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    It Managers - a Mutation of the Human Species, or Just a Mindset Issue
    It Managers - a Mutation of the Human Species, or Just a Mindset Issue
    It Managers - a Mutation of the Human Species, or Just a Mindset Issue
    Ebook98 pages1 hour

    It Managers - a Mutation of the Human Species, or Just a Mindset Issue

    By Kunal Thakur

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    About this ebook

    The book explores the glaring disparities between how a manager is actually perceived and how he should be according to the people who report to him. It brings out in a satirical and humorous way the changing environment in the current scenario in Indian IT companies. The book seeks to bring out the changes in management approach that should be taken by the managers to use and exercise authority in a way that subordinates do not cringe by the mere mention of the word manager. It is an attempt to make people understand how to not to make that designation a synonym for a curse. All the managers say that it is a thankless job. Well, it is. But beyond that, what made the term more like something subordinates cringe or mock at on hearing, rather than feeling something pleasant? Think about it. Arent the managers themselves responsible? It also brings out the managers perspective and what cues the people reporting to the managers can take from it.
    LanguageEnglish
    PublisherPartridge Publishing India
    Release dateFeb 14, 2014
    ISBN9781482816839
    It Managers - a Mutation of the Human Species, or Just a Mindset Issue
    Author

    Kunal Thakur

    Author is a Computer Engineer from COER and PGDM from IIM Indore. He has worked as software engineer and now is a manager in the software industry. He loves cricket, technology, reading and writing. This is his first book, based on observations from both sides of the table in an IT company.

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      Book preview

      It Managers - a Mutation of the Human Species, or Just a Mindset Issue - Kunal Thakur

      Copyright © 2014 by Kunal Thakur.

      ISBN: Softcover     978-1-4828-1682-2

      ISBN: Ebook         978-1-4828-1683-9

      All rights reserved. No part of this book may be used or reproduced by any means, graphic, electronic, or mechanical, including photocopying, recording, taping or by any information storage retrieval system without the written permission of the publisher except in the case of brief quotations embodied in critical articles and reviews.

      Because of the dynamic nature of the Internet, any web addresses or links contained in this book may have changed since publication and may no longer be valid. The views expressed in this work are solely those of the author and do not necessarily reflect the views of the publisher, and the publisher hereby disclaims any responsibility for them.

      To order additional copies of this book, contact

      Partridge India

      000 800 10062 62

      www.partridgepublishing.com/india

      orders.india@partridgepublishing.com

      CONTENTS

      The Beginning

      It’s My Turn Now to Play the Music!

      If You Forget What You Were, You will Never Know What You Will Become

      It’s Not 1820 or Even 1990, for That Matter

      One Size Doesn’t Fit All!

      It’s Not a Primary School

      So Close, Yet So Far!

      To Lead or to Manage, That Is the Question

      Beings, Not Materials

      Shit Will Happen. Be Aware

      Idealism Is a Myth. It Exists Only in Dictionary

      You Got a Mind and Mouth. Well… Use It

      Speaking French to a Chinese Won’t Work

      Fear or Not, Right Is Right

      Dedication

      To my parents who taught me to know the difference between right and wrong, to be empathetic, and most of all, try to be a good human being and a man of values. To all my friends (they know whom all I mean) who have tolerated me, advised me, corrected me, and always shown faith in me. Without any of these people, I wouldn’t have been able to take this book up. And not the least, all my colleagues who have sometimes reported to me, who inspired me more than anyone else to try to be a good manager.

      Acknowledgement

      I express my gratitude to some of the people because of whom this book became a reality. To my close ones, who supported me for taking up this endeavour. To my friends, who read the book over and over again to point out mistakes, suggested improvements to the book, shared with me their personal experiences and anecdotes.

      I thank my publishers because of whom I was able to publish the book in its present form. I also thank the editors who proofread the book and rectified the mistakes I had made.

      Special mention to my parents who have never stopped me from taking on any endeavour. My extra special friends, who have more faith in me than I have in myself. To my seniors, in the organisations where I worked in the past, who always guided me. Many of the thoughts and lessons are inspired from their guidance. Special mention for Dheeraj for the cover design.

      Last but not the least, to the software techie (which even I was one at some point) whose struggles and perspectives led to the idea of this book.

      THE BEGINNING

      First of all, I would like to say that this book is not intended to hurt the sentiments, beliefs, and ideas of anyone. The idea of the book came to me one day while I was in conversation with one of my colleagues. That’s when a thought struck me that I had conversations on these issues with numerous professionals umpteen number of times, and there was so much that was needed to be said out loud. Resultantly, I thought, it would be better to put the random incidents, ideas, and observations, taking ‘rounds’ in my head, in an organised form. I had several occasions to observe the perspectives of the subordinates on a project team in an IT company. Almost every day, we as team members exchanged volley of views on our management as to how it is versus how it should be. After I became a manager, I always tried to bear in mind what I felt and experienced when I was a part of the development team. I based my behaviour and actions on them. I attempted to become a manager that was congruent to a notion as to what kind of manager I would have loved to work for. It encouraged me and provided me with an impetus to be able to create the best possible environment for the team. I realised, however, that it was not as easy a task as I had apprehended in my head. A simple idea for a change turned into a mammoth task as I was not the only one responsible in bringing about these changes. There were people above me too. What was bothersome was that some of them still had that ‘traditional’ way of ‘managing’ things and people. Couple of times, I was even asked why I was very friendly with the team. This attitude and approach was highly annoying and repulsive to me. Experiences like these made me realise how things come from someone up and boil down to the team members below, which then ultimately result in a really difficult attitude and atmosphere in the team—an attitude that the team not only needs to be highly productive but sometimes unrealistically productive. I do not intend to target managers as a whole. After all, I have seen and worked with some great managers. It was because of them that I myself learnt a lot. But, in general, majority of them need to bring about a genuine shift in their attitude and perspective. My book is an attempt to surface those managers who still practice the old way, which doesn’t go down well with a qualified team. It is also for those subordinates who think managers

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