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scott wrote:
>> Nah, I still don't think I'd like that. Managers are supposed to order
>> people around, not do the actual technical work. (Not that all
>> managers seem to realise this...)
>
> I don't see how if you are a manager in charge of only a few people,
> ordering them around is going to take up 100% of your time. Most
> managers I know that are in charge of a small number of people do plenty
> of technical work themselves in addition to their managerial duties.
In that case, I guess it depends on company structure. Most managers
I've seen are in charge of dozens if not hundreds of people. If you're
only in charge of (say) 3 people, that makes you like more of a team
leader than an actual manager...
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> Most managers I've seen are in charge of dozens if not hundreds of people.
> If you're only in charge of (say) 3 people, that makes you like more of a
> team leader than an actual manager...
I think it's just whatever arbitrary job names the company comes up with :-)
Also the size of the company probably makes a difference as to how many job
"levels" there are and what counts as manager. Here we only have about 100
people, so it goes Engineer/Researcher --> Manager --> Director --> Managing
Director. Obviously in a larger company you need to start putting in more
levels like Team Leader and Senior Manager or whatever.
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>> Most managers I've seen are in charge of dozens if not hundreds of
>> people. If you're only in charge of (say) 3 people, that makes you
>> like more of a team leader than an actual manager...
>
> I think it's just whatever arbitrary job names the company comes up with
> :-)
Yeah, figures.
> Also the size of the company probably makes a difference as to how
> many job "levels" there are and what counts as manager.
Seems to depend on company culture more than actual size. Some companies
just seem to prefer layers and layers and layers of management, while
others seem to try to keep everything as flat as possible.
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Invisible wrote:
> Maybe that's why I never actually finish anything. I get bored too
> quickly...
Success comes from recognising that work is 80% (or more) boring crap, and
being able to do it even when you don't want to. I get tons of consulting
jobs that anyone could do but I'm the only one with the persistence to
concentrate on a tedious crap task.
--
Darren New, San Diego CA, USA (PST)
Forget "focus follows mouse." When do
I get "focus follows gaze"?
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Invisible wrote:
> Seems to depend on company culture more than actual size.
It also depends how old the company is. "Middle management" used to do what
SAP does nowadays. The phone companies were all managerially organized like
their networks, so there was an "outside" VP and an "inside" VP, and under
each were managers of the region, the state, the area code, the central
office, and then each piece of major equipment in the CO had a manager.
Pretty fascinating, really.
It wasn't until the '90s they renamed the management to get away from the
names of the places they managed.
--
Darren New, San Diego CA, USA (PST)
Forget "focus follows mouse." When do
I get "focus follows gaze"?
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Darren New wrote:
> It also depends how old the company is. "Middle management" used to do
> what SAP does nowadays.
What *does* SAP do?
Actually, what does middle management do? From what I can gather from
Dilbert, not a lot!
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Invisible wrote:
> What *does* SAP do?
It keeps track of *everything*.
--
Darren New, San Diego CA, USA (PST)
Forget "focus follows mouse." When do
I get "focus follows gaze"?
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>> What *does* SAP do?
>
> It keeps track of *everything*.
So... it's the Obsidian Order?
--
http://blog.orphi.me.uk/
http://www.zazzle.com/MathematicalOrchid*
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Darren New escreveu:
> Invisible wrote:
>> What *does* SAP do?
>
> It keeps track of *everything*.
sounds like source management control.
--
a game sig: http://tinyurl.com/d3rxz9
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nemesis wrote:
> sounds like source management control.
You mean like programming source code revision control systems? No.
--
Darren New, San Diego CA, USA (PST)
Forget "focus follows mouse." When do
I get "focus follows gaze"?
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