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1  %$Header: /home/dashley/cvsrep/e3ft_gpl01/e3ft_gpl01/dtaipubs/esrgubka/c_bma0/c_bma0.tex,v 1.4 2001/08/18 18:37:56 dtashley Exp $  %$Header$
2    
3  \chapter{\cbmazerolongtitle{}}  \chapter{\cbmazerolongtitle{}}
4    
5  \label{cbma0}  \label{cbma0}
6    
7  \beginchapterquote{``Being responsible sometimes means pissing people  \beginchapterquote{``Being responsible sometimes means pissing people
8                       off.  Good leadership involves responsibility to the                       off.  Good leadership involves responsibility to the
9                                           welfare of the group, which means that some people                                           welfare of the group, which means that some people
10                                           will get angry at your actions and decisons.                                           will get angry at your actions and decisons.
11                                           It's inevitable, if you're honorable.  Trying to get                                           It's inevitable, if you're honorable.  Trying to get
12                                           everyone to like you is a sign of mediocrity:                                           everyone to like you is a sign of mediocrity:
13                                           you'll avoid the tough decisions, you'll avoid confronting                                           you'll avoid the tough decisions, you'll avoid confronting
14                                           the people who need to be confronted, and you'll avoid                                           the people who need to be confronted, and you'll avoid
15                                           offering differential rewards based on differential                                           offering differential rewards based on differential
16                                           performance because some people might get upset.                                           performance because some people might get upset.
17                                           Ironically, by procrastinating on the difficult choices,                                           Ironically, by procrastinating on the difficult choices,
18                                           by trying not to get anyone mad, and by treating everyone                                           by trying not to get anyone mad, and by treating everyone
19                                           equally `nicely' regardless of their contributions,                                           equally `nicely' regardless of their contributions,
20                                           you'll simply ensure that the only people you'll wind                                           you'll simply ensure that the only people you'll wind
21                                           up angering are the most creative and productive                                           up angering are the most creative and productive
22                                           people in the                                           people in the
23                                           \index{Powell, Colin}organization.''\footnote{General Powell's                                           \index{Powell, Colin}organization.''\footnote{General Powell's
24                                           presentation (\cite{bibref:d:powellleadershipprimer})                                           presentation (\cite{bibref:d:powellleadershipprimer})
25                                           is an absolute goldmine of tremendous quotes.  There were                                           is an absolute goldmine of tremendous quotes.  There were
26                                           many equally striking contenders for this spot (the opening quote                                           many equally striking contenders for this spot (the opening quote
27                                           of the chapter about bad management).}}{General Colin Powell (Retired)                                           of the chapter about bad management).}}{General Colin Powell (Retired)
28                                           \cite{bibref:d:powellleadershipprimer}}                                           \cite{bibref:d:powellleadershipprimer}}
29    
30  \section{Introduction}  \section{Introduction}
31  %Section Tag: INT  %Section Tag: INT
32  With the comic strip  With the comic strip
33  \index{Dilbert@\emph{Dilbert}}\emph{Dilbert},  \index{Dilbert@\emph{Dilbert}}\emph{Dilbert},
34  and several books, \index{Adams, Scott}Scott Adams made his fortune  and several books, \index{Adams, Scott}Scott Adams made his fortune
35  anecdotally characterizing bad management.  Certainly, in any  anecdotally characterizing bad management.  Certainly, in any
36  country, \index{bad management}bad management  country, \index{bad management}bad management
37  is an abundant natural resource  is an abundant natural resource
38  and a shortage of bad management is not  and a shortage of bad management is not
39  on the horizon.  on the horizon.
40    
41  We are less concerned with the humorous aspects of  We are less concerned with the humorous aspects of
42  bad management and more concerned with the practical  bad management and more concerned with the practical
43  aspects.  In this chapter, we offer opinion on the  aspects.  In this chapter, we offer opinion on the
44  following topics:  following topics:
45    
46  \begin{itemize}  \begin{itemize}
47  \item What \emph{is} bad management (i.e. what do we mean by  \item What \emph{is} bad management (i.e. what do we mean by
48        \emph{bad management}        \emph{bad management}
49            and what characterizes bad management)?            and what characterizes bad management)?
50    
51  \item What do bad managers do?  \item What do bad managers do?
52    
53  \item Which employees are most sensitive to bad management?  \item Which employees are most sensitive to bad management?
54    
55  \item In practical situations, how should one deal with bad  \item In practical situations, how should one deal with bad
56        management?        management?
57    
58  \item What are the best strategies for escaping unrewarding  \item What are the best strategies for escaping unrewarding
59        work situations?        work situations?
60  \end{itemize}  \end{itemize}
61    
62  %%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%  %%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%
63    
64  \section{Characteristics Of Bad Management}  \section{Characteristics Of Bad Management}
65    
66    
67    
68    
69  %%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%  %%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%
70    
71  \section{How To Detect Bad Management During The Interview Process}  \section{How To Detect Bad Management During The Interview Process}
72    
73  The interview process is naturally an opportunity for a prospective  The interview process is naturally an opportunity for a prospective
74  employer to form impressions of a prospective employee; but it is  employer to form impressions of a prospective employee; but it is
75  also an opportunity for the prospective employee to form impressions  also an opportunity for the prospective employee to form impressions
76  of the prospective employer.  In this section, we supply some suggestions  of the prospective employer.  In this section, we supply some suggestions
77  about what to look for during an interview.  about what to look for during an interview.
