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The production line manager

My friend was a bit shocked when his new manager mentioned in a meeting that he would not like to see them taking time reading newspapers in the office, which most of them hardly in fact.

This is the dreaded production line management syndrome.

In a production line, the production operators must keep working to keep the production line running. If any production worker stops or slows down in their track, this will halt the entire production line, downstream and upstream. That is why the priority of a production line manager is to ensure that all their operators are consistently working at the work station along the production line. Slag in a production line is not appreciated nor wanted.

The thing about such mentality is that its easier to implement and to think of your staff as menial production workers, rather than an intelligent being with emotions and needs and as a manager your role is to build a conducive environment and look after those needs. Most if not a lot of managers try to think that they are doing the latter, but still trap themselves in the former. Read the rest of this entry »

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Posted by on March 7, 2010 in Peopleware

 

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Peopleware: Promoting towards incompetency

One of the problem with IT management is that there is no well-paid path, in most firms, for people who are technically competent. Instead, most of the well-paid paths only exists if you are moving through management.

As a result, most people who are looking to get better pay aim to be in management whether or not they are really good as a manager. Hence, a lot of very technically competent persons get, happily, promoted to management, but they continue to run their roles like they are still a technical person, totally out of their competency.

An alternative scenario of technically competent people is that instead of getting promoted, they are kept down in the trenchs, by the nature that they are such an asset to the team. They don’t get promoted to managers or team leads and their pay never ever rises above those in management.

Upper management sometimes tends to recognise people who manages processes very well, but have no inkling how well-liked they are with their peers and promote them as managers. As such, these newbie managers or team leads, start to manage people like emotionless processes and components, which is probably what they are doing before they are promoted! Read the rest of this entry »

 
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Posted by on March 13, 2008 in Peopleware

 

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