Becoming an effective manager is the subject of this volume in Gerald M. Weinberg's highly acclaimed series, Quality Software.
To be effective, managers must act congruently. Managers must not only understand the concepts of good software engineering, but also translate them into their own practices. Effective managers need to know what to do, say what they will do, and act accordingly. Their thoughts and feelings need to match their words and behaviors.
Congruence has the sense of "fitting" —in this case, simultaneously fitting your own needs, the needs of the other people involved, and the contextual, or business, needs. Managers themselves must take responsibility for improving the quality of management and for changing their own attitudes and thinking patterns before they attempt to impose changes on everyone else.
As the author advises, "If you cannot manage yourself, you have no business trying to manage others." This book offers practical advice on how to act, and how to manage others congruently. Examples, diagrams, models, practice suggestions, and tools s fortify the author's recommendations.
Topics include:
• learning to manage yourself
• why congruence is essential for managing
• choosing to undertake management
• identifying the various styles of coping, especially under stress
• moving from incongruence to congruence
• managing others
• learning the manager's job
• identifying differences in preferences and temperament
• making use of differences as assets
• spotting patterns of incongruence
• understanding the role of self-esteem
• mastering the technology of human behavior
To be effective, managers must act congruently. Managers must not only understand the concepts of good software engineering, but also translate them into their own practices. Effective managers need to know what to do, say what they will do, and act accordingly. Their thoughts and feelings need to match their words and behaviors.
Congruence has the sense of "fitting" —in this case, simultaneously fitting your own needs, the needs of the other people involved, and the contextual, or business, needs. Managers themselves must take responsibility for improving the quality of management and for changing their own attitudes and thinking patterns before they attempt to impose changes on everyone else.
As the author advises, "If you cannot manage yourself, you have no business trying to manage others." This book offers practical advice on how to act, and how to manage others congruently. Examples, diagrams, models, practice suggestions, and tools s fortify the author's recommendations.
Topics include:
• learning to manage yourself
• why congruence is essential for managing
• choosing to undertake management
• identifying the various styles of coping, especially under stress
• moving from incongruence to congruence
• managing others
• learning the manager's job
• identifying differences in preferences and temperament
• making use of differences as assets
• spotting patterns of incongruence
• understanding the role of self-esteem
• mastering the technology of human behavior
