Most of us as managers are prone to one particular failing: a tendency to manage people as though they were modular components. It’s obvious enough where this tendency comes from. Consider the preparation we had for the task of management: We were judged to be good management material because we performed well as doers, as technicians and developers. That often involved organizing our resources into modular pieces, such as software routines, circuits, or other units of work. The modules we constructed were made to exhibit a black-box characteristic, so that their internal idiosyncrasies could be safely ignored. They were designed to be used with a standard interface.
After years of rel...
- Part I: Managing the Human Resource
- from Peopleware: Productive Projects and Teams, Third Edition
- Publisher: Addison-Wesley Professional
- Released: June 2013
"... small wonder that as newly promoted managers, we try to manage our human resources the same way. Unfortunately, it doesn’t work very well."
Levemente familiar, não? =p
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