Posts Tagged with "time"

#9c2a: How managers set up their teams for failure.

The conflicting priorities of manager and her team present themselves in several ways. A manager may optimise her time by assembling her team to present status updates — at the cost of the team's time.Read more →

Reference #129: Peopleware

Time pressure leads to faster work, not better work. Speed comes at the cost of quality.Read more →

Reference #164: Peopleware

Building a low quality product leads to lower pride in product. This inhibits team jelling; team members lack a joint sense of accomplishment.Read more →

Reference #166: Peopleware

A commitment to working overtime generally cannot be applied equally to all the team members. For example, a working parent faces different constraints to a recent university graduate without children.Read more →

Reference #176: Peopleware

The ultimate management sin is wasting peoples' time. Some behaviours that lead to wasting others time are the following:Read more →

Reference #443: Organizational Culture and Leadership

Every culture has a basic time orientation toward the past, present, or future. Anglo-Americans have been found to primarily orient toward the near future, while the Japanese sit at the extreme of long-range planning. Time orientation also affects organisations. U.S.Read more →

Reference #444: Organizational Culture and Leadership

Cultures view time on a spectrum from monochronic to polychronic. Most managers in the U.S. have a monochronic view of time. Time is viewed as an infinitely divisible linear ribbon that can be divided into compartments. Within each compartment of time, only one activity can be performed.Read more →

Reference #446: Organizational Culture and Leadership

Cultural assumptions about time affect how space is arranged. For example, monochromatic time is linked to efficiency and so space is arranged to minimise wasted time.Read more →