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http://www.atlasair.com/holdin
gs/media-center.html
A little about about
managing up, down, and
across…
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
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
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/
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
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
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/
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
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
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
http://www.atlasair.com/holdings/media-center.html
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
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
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
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
Corporate Services
 Wet and Dry Leasing

 CMI (Crew, Maintenance, Insurance) contracts

 Customer Specific Commercial Charter Services

 Related Aviation Services
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
http://www.atlasair.com/holdings/investorrelationsslides/AAWW
%20Investor%20Slides%20-%20November%2011-12-12.pdf
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/investorrelationsslides/AAWW
%20Investor%20Slides%20-%20November%2011-12-12.pdf
Corporate Services
 Wet and Dry Leasing

 CMI (Crew, Maintenance, Insurance) contracts

 Customer Specific Commercial Charter Services

 Related Aviation Services
http://www.atlasair.com/holdings/investorrelationsslides/AAWW
%20Investor%20Slides%20-%20November%2011-12-12.pdf
http://www.atlasair.com/holdings/investorrelationsslides/AAWW
%20Investor%20Slides%20-%20November%2011-12-12.pdf
Corporate Hierarchy

                  Senior Vice
                  President (2)
           COO
                        Vice
                      President
 CEO                     (17)

                       Senior
           CCO
                      Director
INTERVIEWS…
            Robert Wood
        Senior Director of Safety and
            Internal Evaluations




           Stephanie
            Biraglia
      Manager of Document Services




           Kira Kremski
        Document Procedure and
          Fulfillment Specialist
Mrs. Stephanie Biraglia
 Manager of document services department
  Produces all company manuals
    Used on planes and at different stations
  Ensures compliance with the FAA
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
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
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.
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
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
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
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
Job Responsibilities
 Ground Operations

 Coordinating third party audits

 Managing any Occupational Safety and Heath
 Administration concerns

 Oversees Document Services
Mr. Wood on Managing Up

 Daily communication with superiors

 Most important part of his job

 No formal training on handling relations with
 superiors
Managing Up continued…

 Listening is a key skill

 Make recommendations in one-on-one situations

 Keep it short and sweet
Mr. Wood Managing Down

 Respect and honesty

 Avoid public embarrassment

 Allow employees to feel involved
Managing Down
continued…

MBO system helps employees be aware of
expectations

Gives employees measurable goals

Increases employee motivation
Mr. Wood on Managing
Across
 Listen to everyone’s opinion

 Don’t just say no; try to incorporate aspects of
 each person’s idea

 Keep an open mind
Managing Across
continued…

 Non-confrontational style most effective

 Compromise is an essential component
Ms. Kira Kremski
 Procedure and Fulfillment Specialist

 Manages up and across

 Being at an entry level position, does not have to
 manage down
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
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
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
Ms. Kremski on Managing
Across
 Can be difficult

 Need to be respectful

 May need to work through person
Recommendations
Training – managing up, down and across

Team building / group cohesion

Male/female dynamics

Communication
Training
 In all interviews, they said they could have
 benefitted from training.
   Simulated situations
   To minimize cost – one time seminar
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
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
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

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Ob group project

  • 2. A little about about managing up, down, and across…
  • 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
  • 16. 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
  • 17. Corporate Services Wet and Dry Leasing CMI (Crew, Maintenance, Insurance) contracts Customer Specific Commercial Charter Services Related Aviation Services
  • 18. 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
  • 20. 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
  • 22. Corporate Services Wet and Dry Leasing CMI (Crew, Maintenance, Insurance) contracts Customer Specific Commercial Charter Services Related Aviation Services
  • 25. Corporate Hierarchy Senior Vice President (2) COO Vice President CEO (17) Senior CCO Director
  • 26. INTERVIEWS… Robert Wood Senior Director of Safety and Internal Evaluations Stephanie Biraglia Manager of Document Services Kira Kremski Document Procedure and Fulfillment Specialist
  • 27. Mrs. Stephanie Biraglia Manager of document services department Produces all company manuals Used on planes and at different stations Ensures compliance with the FAA
  • 28. 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
  • 29. 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
  • 30. 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.
  • 31. 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
  • 32. 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
  • 33. 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
  • 34. 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
  • 35. Job Responsibilities Ground Operations Coordinating third party audits Managing any Occupational Safety and Heath Administration concerns Oversees Document Services
  • 36. Mr. Wood on Managing Up Daily communication with superiors Most important part of his job No formal training on handling relations with superiors
  • 37. Managing Up continued… Listening is a key skill Make recommendations in one-on-one situations Keep it short and sweet
  • 38. Mr. Wood Managing Down Respect and honesty Avoid public embarrassment Allow employees to feel involved
  • 39. Managing Down continued… MBO system helps employees be aware of expectations Gives employees measurable goals Increases employee motivation
  • 40. Mr. Wood on Managing Across Listen to everyone’s opinion Don’t just say no; try to incorporate aspects of each person’s idea Keep an open mind
  • 41. Managing Across continued… Non-confrontational style most effective Compromise is an essential component
  • 42. Ms. Kira Kremski Procedure and Fulfillment Specialist Manages up and across Being at an entry level position, does not have to manage down
  • 43. 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
  • 44. 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
  • 45. 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
  • 46. Ms. Kremski on Managing Across Can be difficult Need to be respectful May need to work through person
  • 47. Recommendations Training – managing up, down and across Team building / group cohesion Male/female dynamics Communication
  • 48. Training In all interviews, they said they could have benefitted from training. Simulated situations To minimize cost – one time seminar
  • 49. 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
  • 50. 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
  • 51. 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