78    
79  \subsection{The Automobile Taillight Analogy}  \subsection{The Automobile Taillight Analogy}
80    
81  One of us (\index{Ashley, David T.}Dave Ashley, \cite{bibref:i:daveashley})  One of us (\index{Ashley, David T.}Dave Ashley, \cite{bibref:i:daveashley})
82  has an acquaintance who has described his method of evaluating  has an acquaintance who has described his method of evaluating
83  a used car (for purchase) as checking every electric light in the  a used car (for purchase) as checking every electric light in the
84  vehicle to be sure that it works.  The stated rationale is that if  vehicle to be sure that it works.  The stated rationale is that if
85  all of the light bulbs in the vehicle are maintained, the probability  all of the light bulbs in the vehicle are maintained, the probability
86  is high that other [major] vehicle maintenance has also been performed.  is high that other [major] vehicle maintenance has also been performed.
87  Similar reasoning \emph{may} (or may not!) apply to evaluating  Similar reasoning \emph{may} (or may not!) apply to evaluating
88  a work environment.  a work environment.
89    
90  Stated more formally, it may be advantageous to find easily observable  Stated more formally, it may be advantageous to find easily observable
91  indicators which correlate well with the quality of the work environment  indicators which correlate well with the quality of the work environment
92  at a company.  at a company.
93    
94  We are not sure precisely what indicators should be used,\footnote{We welcome  We are not sure precisely what indicators should be used,\footnote{We welcome
95  suggestions here \ldots please e-mail us \ldots{}} but the two  suggestions here \ldots please e-mail us \ldots{}} but the two
96  strongest indicators that immediately come to mind are coding standards  strongest indicators that immediately come to mind are coding standards
97  and lessons learned.  and lessons learned.
98    
99  \begin{itemize}  \begin{itemize}
100  \item \textbf{Coding Standards.}    \item \textbf{Coding Standards.}  
101        During the interview process, it may be a good idea to inquire about        During the interview process, it may be a good idea to inquire about
102            what coding standards are in place within the organization, to            what coding standards are in place within the organization, to
103            ask to examine the standards, and also to inquire how the coding            ask to examine the standards, and also to inquire how the coding
104            standards are enforced (in some cases, tools such as QAC or            standards are enforced (in some cases, tools such as QAC or
105            PC-LINT may automate this            PC-LINT may automate this
106            process).  The rationale for inquiring about coding standards            process).  The rationale for inquiring about coding standards
107            is that maintaining order in the primary workproduct of            is that maintaining order in the primary workproduct of
108            software development---the code---is a fundamental goal.            software development---the code---is a fundamental goal.
109            An organization that has no coding standards in place probably            An organization that has no coding standards in place probably
110            has other serious problems.            has other serious problems.
111  \item \textbf{Collection Of Lessons Learned.}  \item \textbf{Collection Of Lessons Learned.}
112        In any organization that produces embedded products, product failures        In any organization that produces embedded products, product failures
113            of one kind or another have probably occured.  These may be cases            of one kind or another have probably occured.  These may be cases
114            where a software defect has made its way into production, or even            where a software defect has made its way into production, or even
115            software product build process failures where a software defect            software product build process failures where a software defect
116            was due to the build process or where a software load was not            was due to the build process or where a software load was not
117            reproducible from version control archives.  A mature organization            reproducible from version control archives.  A mature organization
118            would document and collect these failures, in order to feed them            would document and collect these failures, in order to feed them
119            back into the training (so that software developers don't make a            back into the training (so that software developers don't make a
120            similar mistake again), into the process (if any changes in the process            similar mistake again), into the process (if any changes in the process
121            would decisively prevent recurrence), and the tools (if the defect            would decisively prevent recurrence), and the tools (if the defect
122            is automatically detectable).  During the interview process,            is automatically detectable).  During the interview process,
123            it may be prudent to inquire if product problems are documented            it may be prudent to inquire if product problems are documented
124            and fed back to prevent recurrence, and to inspect documentation            and fed back to prevent recurrence, and to inspect documentation
125            of past product problems.  An organization that does not collect            of past product problems.  An organization that does not collect
126            product problems and try to prevent recurrence may have other            product problems and try to prevent recurrence may have other
127            serious problems.            serious problems.
