3. Managing Up
Many see it as brown-nosing or sucking up
These views are mistaken
Forging effective relationships with your superiors
Can help one be seen as an asset to the company
Can lead to promotions and overall success
Makes the boss happy, creates efficient working
environment
Paying attention to his or her personality or preferences
and adapting one’s work practices accordingly
http://www.sodahead.com/fun/r-u-a-buzzard-bat-or-bee---look-up/blog-
87625/?link=ibaf&q=look+up&imgurl=http://www.meetschmitt.com/ima
ges/highres/Schmitt_Look_Up_HiRes.jpg
4. Managing Up - Pay
Attention to Personality
Some people are more analytical and technical
managers
These people respond better when their
employees use data and numbers to support the
information and proposals they present
Some are more people oriented
May respond better to framing information based
on how it will help or hurt the customers
http://personality.prosperyourmind.com
5. Managing Up -
Communication
Good communication important for success in any
company
Written vs. verbal
If both in what order
Frequency of communication
Amount of details desired
How do you find out what boss prefers?
Look at the way he/she communicate with you
http://www.tenantscreeningblog.com/landlord-tips/tips-for-improving-
landlord-tenant-communication/
6. Managing Up - Ideal
working attitude
Provide solutions not problems
Be honest trustworthy and committed
Go above and beyond your job description to
solve problems
Makes manager’s job easier
Careful to do this without neglecting original
responsibilities
7. Managing Down
Managing down influences employee health and
well-being as well as individual, group, and
organizational performance
Policy leaders should emphasize, train people
in, and evaluate good management practices
within organizations
Employee involvement influences the manner of
all other organizational practices
8. Managing Down Research
There are clear links between
organizational culture and performance
organizational culture and management
management and performance
management and psychological consequences
psychological consequences and employee
behavior
http://getentrepreneurial.com/archives/top-10-tips-for-managing-down/
9. Managing Across
Establish peer network – alliances
Social capital
Trust
Team cohesion
Task interdependence
Power & Influence
Referent power
Soft influence tactics
http://www.esxinc.com/esx/membership-management-software.asp
10. Managing Across
Research
"People mostly go wrong by establishing a good
relationship only with their bosses and ignoring
peers and juniors. In a volatile business
environment, all three are equally critical”
S.Y. Siddiqui, Managing Executive Officer
for administration, in charge of human
resources, finance and information
technology of Maruti Suzuki India Ltd.
http://businesstoday.intoday.in/story/establishing-a-rapport-
with-boss/1/11550.html
http://www.thehumanfactor.in/01102010/storyd.asp?sid=900&pageno=
1
11. Managing Across
Research
Organization is made up of teams
Shared goals
Work together
Keep emotions at bay
“Coexist amidst healthy competition.”
Ashu Khanna, Executive coach
http://businesstoday.intoday.in/story/establishing-a-rapport-
with-boss/1/11550.html
13. Atlas Air
Worldwide Holdings
Aviation Leasing Holding Company
Composed of:
Atlas Air, Inc.
Polar Air Cargo Worldwide, Inc.
Titan Aviation Leasing Ltd.
Global Supply Systems (49% stake)
