After a couple of months as a manager I had my feet under me enough to look forward to the annual review cycle. The department had raises tied to the review cycle. Deciding how to portion out raises is critical. My time as a developer had done little to prepare me for it.
I anticipated that at least some would always be unhappy. As I considered what I could measure in order to make the process credible and fair I feared that people would resent the measuring itself.
How could I make this looming decision?
Continue reading Face the Uneven Dozen
Responsibility for contribution (rather than rank or title or command over people) defines the manager. And integrity (rather than genius) is the manager’s basic requirement.
Peter F. Drucker, Management (Revised Edition), Chapter 2, 40:32
There are five basic operations in the work of the manager. Together they result in the integration of resources into a viable growing organism.
- A manager … sets objectives. … She makes the objectives effective by communicating them to the people whose performance is needed to attain them.
A manager organizes. … He classifies the work. He divides it into manageable activities and further divides the activities into manageable jobs. … He or she selects people for the management of these units and for the jobs to be done.
A manager motivates and communicates. He makes a team…. This is the manager’s integrating function.
… Measurement. The manager establishes targets and yardsticks. … The manager analyzes, appraises, and interprets performance. …
… A manager develops people, including himself or herself. This task … in this age of knowledge takes on even greater importance…. The manager’s resource [is] people.
Peter F. Drucker, Management (Revised Edition), Chapter 2, 15:28
A functional manager’s job breaks apart into three handy headings:
- Cultivate Discipline
- Leverage Discipline
- Employee At Large
Continue reading Being a Functional Manager