128  \end{itemize}  \end{itemize}
129    
130  \subsection{The \emph{What You See Is What You Get} Rule}  \subsection{The \emph{What You See Is What You Get} Rule}
131    
132  During the interview process, any prospective employer will have a tendency  During the interview process, any prospective employer will have a tendency
133  to misrepresent chronic problems as acute problems.  As a general rule,  to misrepresent chronic problems as acute problems.  As a general rule,
134  \textbf{problems of any type observed during the interview process are  \textbf{problems of any type observed during the interview process are
135  \emph{chronic} in nature, no matter what claims are made by the employer.}  \emph{chronic} in nature, no matter what claims are made by the employer.}
136    
137  An analogy involving overweight people may help to explain this point.\footnote{We  An analogy involving overweight people may help to explain this point.\footnote{We
138  mean no disrespect or insensitivity towards people struggling to maintain a  mean no disrespect or insensitivity towards people struggling to maintain a
139  healthy weight.  However, the analogy is rather good, and for this reason  healthy weight.  However, the analogy is rather good, and for this reason
140  we would like to use it.}  It is very common to meet an overweight person  we would like to use it.}  It is very common to meet an overweight person
141  who describes themselves as ``trying to lose weight'', i.e. being actively  who describes themselves as ``trying to lose weight'', i.e. being actively
142  on a diet.  However, a study of overweight people who are ``trying to  on a diet.  However, a study of overweight people who are ``trying to
143  lose weight'' would probably reveal that nearly all of them are struggling  lose weight'' would probably reveal that nearly all of them are struggling
144  with a chronic problem---nearly all were probably overweight five years  with a chronic problem---nearly all were probably overweight five years
145  in the past and will be overweight five years in the future.  For this reason,  in the past and will be overweight five years in the future.  For this reason,
146  when one meets an overweight person, it is a safe guess statistically that  when one meets an overweight person, it is a safe guess statistically that
147  the condition is chronic.  the condition is chronic.
148    
149  Organizations are very similar to individuals in that patterns of behavior  Organizations are very similar to individuals in that patterns of behavior
150  are slow to change.  Diets do not usually work.  Individuals find ways---even  are slow to change.  Diets do not usually work.  Individuals find ways---even
151  while on a diet---to consume ice cream and hamburgers.  Organizations are  while on a diet---to consume ice cream and hamburgers.  Organizations are
152  similar in that self-reform measures rarely succeed.  Organizations, like  similar in that self-reform measures rarely succeed.  Organizations, like
153  individuals, find ways to sabotage their own stated objectives.  individuals, find ways to sabotage their own stated objectives.
154    
155  For this reason, any anomalies observed during the interview process are  For this reason, any anomalies observed during the interview process are
156  almost certainly chronic rather than acute; no matter what claims  almost certainly chronic rather than acute; no matter what claims
157  are made by interviewers.  are made by interviewers.
158    
159    
160  %%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%  %%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%
161    
162  \section{The Employment ``Dating Game''}  \section{The Employment ``Dating Game''}
163    
164    
165    
166  %%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%  %%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%
167    
168  \section{Authors And Acknowledgements}  \section{Authors And Acknowledgements}
169    
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187    
188  \noindent\begin{figure}[!b]  \noindent\begin{figure}[!b]
189  \noindent\rule[-0.25in]{\textwidth}{1pt}  \noindent\rule[-0.25in]{\textwidth}{1pt}
190  \begin{tiny}  \begin{tiny}
191  \begin{verbatim}  \begin{verbatim}
192  $RCSfile: c_bma0.tex,v $  $RCSfile: c_bma0.tex,v $
193  $Source: /home/dashley/cvsrep/e3ft_gpl01/e3ft_gpl01/dtaipubs/esrgubka/c_bma0/c_bma0.tex,v $  $Source: /home/dashley/cvsrep/e3ft_gpl01/e3ft_gpl01/dtaipubs/esrgubka/c_bma0/c_bma0.tex,v $
194  $Revision: 1.4 $  $Revision: 1.4 $
195  $Author: dtashley $  $Author: dtashley $
196  $Date: 2001/08/18 18:37:56 $  $Date: 2001/08/18 18:37:56 $
197  \end{verbatim}  \end{verbatim}
198  \end{tiny}  \end{tiny}
199  \noindent\rule[0.25in]{\textwidth}{1pt}  \noindent\rule[0.25in]{\textwidth}{1pt}
200  \end{figure}  \end{figure}
201    
202  %%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%  %%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%
203  % $Log: c_bma0.tex,v $  % $Log: c_bma0.tex,v $
204  % Revision 1.4  2001/08/18 18:37:56  dtashley  % Revision 1.4  2001/08/18 18:37:56  dtashley
205  % Preparation for v1.05 release.  % Preparation for v1.05 release.
206  %  %
207  % Revision 1.3  2001/07/06 23:46:55  dtashley  % Revision 1.3  2001/07/06 23:46:55  dtashley
208  % Edits.  Addition of K-map diagrams to Boolean function chapter.  % Edits.  Addition of K-map diagrams to Boolean function chapter.
209  %  %
210  % Revision 1.2  2001/06/30 23:32:07  dtashley  % Revision 1.2  2001/06/30 23:32:07  dtashley
211  % End-of-month safety check-in.  % End-of-month safety check-in.
212  %  %
213  % Revision 1.1.1.1  2001/06/19 21:26:28  dtashley  % Revision 1.1.1.1  2001/06/19 21:26:28  dtashley
214  % Initial import.  % Initial import.
215  %  %
216  %End of file C_BMA0.TEX  %End of file C_BMA0.TEX

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