Min kovara Web Design (kovara biriqok!) Dixwend û di beşa guhdarîkirî de ev bû:
Pargîdaniyek bernamenûs kod çêdike. Pargîdaniyek rêveberan civînan çêdike. Tweet ji Greg Knauss, Programmer.
Ew ji min re kir ku li ser destpêkan bifikirim. Wekî ku destpêkek pêşve diçe, ez difikirim ku çend celeb karmendên ku têne behrê hene:
- Pêşî werin kirin. Ew tiştan pêk tînin, bêyî.
- Wê hingê serokan werin. Ew arîkariya rêveberan dikin û dibin alîkar da ku pargîdanî di riya rast de biçin.
- Dûv re rêveber tên. Ew pêvajoyan, destûran û destûrdayînan dikin.
Gav 3 pêngavek hilweşîner e. Armancên pêvajoyan, destûran û destûrdayînê misogerkirina kalîte û ewlehiyê ne. Lêbelê, dema ku ew afirînerî û înîsiyatîfa pargîdaniyek mezin dibe asteng dike, ew ê wê defin bike. Min viya li her destpêkeke ku min lê xebitî dît.
Peydakirina pirtûkek boyaxkirin û crayons ji an Hunermend û ji wan re vegotin ku hûn di nav rêzan de bimînin rêyek pêbawer e ku bicîh bikin ku hûn ê perçeyek hunera bêhempa negirin.
The principal function of management is not to control but to enable. When organizations begin to focus on limiting what people can do rather than embracing the ability of people to create, you start to have serious problems.
Unfortuantely, many managers are stuck in the mentality that management requires dictating how someone else should work. In reality, great managers are people who remove roadblocks to work so that the smart people in the organization have the ability to exercise their brilliance instead of battling the system.
We covered what happens to employees under oppressive management last month for our Superbowl Ad edition of The Methodology Blog. See the full story at:
http://www.slaughterdevelopment.com/2009/02/07/super-signs-you-need-a-new-job/
@robbyslaughter
Amen, Robby! Too many managers believe that it’s their job to ‘improve’ employees rather than ‘enabling’ employees. I’ve always had people bill me as an ‘easy boss’, but I’ve also always exceeded any expectations when given the opportunity.