Monica. Shiralkar wrote:I am a software engineer in india with around 5 years of experience.My team leader has gone to US and has given me team leader task but i have no experience to be a team leader and managing a team of java developers.Can anyone advice me how to manage this small team of java developers as this is the first time i will do team leader job.I am nervous and tensed because of this.
arulk pillai wrote:I like the first 2. How do you draw the line between being patient and making things happen by changing jobs?
Vijay Kalkundri wrote:
1) What is that changes that should be brought in the mindset/working way of these 2 community ppl so that each one thinks from anothers anagle and the management of the project/product is a smooth one ?
Vijay Kalkundri wrote:
2) What should be the quality bechmark for the management before the product goes to market ?
arulk pillai wrote:If you were to give 3 tips to an experienced developer who would like to get into management, what would that be?
Michael Swierczek wrote:Rahul Goyal,
Thank you for your response. You answered most of the last part of my question. I just personally have a hard time viewing a manager role as more interesting than a developer role. I'm not saying it is easier or less challenging - I believe being a good manager is exceedingly difficult. But while I view the work of a good manager as very valuable and worthwhile, I do not find it to be interesting at all. I view learning these skills as a necessary annoyance. I do my company, myself, and especially my team members a disservice if I am a poor team leader. So it is essential for me to become skilled at it. I just don't enjoy it.
qunfeng wang wrote:I'm a software engineer in China. I think India and China have something in common. I have work experiences both in the company runs by the government and foreign company. The management does work differently. But it's hard to say which is better. The same rule may not work well in different countries. Does your book cover such things?
Chintan Sanghavi wrote:Thanks Rahul for a wonderful reply.
Just had a further query, I guess perhaps you are the right person to answer :
How do you feel about some sort of "Executive Management" kind of courses conducted by top B-schools in India ?
How much are those courses effective (in terms of those traits you just mentioned in the book), after having substantial years of experience ?
OR do you feel that the theory of - "experience teaches everything" is correct which is typically followed by most of the managers in India, who basically started
their journey from a technical/developer background ?
Michael Swierczek wrote:Rahul Goyal,
Thank you for taking part in the Java Ranch book giveaway contests.
My main question is, how specific is the advice in your book to India? I looked through the table of contents, and it appears that only the last section of chapter 11 is specific to India. Is that correct? The rest of the book appears to have advice that is globally applicable.
Michael Swierczek wrote:
I know very little about management, and as someone in a senior developer role ( but not a formal management position ), it is something I should learn. I am very pleased by many of the book's section headings - "Myth: fast moving managers - in a tearing hurry", "Good communications skills - especially listening", "Myth: every problem is my problem to solve", "Team spirit is created by the team and not the manager", "Managers can damage team spirit", "An environment of trust and respect", etc... etc... It matches my own attitude towards managing others, although I am certain you have much more expertise and nuance in your ideas than I have with my general ideas.
Michael Swierczek wrote:
I also have a personal question, if you don't mind. I find managing others, even people I trust and respect, to be less enjoyable than tackling technical tasks directly. I would rather be writing a new feature on our software than trying to delegate the work to someone else, even if that person is totally suited to the task. What made you decide to move from a primarily developer role into a management position? Do you get to write code or do system or network administration tasks as part of your job? If not, do you miss that? I like to understand how the writer of a technical book thinks versus the way I think, because I think it helps me approach the subject from their angle.
Thanks for your time,
-Mike
Rogerio Kioshi wrote:
Chintan Sanghavi wrote:Hi Rahul,
Well, there are so many books, concepts and theories floating around the word "Management".
What do you feel, that makes this book different than the others ?
Looking at the contents, it seems that it's specific to IT.
So, would you please give a short message that how a "coder" or "programmer" can climb the management ladder faster ?