http://www.atlasair.com/holdings/media-center.html
14. Atlas Air, Inc.
Wholly owned subsidiary of Atlas Air Worldwide
Holdings
Founded in 1993 by Michael Chowdry
Began operations the same year on an ACMI
contract basis
http://centralfloridapacs.org/michaelchowdry.html
15. Atlas Air, Inc.
In 1998, Atlas Air ordered 12 new 747-400
freighter aircraft
By 2000, the fleet held 36 aircraft
Adopted holding company format in 2001 in
order to acquire Polar Air Cargo Worldwide
http://www.atlasair.com/holdings/media-center.html
17. Atlas Air, Inc.
Atlas Air Worldwide Holdings (AAWW) began
trading on the NASDAQ in 2006
Currently the world’s largest operator of Boeing
747 aircraft
Currently headquartered in Purchase, NY
http://www.atlasair.com/holdings/media-center.html
18. Corporate Services
Wet and Dry Leasing
CMI (Crew, Maintenance, Insurance) contracts
Customer Specific Commercial Charter Services
Related Aviation Services
19. Some Statictics
In 2011, Atlas operated 18,500 flights to 250
destinations in 90 countries
2011 net income for stockholders- $96.1 million
2011 revenues- $1.398 billion
Nov. 20- $42.37
21. Corporate Services
Wet and Dry Leasing
CMI (Crew, Maintenance, Insurance) contracts
Customer Specific Commercial Charter Services
Related Aviation Services
24. Corporate Hierarchy
Senior Vice
President (2)
COO
Vice
President
CEO (17)
Senior
CCO
Director
25. INTERVIEWS…
Robert Wood
Senior Director of Safety and
Internal Evaluations
Stephanie
Biraglia
Manager of Document Services
Kira Kremski
Document Procedure and
Fulfillment Specialist
26. Mrs. Stephanie Biraglia
Manager of document services department
Produces all company manuals
Used on planes and at different stations
Ensures compliance with the FAA
27. Her view on Atlas Air’s
Culture
Competitive
Departments work together to stand out
Cover Ups
Everyone trying to get ahead
Nepotism
Most superiors are ex-military
“Old-school”
“Big personalities”
“Arrogance”
Don’t like to be questioned
Hard for a women to get ahead
28. Her view continued…
Difficult to be a women
1 female senior director out of 30 total
“Have to walk a fine line” and manage egos
Old manager had a strong personality and did
not get along with her superiors
Gave women a bad reputation in the company
29. Mrs. Biraglia on Managing
Up
Not encouraged but can be done
Harder for women
Managing personalities is key
Have to filter information to decide what to tell superiors
and when
No formal training
Its on the job training
Training would help workers learn how to manage their
superiors.
30. Managing up continued…
Large part of her job
Communicates with her boss constantly
Great relationship with superiors
Honesty
Always knows what is expected of her
Experience has helped her manage all the different
personalities at work
31. Mrs. Biraglia on Managing
Down
Six direct subordinates
Important because of SAA’s strict regulations
Has to make sure job details and expectations are
clear to avoid being audited
Training is not given but would be helpful
Close with her team but sometimes she has to
be stern with them
32. Mrs. Biraglia on Managing
Across
Not many managers in the company
Little interaction with people at her own level
Deals more with her superiors and subordinates
33. Ms. Kira Kremski
Procedure and Fulfillment Specialist
Manages up and across
Being at an entry level position, does not have to
manage down
34. Ms. Kremski on
Communication
Communication is key at Atlas Air
Communicates with all different departments
and offices
E-mail, face-to-face and telephone
Can be improved, information can get lost along
the way
35. Ms. Kremski on Training
No formal training
Some people in company could definitely benefit
from training
Learn overtime
If there is a new responsibility, she is made aware
Been in department for along time, this makes her
knowledgeable of many of the expectations
36. Ms. Kremski on Managing Up
Not encouraged, but very prevalent
Very fast paced environment, so necessary to step in
Always respect ideas and opinions
Flexibility is key
Always show you are trying to make an effort
If you disagree, come to an agreement and try to
accommodate
37. Ms. Kremski on Managing
Across
Can be difficult
Need to be respectful
May need to work through person
38. Mr. Robert Wood
Senior Director of Safety and Internal
Evaluations
14 Years with Atlas Air
Manger of Ground Safety Senior Manager of
Safety Senior Director of Safety and Internal
Evaluations
39. Job Responsibilities
Ground Operations
Coordinating third party audits
Managing any Occupational Safety and Heath
Administration concerns
Oversees Document Services
40. Mr. Wood on Managing Up
Daily communication with superiors
Most important part of his job
No formal training on handling relations with
superiors
41. Managing Up continued…
Listening is a key skill
Make recommendations in one-on-one situations
Keep it short and sweet
42. Mr. Wood Managing Down
Respect and honesty
Avoid public embarrassment
Allow employees to feel involved
47. Training
In all interviews, they said they could have
benefitted from training.
Simulated situations
To minimize cost – one time seminar
48. Team Building
Current hierarchy does not foster team cohesion
After work social events where employees can
mingle with upper associates like directors
Not expensive and easy to organize
Monthly gathering after work
More inclusive weekly meetings
http://en.wikipedia.org/wiki/Coffee
49. Male/Female Dynamics
Such a male dominated industry, it is hard to
change the dynamics… but can start by
alleviating tension through…
More inclusive social events
Company golf outing? Invite the females!
Company picnic for everyone
http://deniselefay.wordpress.com/2010/05/21/why-the-ascension-process-is-so-painful-difficult/male-female/
50. Communication
So much done through e-mail
Information overload
Say things wouldn’t normally say in person
Encourage more face to face time
Encourage more phone calls or video chats for
international employees
http://www.plumblinemanagement.com/blog/face-face-time
