Managing Upwards — A Manager's Dilemma

Abstract

Attempts at changing interactive behaviour begin b y first considering the underlying belief systems. Given this premise, the need for managing upwards is based on the power holder's concern in becoming isolated from relevant information, as a function of hierarchy. In an apparent paradox, it is believed that by keeping the power-holder fully informed, benefits such as greater autonomy result. However, self- protection and a defensive posture operate as barriers in this process. Their effects can be reduced by arriving at a set of personal beliefs that need to be genuinely held, if managing upwards is to be effective for all parties. Finally, the paper sets out some practical behaviours that follow on, once those beliefs are accepted.