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Questions to Rahul Goyal

Jitendra Chittoda
Greenhorn

Joined: Jul 21, 2012
Posts: 21

Hi Rahul,

Welcome to JavaRanch.

While going through the content of the book couple of questions raised in my mind.

  • As you know there are lot many new software engineers in India and most of them would want to become manager after gaining 8-12 years of experience. What you believe does India has potential to take those fresh engineers as managers in future?
  • What you believe, how the interview process should be improved to understand the behavioral skills of a new candidate?
  • What is the change you would like to do in the Indian management style?
  • Do you believe that subordinates should also be given equal chance to rate their managers?
  • While going through the chapter-8-Performance-Eval. I thought that performance eval should be done in 3 months, but actual appraisal+increment should be done yearly. Why 3 months? because this gives manager as well as candidate an idea about the status of the current year goals and one can remember what has been done in last 3 months instead of a year. What's your opinion on this?
  • Some times quality and quantity of work of a candidate gets affected at the time of Attrition. How the manager should handle this?
  • Manager is a bridge between the subordinates and upper management. I believe this book covers how to manage subordinates, but not covers how to keep upper management happy. Upper management periodically needs the project status in terms of the statistics/reports. Please correct me if I am wrong.



  • Thanks
    arulk pillai
    Author
    Ranch Hand

    Joined: May 31, 2007
    Posts: 3216
    Good set of questions Jitendra.


    Java Interview Questions and Answers Blog | Amazon.com profile | Java Interview Books
    Rahul Goyal rg
    author
    Greenhorn

    Joined: Aug 06, 2012
    Posts: 17

    Hi Jitendra,

    A good set of questions, and you will find some guidance on many of these in the book. My responses:


    >>As you know there are lot many new software engineers in India and most of them would want to become manager after gaining 8-12 years of experience. What you believe does India has potential to take those fresh engineers as managers in future?

    Sure, we do. It's already demonstrated and Management development systems are only getting stronger in India. Global exposure is helping.

    >>What you believe, how the interview process should be improved to understand the behavioral skills of a new candidate?

    The technique being used is behavioral interviews. There's a lot of material available on this, and also touched upon in the book in the chapter on Hiring.


    >>What is the change you would like to do in the Indian management style?

    I'm not sure, if there's any one Indian Management style. However, if i have to pick one, i would say managers can treat folks more as Adults...empower each team member and let them have more of a free run.

    >>Do you believe that subordinates should also be given equal chance to rate their managers?

    Yes indeed. How to use that rating is a different issue. Skip level + 360 feedback is used already for this purpose in many organizations. This may include qualitative feedback as well as rating on various parameters. The manager's manager then consolidates and may share the same.

    >>While going through the chapter-8-Performance-Eval. I thought that performance eval should be done in 3 months, but actual appraisal+increment should be done yearly. Why 3 months? because this gives manager as well as candidate an idea about the status of the current year goals and one can remember what has been done in last 3 months instead of a year. What's your opinion on this?

    I agree with you. 3 months is a good time to review. Besides being fresh to the details, this is a good checkpoint to re-caliberate the path where needed.

    >>Some times quality and quantity of work of a candidate gets affected at the time of Attrition. How the manager should handle this?

    Yes indeed, this happens fairly often and there are many lever available to a manager which include, cutting the scope, re-distribution of work, borrowing resources, extending timelines or doubling down.
    A manager can also analyze the attrition risk associated at the start of the project and manage the same.

    >>Manager is a bridge between the subordinates and upper management. I believe this book covers how to manage subordinates, but not covers how to keep upper management happy. Upper management periodically needs the project status in terms of the statistics/reports. Please correct me if I am wrong.

    The book focuses on How to Manage and I think, if you manage well, upper management will be happy.

    Appreciate your insightful questions!

    Thanks,
    Rahul.


     
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