRANK WITH YOU;
TO ASK FOR ‘AREAS FOR DEVELOPMENT’ AND HOW TO OVERCOME THEM WHEN SHE/ HE GIVES FEEDBACK.
Слайд 21
USUALLY POSSES CHARISMATIC PERSONALITY + ALWAYS FUN TO BE AROUND WITH.
OFTEN HAS +VE THINGS TO SAY BUT THERE IS RARELY ANY TRUTH OR SUBSTANCE BEHIND IT.
OFTEN HAS NO REAL COMPETENCE IN HIS JOB.
SO, HE BASICALLY DEPENDS ON INDIVIDUALS WHO ARE COMPETENT TO MAKE THEM LOOK GOOD.
TYPE 5 : THE POLITICIAN
Слайд 22TIPS TO DEAL WITH TYPE 5 :
THE POLITICIAN
TO TRY TO
MAKE THEM LOOK GOOD AS THEY WILL RECOGNIZE YOU.
AVOID BEING A POTENTIAL SCAPEGOAT, BY GETTING PUBLIC WRITTEN SUPPORT FOR ANYTHING RISKY OR CONTROVERSIAL.
(SWINTON, LYNDSAY, 2006)
AVOID BEING A POTENTIAL SCAPEGOAT, BY GETTING PUBLIC WRITTEN SUPPORT FOR ANYTHING RISKY OR CONTROVERSIAL.
(SWINTON, LYNDSAY, 2006)
Слайд 25
THE TYPE OF BOSS YOU WANT TO WORK FOR - COMPETENT
& GOOD AT SOLICITING IDEAS + CREATIVITY FROM THEIR EMPLOYEES.
CAPABLE OF MAKING TOUGH DECISIONS & CARRIES THEM OUT IN A WAY THAT IS RESPECTFUL + PROFESSIONAL.
CAPABLE OF MAKING TOUGH DECISIONS & CARRIES THEM OUT IN A WAY THAT IS RESPECTFUL + PROFESSIONAL.
TYPE 6 : THE TEAM BUILDER
Слайд 26TIPS TO DEAL WITH TYPE 6 :
THE TEAM BUILDER
TO BE
OPEN AND NOT HOLDING ANYTHING BACK;
TO GIVE COMMITMENT AND INVOLVEMENT AS THEY DELEGATE AND EMPOWER THEIR TEAM MEMBERS;
TO MAKE SURE THAT YOU UNDERSTAND YOUR ROLE IN THE TEAM AND ABLE TO WORK WELL WITH BOTH, YOUR BOSS AND YOUR TEAM AS WELL.
TO GIVE COMMITMENT AND INVOLVEMENT AS THEY DELEGATE AND EMPOWER THEIR TEAM MEMBERS;
TO MAKE SURE THAT YOU UNDERSTAND YOUR ROLE IN THE TEAM AND ABLE TO WORK WELL WITH BOTH, YOUR BOSS AND YOUR TEAM AS WELL.
Слайд 27GRADING THE BOSS SURVEY
U.S.A CareerBuilder study, 2012
WHAT EMPLOYEES FEEL OR THINK
ABOUT THEIR BOSSES
Слайд 29CONCLUSIONS
IN REALITY, BOSSES ARE SOME COMBINATION OF ALL SIX OF THE
ABOVE TYPES.
WE CAN NEVER CHANGE WHO THEY ARE, BUT WE CAN ADAPT THE WAY WE WORK WITH THEM IN ORDER TO BE SUCCESSFUL.
WORKING WITH OTHER PEOPLE IS NEVER EASY, BUT IT IS REQUIRED FOR SUCCESS IN CORPORATIONS TODAY.
WE CAN NEVER CHANGE WHO THEY ARE, BUT WE CAN ADAPT THE WAY WE WORK WITH THEM IN ORDER TO BE SUCCESSFUL.
WORKING WITH OTHER PEOPLE IS NEVER EASY, BUT IT IS REQUIRED FOR SUCCESS IN CORPORATIONS TODAY.
