Glossary entry (derived from question below)
English term or phrase:
managing across
Polish translation:
wpływanie na kolegów lub pracę w innych częściach organizacji
Added to glossary by
Kamila Ołtarzewska
Mar 26 15:01
1 mo ago
11 viewers *
English term
Poland
managing across
English to Polish
Bus/Financial
Business/Commerce (general)
Firma produkuje systemy wspomagające działalność firm, jednym z nim jest system odciążający działy IT, które nie muszą już wykonywać pewnych biurokratycznych działań. Firma reklamując produkt podaje uzasadnienie:
66% of a knowledge worker's time is taken up by desk-based work and "managing across"
66% of a knowledge worker's time is taken up by desk-based work and "managing across"
Proposed translations
(Polish)
References
| "managing across" |
geopiet
|
Change log
Apr 2, 2024 13:28: Kamila Ołtarzewska Created KOG entry
Proposed translations
7 mins
Kamila Ołtarzewska
Poland
Poland
Native in Polish
Specializes in field
Poland
EN-PL translator interpreter since 2000s
Native in: Polish
Works in: Polish to English, English to Polish
Related KudoZ points
:
32
Selected
wpływanie na kolegów lub pracę w innych częściach organizacji
W obu przypadkach wpływanie ma na celu posuwanie do przodu projektów lub pracy dotyczącej szerszych celów organizacyjnych.
4 KudoZ points awarded for this answer.
59 mins
Frank Szmulowicz, Ph. D.
United States
United States
Native in English
&
Polish
Specializes in field
United States
On time, on target, on budget.
Native in: English 
, Polish
Works in: Polish to English, English to Polish, Russian to Polish, and 1 more.
Related KudoZ points
:
958
zarządzanie wszerz organizacji
When we talk about managing, we usually mean managing down, managing employees who work for us, but what about managing across and up? That means influencing other colleagues at your level and even your own leadership
https://www.linkedin.com/learning/daily-habits-for-effective...
Managing across the organization is a horse of a different color. Getting things done through others is a key management tenet. Right? However, the difference is that when we manage across the organization, we’re really talking about influence, not management and control. Some contend that managing across is more difficult than managing up because it requires a different set of skills, including emotional intelligence, self-awareness, self-regulation, motivation, empathy, and effective social skills (See Daniel Goleman’s writings on Emotional Intelligence).
Managing across the organization gets tricky because we often do not have the authority to go along with the responsibility we’ve been given to accomplish a particular goal or objective. While this is often a challenging situation, it can be overcome. Here are a few tips:
https://scholarblogs.emory.edu/lits/2013/05/17/managing-up-a...
https://www.linkedin.com/learning/daily-habits-for-effective...
Managing across the organization is a horse of a different color. Getting things done through others is a key management tenet. Right? However, the difference is that when we manage across the organization, we’re really talking about influence, not management and control. Some contend that managing across is more difficult than managing up because it requires a different set of skills, including emotional intelligence, self-awareness, self-regulation, motivation, empathy, and effective social skills (See Daniel Goleman’s writings on Emotional Intelligence).
Managing across the organization gets tricky because we often do not have the authority to go along with the responsibility we’ve been given to accomplish a particular goal or objective. While this is often a challenging situation, it can be overcome. Here are a few tips:
https://scholarblogs.emory.edu/lits/2013/05/17/managing-up-a...
8 hrs
Andrzej Mierzejewski
Poland
Poland
Native in Polish
Works in field
Poland
M.Sc. Engineer (Mechanics)
Native in: Polish
Works in: Polish to English, English to Polish, German to Polish, and 3 more.
Related KudoZ points
:
67
zarządzanie innymi pracownikami na tym samym poziomie hierarchii
Managing across or laterally is influencing those who are peers or work in different parts of the organization.
https://www.higheredjobs.com/articles/articleDisplay.cfm?ID=...
