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Article Presentation: Managing your boss . Presented: Giang Dang. Managing your boss by John J.Gabarro and John P.Kotter. “Successful managers develop relationships with everyone they depend on – including the boss”. Misreading the boss-subordinate relationship.

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managing your boss by john j gabarro and john p kotter
Managing your bossby John J.Gabarro and John P.Kotter

“Successful managers develop relationships with everyone they depend on – including the boss”

misreading the boss subordinate relationship
Misreading the boss-subordinate relationship
  • Personality conflict: very small part
  • Unrealistic assumptions and expectations: the nature of boss-subordinate relationship is mutual dependence between the 2 fallible human being
    • Failed to see the dependence of the boss on his subordinate: help, cooperation and honesty
    • Some are too self-sufficient: no need critical information and resource a boss can supply
misreading the boss subordinate relationship4
Misreading the boss-subordinate relationship
  • Unrealistic expectation: all boss can provide information or help subordinates
  • Reasonable expectation: boss can only provide modest help. Effective managers should seek information and help they need instead of waiting for their boss to provide it
misreading the boss subordinate relationship5
Misreading the boss-subordinate relationship
  • Requirements to manage mutual dependence among fallible human being:
    • Good understanding of other person and yourself: strengths, weaknesses, work styles and needs
    • Use this information to develop and manage healthy working relationship: compatibility, mutual expectation and critical needs
understanding your boss
Understanding your boss
  • Goals and objectives: organizational and personal
  • Pressures: from his own boss and others at the same level
  • Strengths and weaknesses
  • Preferred working styles:
    • How a boss like to get information? Memos, meeting, or phone calls
    • Does he thrive on conflicts or try to minimize them?
understanding your boss7
Understanding your boss
  • Should be more sensitive to work styles of a new boss
  • Should seek out this information on a going basis as priorities and concerns change over time
understanding yourself
Understanding yourself
  • Boss is one-half of the relationship
  • You: the other half and have more direct control
  • Effective working relationship: know your own strengths, weaknesses and personal style.
  • Not change the basic personality structure of you or your boss
  • But be aware of what is about you that impedes or facilitates working with your boss
  • Take actions that make the relationship more effectively
understanding yourself9
Understanding yourself
  • Gaining self-awareness and acting on it based on past experience
  • Subordinates more dependent on the boss: frustrations
  • Handle these frustrations based on predisposition:
    • Counter-dependence
    • Over-dependence
understanding yourself10
Understanding yourself
  • Both these predisposition lead managers to unrealistic views of what a boss is
  • In fact: bosses are imperfect and fallible: they don’t have unlimited time, encyclopedic knowledge, or extrasensory perception nor are they evil enemies
  • Awareness of these extremes and the range: useful to understand your own predisposition, implications, and predict your reaction and behaviors
developing and managing the relationship
Developing and managing the relationship
  • Compatible work style:
    • Listeners vs. readers
    • Decision-making style: involved or not
    • Complement skills to make up for each other’s weaknesses
  • Mutual Expectation
    • Boss’s expectation: broad or specific
    • Communicate your own expectation to the boss
developing and managing the relationship12
Developing and managing the relationship
  • Mutual Expectation: to deal with inexplicit expectation of the boss using different approaches that depend on the boss’s style:
    • Detailed memo with key aspects of a manager’s work approved by the boss
    • Initiate an ongoing series of informal discussions about “good management” and “our objectives”
    • Getting information indirectly through those who used to work for the boss and through the formal planning systems
developing and managing the relationship13
Developing and managing the relationship
  • Flow of information:
    • How much information the boss needs depends on the boss’s style, situation and confidence with the subordinates
    • How to deal with a good-news-only boss: management information system, communicate immediately
developing and managing the relationship14
Developing and managing the relationship
  • Dependability and honesty
    • Be consistent and meet the deadlines
    • Be honest to gain trust from the boss
  • Good use of time and resources
    • Boss has limited time, energy and resources: be wise to draw on these resources selectively
    • Recognize that managing relationship with the boss takes time and energy
    • Effective managers understand that this part of their work is legitimate
summary checklist for managing your boss
Summary: Checklist for managing your boss
  • Understand your boss and his or her context:
    • Goals and objectives
    • Strengths, weaknesses, blind spots
    • Preferred work style
  • Address yourself and your needs:
    • Strengths and weaknesses
    • Personal style
    • Predisposition toward dependence on authority figures
summary checklist for managing your boss16
Summary: Checklist for managing your boss
  • Develop and maintain a relationship that:
    • Fits both your needs and styles
    • Is characterized by mutual expectations
    • Keeps your boss informed
    • Is based on dependability and honesty
    • Selectively uses your boss’s time and resources