IT Managers

I have come across a few managers, in IT industry. Although I do not like theories of management much, but still I believe there is some scientific and psychological truth is there.

Here I am not writing these theories, but expressing how an action can give positive or negative reaction. Of course, this post had been saved as draft quiet a long time ago, now draft is in the form of new post.

Few managers tend to act being a superior authority. They often forget basic fundamentals of successful management – punctualness, responsiveness and co-operativeness, etc.

Few lac attitude of encouragement. I have observed at many places that lac of encouragement decreases the throughput of a single person at major level. This can be even more in mass. Managers are meant to get the work done, smartly.

Torturing behavior also affects output. Often, these situation arises when managers fail (of course, themselves) to understand what the subordinates thinks like. They fail to catch opportunities to have co-workers’ and subordinates’ views. These situations often end in harsh behavior or chaotic situations at worse.

‘Psycho’ manager often forgets that subordinate is after all a human being, a social animal, a creature! (This statement reminds me of someone, I interacted with during my last phase of Post Grad study!!! :p)

Managers should not be damagers!

Also, I have seen few managers who are really down to Earth, although being at management cum technical level.

Simple encouragement pours enthusiasm to juniors, subordinates and co-workers too!

Regular feedback and interation between IT managers and colleagues often reduces some pressure about achieving targets.

Also, more the freedom given to the employees (of course, with control),  better the output is  Any how, employees also need to manage their tasks!

A golden line that I believe – a true manager is a person with whom no subordinate feels aftraid of to interact, anytime. This makes sense when interaction increases to solve problems, with less efforts.

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