A Book Review of Managing Your Boss: Human Resource Management
Human Resource Management - Book Review
“Managing Your Boss” by John J. Gabarro and John P. Kotter
Harvard Business Review, 2005
Introduction
People sometimes do not realize how much their bosses depend on them and many people also do not realize how much they depend on their boss. For example bosses need honesty from manager’s direct reports. People can managing their bosses for very good reasons: to get resources to do the best job, not only for their-selves but also for their bosses and their companies as well.
Effective managers take time and effort to manage not only relationship with subordinates but also those with their bosses. This essential aspect of management is sometimes ignored by otherwise talented and aggressive managers. And there are some managers who actively and effectively supervise subordinates, markets, etc assume an almost passively reactive stance when they meet their bosses.
With this mutual dependence, effective managers seek out information about boss’s concerns and are sensitive to his work style. Whether see the boss as the enemy or viewing the boss as an all-wise parent.
Summary
The book is divided into four big parts. First part is Misreading The Boss-Subordinate Relationship. This part provide about how two people can on occasional be psychological or temperamentally incapable of working together, where a personality conflict sometimes only a very small part of the problems. Sometimes people did not realize that their relation with their subordinates involved mutual dependence between two unperfected human being. Some people behave base on their thought, that their bosses were not really rely on them. And some people behave as they not really rely on their bosses. To manage situation like this we need a good understanding of the other person and ourselves, and use that information to develop and manage a compatible working atmosphere that compatible with both people’s work style and assets.
Second part is
“Managing Your Boss” by John J. Gabarro and John P. Kotter
Harvard Business Review, 2005
Introduction
People sometimes do not realize how much their bosses depend on them and many people also do not realize how much they depend on their boss. For example bosses need honesty from manager’s direct reports. People can managing their bosses for very good reasons: to get resources to do the best job, not only for their-selves but also for their bosses and their companies as well.
Effective managers take time and effort to manage not only relationship with subordinates but also those with their bosses. This essential aspect of management is sometimes ignored by otherwise talented and aggressive managers. And there are some managers who actively and effectively supervise subordinates, markets, etc assume an almost passively reactive stance when they meet their bosses.
With this mutual dependence, effective managers seek out information about boss’s concerns and are sensitive to his work style. Whether see the boss as the enemy or viewing the boss as an all-wise parent.
Summary
The book is divided into four big parts. First part is Misreading The Boss-Subordinate Relationship. This part provide about how two people can on occasional be psychological or temperamentally incapable of working together, where a personality conflict sometimes only a very small part of the problems. Sometimes people did not realize that their relation with their subordinates involved mutual dependence between two unperfected human being. Some people behave base on their thought, that their bosses were not really rely on them. And some people behave as they not really rely on their bosses. To manage situation like this we need a good understanding of the other person and ourselves, and use that information to develop and manage a compatible working atmosphere that compatible with both people’s work style and assets.
Second part is