Ewentualnie dłużej: zarządzanie współpracownikami i innymi pracownikami...
https://www.higheredjobs.com/articles/articleDisplay.cfm?ID=...
Ewentualnie dłużej: zarządzanie współpracownikami i innymi pracownikami...
Reference comments
9 hrs
Reference:
"managing across"
Key Observations of their Research on Knowledge Workers:
Knowledge Workers often spend a large percentage of their time, up to 40%, on low-value tasks that can be performed by others.
They spend a significant amount of time on “desk work” and low-value administrative activities.
Another large area of time use is in "managing across", such as attending non-essential meetings with other departments.
- https://www.emailoverloadsolutions.com/blog/eliminate-and-de...
---
We interviewed 45 knowledge workers in 39 companies across eight industries in the United States and Europe to see how they spent their days. We found that even the most dedicated and impressive performers devoted large amounts of time to tedious, non-value-added activities such as desk work and “managing across” the organization (for example, meetings with people in other departments). - https://hbr.org/2013/09/make-time-for-the-work-that-matters
--------------------------------------------------
Note added at 19 hrs (2024-03-27 10:01:24 GMT)
--------------------------------------------------
How Do Knowledge Workers Spend Their Time?
In 2013, knowledge workers spent two-thirds of their time either “managing across” in meetings, often with many colleagues, or doing “desk-based work” on their own. Externally focused work (e.g. talking to customers), managing down (coaching and supporting subordinates) and managing up (interacting with the boss and other senior people) all got very little time, while training and personal development got almost none. - https://greatpeopleinside.com/productivity-and-working-from-...
--
The bigger areas of concern were around the things people couldn’t do well in a virtual environment:
1. Take managing across first: It’s not so hard for an existing working group to stay on course when working remotely, but the challenges of getting started on something new (the forming/storming stages of team development) or resolving internal conflicts are enormous. Of course, these activities can be done over Zoom – just not as well. Few people are energised by informal online get-togethers. As one person said, “We are slowly losing the social glue that holds us together.” - https://productivityknowhow.com/productivity/knowledge-worke...
Knowledge Workers often spend a large percentage of their time, up to 40%, on low-value tasks that can be performed by others.
They spend a significant amount of time on “desk work” and low-value administrative activities.
Another large area of time use is in "managing across", such as attending non-essential meetings with other departments.
- https://www.emailoverloadsolutions.com/blog/eliminate-and-de...
---
We interviewed 45 knowledge workers in 39 companies across eight industries in the United States and Europe to see how they spent their days. We found that even the most dedicated and impressive performers devoted large amounts of time to tedious, non-value-added activities such as desk work and “managing across” the organization (for example, meetings with people in other departments). - https://hbr.org/2013/09/make-time-for-the-work-that-matters
--------------------------------------------------
Note added at 19 hrs (2024-03-27 10:01:24 GMT)
--------------------------------------------------
How Do Knowledge Workers Spend Their Time?
In 2013, knowledge workers spent two-thirds of their time either “managing across” in meetings, often with many colleagues, or doing “desk-based work” on their own. Externally focused work (e.g. talking to customers), managing down (coaching and supporting subordinates) and managing up (interacting with the boss and other senior people) all got very little time, while training and personal development got almost none. - https://greatpeopleinside.com/productivity-and-working-from-...
--
The bigger areas of concern were around the things people couldn’t do well in a virtual environment:
1. Take managing across first: It’s not so hard for an existing working group to stay on course when working remotely, but the challenges of getting started on something new (the forming/storming stages of team development) or resolving internal conflicts are enormous. Of course, these activities can be done over Zoom – just not as well. Few people are energised by informal online get-togethers. As one person said, “We are slowly losing the social glue that holds us together.” - https://productivityknowhow.com/productivity/knowledge-worke...
Note from asker:
| Dzieki, jak się do tego dokopałeś/aś?... |
Discussion
Dla mnie tutaj "manage" = deal with, handle