Indian IT Series- Part 1 – Effective Management

After working for nearly five years in the Indian Software Industry, I think its high time I should scribble about some of the findings I made during my career so far. Hopefully this comes as the first part of the series, which I titled as “Indian IT Series”. A foreward to all who may read this :: These writings contain viewpoint from a software developer and its not intended to hurt anyone.

This episode, I am gonna tell my opinion about the Management Tier of this industry. I believe that this is the main tier which have a major impact of the outcome of a company or a project. I think I am not at a level to tell any opinion about the management of a company, rather I would love to explode my thinking on project level management or the level just above that. Fortunately or unfortunately, I had worked under both type of managers : the best and the worst. Also I had undergone two entirely different IT cultures :: restriction oriented and freedom oriented :: Kerala and Bangalore. 🙂

Some DOs that developers expecting from a Manager :

  • Give adequate creative freedom
  • Act as a filter, which filters out the pressure coming from above
  • Appreciate all the good work
  • Understand the capabilities of the developer and stand with them
  • Support them in whatever situations possible
  • Do support them in case they are stretching beyond working hours
  • Be friendly and open
  • Bring maximum transparency to the team
  • Be honest and talk on face
  • Share the responsibilities with your petty developers
  • Try to implement a flexible working hours possible
  • Be an understanding manager
  • Even though any of your member make an error, make them aware of that, train them and give them another oppurtunity.

Some DONTs that developers dont want from a Manager :

  • Don’t bug them frequently by asking the status every 5 minutes
  • Don’t induce un-necessary restrictions, this will change their attitude
  • Don’t involve them in to0 much junk work like process documents and timesheets
  • Don’t fingerpoint your developers
  • Don’t act friendly and then stab on their back
  • Don’t blame your developer in front of an audience and there by humiliating them
  • Don’t question the developers on the time they are spending
  • Don’t force developers to stretch, just explain the need of sitting late.
  • Don’t expect developers to stretch everyday, they are as human as you

These are the points that come from the top of my head. Interestingly, I collected these points from my colleagues and hence I think this is a true expectation from the developers.

One thought on “Indian IT Series- Part 1 – Effective Management

  1. Hmmm…as an owner of an IT company in Kerala and also having worked in Bangalore, I would like to bring the “management” perspective to this.
    From experience I have learnt that Keralites work better outside Kerala. They tend to misunderstand the same freedom when they get it in Kerala.

    For example, you give flexible timings then 90% of the time 90% of the staff will be on tea-breaks (and dont’ event think about talking to them about it…employee benefits you see)

    If, you do not have time-sheets, progress reports etc then 90% of the time 90% of them will be staying back late in office 2-3 weeks before the deadline and then, during monthly meetings say that they are being overworked (very rarely you will see a person in Bangalore complaining they are being overworked – they want the extra responsibility)

    If, you have training sessions for employees 80% of them will not attend (even if, they are free!) as they do not “feel” the need to attend them. And when, they are not allocated projects because of their lack of expertise it becomes “Oh, so big an issue”. How many times have you seen a Keralite skip a company training in Bangalore?

    So, I guess, “when in Rome do as the Romans do” logic applies here – freedom in boundaries works in Kerala and freedom with boundaries works outside. It may sound the same but, they are different.

    Feel free to argue…”management” is used to it 🙂

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