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Loading... Managing Humans: Biting and Humorous Tales of a Software Engineering…by Michael Lopp
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Amazon.com Product Description (ISBN 159059844X, Paperback)Managing Humans is a selection of the best essays from Michael Lopps web site, Rands In Repose. Drawing on Lopp's management experiences at Apple, Netscape, Symantec, and Borland, this book is full of stories based on companies in the Silicon Valley where people have been known to yell at each other. It is a place full of dysfunctional bright people who are in an incredible hurry to find the next big thing so they can strike it rich and then do it all over again. Among these people are managers, a strange breed of people who through a mystical organizational ritual have been given power over your future and your bank account. Whether you're an aspiring manager, a current manager, or just wondering what the heck a manager does all day, there is a story in this book that will speak to you. You will learn: What to do when people start yelling at each other How to perform a diving save when the best engineer insists on resigning How to say "No" to the person who signs your paycheck Among fans of Michael Lopp is the incomparable Joel Spolsky, cofounder and CEO of Fog Creek Software:
This book is designed for managers and would-be managers staring at the role of a manager wondering why they would ever leave the safe world of bits and bites for the messy world of managing humans. The book covers handling conflict, managing wildly differing personality types, infusing innovation into insane product schedules, and figuring out how to build a lasting and useful engineering culture. (retrieved from Amazon Fri, 24 Apr 2009 07:57:51 -0400) The first test round has been closed. Visit the Open Shelves Classification group for details. |
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For new managers, this book will serve as a scenic-view of what to expect in the hardly recognized job of management in a software develop team. For old managers, this book could well save their careers, as expose some elemental but common mistakes done while they are trying to guess what is his position on his organization chart.
After the first two boring chapters, the chapter 3 advice how to deal effectively with a freaked-out member of your team. The information on the next five chapters, about meetings, mandates, information flow and hard-to-understand language, are somewhat generic to management, but it is good they are exemplified using Software Engineering cases.
I liked the practical chapter 9, where the author reveals his opinion on his own "Stop coding" previous advice for managers. Then, progressively explain why "Do not stop coding" is a better advice.
More reviewed chapters to come... (