a human resource newsletter KNOWLEDGEBEANS
issue no 36 | July 2011
OD FOLLOWER’S ORATE
TECHNICAL PEOPLE EXPECT TO BE MANAGED DIFFERENTLY Aptly said by Warren Bennis, “Since the release and full use of the individual’s full potential is the organization’s true task, all organizations must provide for the growth and development of their members and find ways of offering them opportunities for such growth and development.” Technical people expect to be managed differently. Research shows that keeping a technical team cohesive requires unique management skills. When these skills have not been developed, problems can arise. In some cases, the approaches, behaviors and skills of people managing a technical staff are not compatible with the needs of the people they manage. Technical managers, at all levels who are exposed to behaviour-based programmes become better managers.
Suhas Patil is working as a Sr. Software Engineer in Capgemini from June 2010 - for their client, Royal Bank of Scotland. He has completed his Masters in Business Administration in Systems and BE in computers from the University of Pune. Apart from being a software techie, he is into social service, reading and writing articles, travelling, etc.
There are project management issues, which lead to the need for managerial development programme for the technical staff. The issues are:
1. In large companies, only 9% of the projects are completed on time and within budget. 2. About 53% of the projects will cost 189% of original estimate. 3. The opportunity cost of poor project management, while not measurable, could easily be in the trillions of dollars. 4. Engineers agree to dates when they have no idea how to meet them. 5. Project Managers concentrate on work to be done and pay little attention to the disciplines with which the work is done. 6. Heroic efforts rescue troubled projects; heroes are in short supply.
According to Peter Drucker, “That one can truly manage other people is by no means adequately proven. But one can always manage oneself.”
Good management skills are important in any organization. As an individual climbs the organization’s hierarchical ladder, moving from first line supervisor to middle manager to administrator to organizational executive, differing levels of managerial skills are required at each new level. To maximize the opportunities for success for both the individual and the organization, managerial development training should be strategically considered.
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