GUIDELINES TO NRDC feb 24 2014
GUIDELINES TO NRDC feb 24 2014 GUIDELINES TO NRDC feb 24 2014
Managing Your BossIntroduction Do you--x Get along with everyone except your boss?x Feel you lack influence?x Believe your boss is a poor communicator?ManagingtherelationshipBadassumptionsaboutyourselfBadassumptionsaboutyour bossGuidelinesformanagingyour bossPerhaps it's a personality conflict, though not very likely. More likely, problemsarise because either you or your boss has failed to manage the relationship.You have less power than your boss and more to lose if the relationship fails.Because it's in your best interest, take the lead to make the relationship work.Begin by getting rid of bad assumptions.Don't delude yourself by assuming you--x Don't need the boss.x Really know the boss's priorities.x Give the boss more than enough information.x Can always take the boss's word at face value.Don't get into the doghouse by assuming the boss--x Doesn't need you.x Will give you resources without being asked.x Must be satisfied with your work if nothing's said about it.x Is more concerned about your results than your style.x Has a stake in your career development.x Is solely responsible for the relationship's success.To build a better working relationship with your boss, follow these guidelines:x If your boss is vague, fill voids with questions or assumptions.xx If possible, get answers from your boss.xx If not, get them from those close to the boss.x Find out how your boss prefers to receive information. (See page 2-15.)x Interact with your boss at social events but don't just talk about work.x Constantly clarify your boss's priorities, for they're ever changing.x Walk a mile in your boss's shoes.x Read your boss's tea leaves (what lies in store that could affect you both).x Keep your boss informed--both good news and bad.(See pages 6-22 and 6-23.)NRDC GRC – Staff Handbook 1-20
Chapter SummaryKey points This table summarizes key points of chapter sections or information blocks:Topic Summary PageObjectives Objectives:x Apply systems concepts to work.x Explain five functions of the management process.x Describe manager skills and roles.x Integrate manager and leader roles.x Use delegation of authority to manage effectively.x Manage the relationship with your boss.Systems A system is a group of interrelated parts with a purpose:1-2approach to x Environment.andmanagement x Input.1-3x Conversion.x Output.x Feedback.Actions in one part affect all others.Sustainment System will sustain itself if it has--1-3x A worthy purpose.x Demand for its products.x Access to resources.x Efficient processes.x Timely feedback.x Acceptance of its products.Additional Additional management principles:1-4principlesx Synergy--whole is greater than sum of its parts.x Flexibility--more than one way to do something well, so don'twaste time seeking one best way.x Contingency--situation determines what works best.x Efficiency--doing things right.x Effectiveness--doing the right things.Subsystems An organization has six subsystems:1-5x Mission.andx People.1-6x Structures.x Technology.x Leadership.x Task environment.NRDC GRC – Staff Handbook 1-21
- Page 2 and 3: PREFACEDisclaimer: The NRDC-GREECE
- Page 4 and 5: GUIDELINES TO CONSIDERBecome fully
- Page 6: Remember the mission. Avoid tunnel
- Page 9 and 10: Overview ContinuedFocusThe text foc
- Page 11 and 12: InstructionsIntroduction This secti
- Page 13 and 14: NotesNRDC GRC - Staff Handbookvi
- Page 15 and 16: Detailed Table of Contents, Continu
- Page 17: Detailed Table of Contents, Continu
- Page 20 and 21: Chapter 1Organizations and Managers
- Page 22 and 23: Systems Approach to Management, Con
- Page 25 and 26: SubsystemsIntroduction This section
- Page 27 and 28: The Five Functions of ManagementInt
- Page 29 and 30: Types of ManagersIntroductionThis s
- Page 31 and 32: Staff Officer RolesIntroduction Peo
- Page 33 and 34: Managing and LeadingIntroduction St
- Page 36 and 37: Managing Things and Leading PeopleI
- Page 38 and 39: Delegation of Authority, ContinuedI
- Page 42 and 43: Chapter Summary, ContinuedKey point
- Page 44 and 45: The Staff Officer’s WorldIntroduc
- Page 46 and 47: AnticipationIntroduction Ability to
- Page 48 and 49: InitiativeIntroduction A sharp staf
- Page 50 and 51: Initiative, ContinuedKeepingactions
- Page 52 and 53: Guidance, ContinuedWhen to seekguid
- Page 54 and 55: Perspective, ContinuedPride,passion
- Page 56 and 57: Written Sources of InformationIntro
- Page 58 and 59: Providing Information and Building
- Page 60 and 61: Completed Staff Work, ContinuedPrep
- Page 62 and 63: Staff Doctrine, ContinuedBackground
- Page 64 and 65: Chapter Summary, ContinuedKey Point
- Page 66 and 67: Efficiency and EffectivenessIntrodu
- Page 68 and 69: Efficiency and Effectiveness, Conti
- Page 70 and 71: Step 1: Record Use of TimeIntroduct
- Page 72 and 73: Step 2: Analyze ResultsIntroduction
- Page 74: Step 3: Eliminate Time WastersIntro
- Page 77 and 78: Step 4: Overcome Barriers, Continue
- Page 79 and 80: Priorities, ContinuedVisionVision i
- Page 81 and 82: Doing Things One at a TimeIntroduct
- Page 83 and 84: Chapter SummaryKey points This tabl
- Page 85 and 86: Chapter 4Meetings and InterviewsOve
- Page 87 and 88: Preparing an AgendaIntroductionGuid
- Page 89 and 90: Opening a MeetingIntroductionOpenin
Chapter SummaryKey points This table summarizes key points of chapter sections or information blocks:Topic Summary PageObjectives Objectives:x Apply systems concepts to work.x Explain five functions of the management process.x Describe manager skills and roles.x Integrate manager and leader roles.x Use delegation of authority to manage effectively.x Manage the relationship with your boss.Systems A system is a group of interrelated parts with a purpose:1-2approach to x Environment.andmanagement x Input.1-3x Conversion.x Output.x Feedback.Actions in one part affect all others.Sustainment System will sustain itself if it has--1-3x A worthy purpose.x Demand for its products.x Access to resources.x Efficient processes.x Timely feedback.x Acceptance of its products.Additional Additional management principles:1-4principlesx Synergy--whole is greater than sum of its parts.x Flexibility--more than one way to do something well, so don'twaste time seeking one best way.x Contingency--situation determines what works best.x Efficiency--doing things right.x Effectiveness--doing the right things.Subsystems An organization has six subsystems:1-5x Mission.andx People.1-6x Structures.x Technology.x Leadership.x Task environment.<strong>NRDC</strong> GRC – Staff Handbook 1-21
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