The Smiling Assasin.
I am curious and analytic. Always blunt. Feel life is fun. So cheerful.
I feel people don't mind what you say or what you do but how you make them feel. Empathy.
I am hopeful. Grateful of things that life has given me. But I love challenging people. Established beliefs. Passionate about Technology, Odisha, Travel and Odia food.
Tweet/Instagram me @smylingassasin
My Old bloge: http://mbacapsule.googlepages.com/
Putt’s Law, Peter Principle, Dilbert Principle of Incompetence & Parkinson's Law
Putt’s Law, Peter Principle, Dilbert
Principle of Incompetence & Parkinson's Law
I am a big
fan of Scott Adams & Dilbert Comic Series.
I realize that these laws and principles
- the Putt’s law, Peter Principle, the Dilbert Principle, and Parkinson's Law -
aren't necessarily founded in reality. It's easy to look at a manager's closed
doors and wonder he or she does all day, if anything. But having said that and
having come to realize the difficulty and scope of what management entails.
It's hard work and requires a certain skill-set that I'm only beginning to
develop. One should therefore look at these principles and laws with an
acknowledgment that they most likely developed from the employee's perspective,
not the manager’s. Take with a pinch of salt!
Source: Google Images
The Putt’s law:
Law: "Technology is dominated by two types of people: those who
understand what they do not manage and those who manage what they do not
Corollary: "Every technical hierarchy, in time, develops a competence
inversion." with incompetence being "flushed out of the
lower levels" of a technocratic hierarchy, ensuring that technically
competent people remain directly in charge of the actual technology while those
without technical competence move into management.
The Peter Principle:
Peter Principle states that "in a
hierarchy every employee tends to rise to his level of incompetence."
In other words, employees who perform their roles with competence are promoted
into successively higher levels until they reach a level at which they are no
longer competent. There they remain.
example, let's say you are a brilliant programmer. You spend your days coding
with amazing efficiency and prowess. After a couple of years, you're promoted
to lead programmer, and then promoted to team manager. You may have no interest
in managing other programmers, but it's the reward for your competence. There
you sit -- you have risen to a level of incompetence. Your technical skills lie
dormant while you fill your day with one-on-one meetings, department strategy
meetings, planning meetings, budgets, and reports.
The Dilbert Principle
principle states that companies tend to
promote the most incompetent employees to management as a form of damage
control. The principle argues that leaders, specifically those in middle
management, are in reality the ones that have little effect on productivity. In
order to limit the harm caused by incompetent employees who are actually not
doing the work, companies make them leaders.
Dilbert Principle assumes that “the majority of real, productive work in a
company is done by people lower in the power ladder." Those in management
don't actually do anything to move forward the work.
Incompetent Leader Stereotype often hits new leaders, specifically those who
have no prior experience in a particular field. Often times, leaders who have
been transferred from other departments are viewed as mere figureheads, rather
than actual leaders who have knowledge of the work situation. Failure to prove technical capability can
also lead to a leader being branded incompetent.
Being a victim of the incompetent leader
stereotype is bad. Firstly, no one takes you seriously. Your ability to insert
input into projects is hampered when your followers actively disregard anything
you say as fluff. This is especially true if you are in middle management,
where your power as a leader is limited.
Secondly, your chances of rising ranks are curtailed. If viewed as an
incompetent leader by your followers, your superiors are unlikely to entrust
you with further projects which have more impact.
to get over it
when to concede. As a leader, no one expects you to be competent in every area;
though basic knowledge of every section you are leading is necessary. Readily
admitting incompetency in certain areas will take out the impact out of it when
others paint you as incompetent. Prove
competency somewhere. Quickly establish yourself as having some purpose in the
workplace, rather than being a mere picture of tokenism. This can be done by
personally involving yourself in certain projects.
Law states that "work expands so as
to fill the time available for its completion." Although this law has
application with procrastination, storage capacity, and resource usage,
Parkinson focuses his law on Corporate lethargy. Parkinson says that lethargy
swell for two reasons:
(1) "A manager wants to multiply subordinates, not
rivals" and (2) "Managers make work for each other."
other words, a team size may swell not because the workload increases, but
because they have the capacity and resources that allow for an increased
workload even if the workload does not in fact increase. People without any
work find ways to increase the amount of "work" and therefore add to
the size of their lethargy.
know none of these principles or laws gives much credit to management. The
wrong person fills the wrong role, the role exists only to minimize damage
control, or the role swells unnecessarily simply because it can.
find the whole topic of management somewhat fascinating, not because I think
these theories apply to my own managers.
management theories are however relevant. Software coders looking to leverage coding
talent for their projects often find themselves in management roles, without a
strong understanding of how to manage people. Most of the time, these coders fail
to engage. The project leaders are usually brilliant at their technical job but
don't excel at management.
the key principle to follow should be this: put individuals to work in their core competencies. It makes little
sense to take your most brilliant engineer and have him or her manage people
and budgets. Likewise, it makes no sense to take a shrewd consultant, one who
can negotiate projects and requirements down to the minutest detail, and put
that individual into a role involving creative design and content generation.
However, to implement this model, you have to allow for reward without a
dramatic change in job responsibilities or skills.
This is for records that Mr. Axxxxxa Mxxxxe, Employee No-23641, born on 18/11/1975, is a fulltime employee of NxxxxT ltd, Registered office address: 6xx, Pxxxxia street, Kxxxxta, 700071, in the Scxxxol Lxxxg Solutions division as a Business Manager. He is based out of Oxxxsa and heads Oxxxa as a territory. His official communication address is at “Tapasya, Gxxxxd Fxxxr, plot-1xxx/1, lane no-09, axxxxxe area, Bxxxxxxr, 7xxxxx0”. He can be reached on this address on behalf of NxxxT for any office related work. This letter is issued for purchasing official phone connection. With Regards,
Sxxxxxxxi Mxxxxxxxe. Assistant Manager - Human Resources NxxxT LTD I Call - (0xx)3xxxxx083 / 0007 (D) Mail : email@example.com
Mr. Mohan Kuruvilla is the man who taught me B2B and Sales. One word to describe him "MIND-BLOWING" ....He can make the Sales Mgt class alive and make everybody glued n intrigued for hours without anyone losing attention! He has a very good experience and good hold of the subject. So armed with such knowledge, experience and tremendous wit he simply makes the class go crazy...His funny bihari accent and one story-one concept way of teaching is awesome. You need to attend one of his class to really believe what i am saying. I am really fortunate that he taught me.These are some of his patented catch-phrases:How to attack a competitor .One of the way was "Joote Bhiga Ke Mariye""Jabardast...." Kya Jabardast case study he!!"Marketing is an Intoxicating subject""Ek baar maan lag jayega to itna aanand aata he, puchiye mat sir..Jabardast aanand aata he"The guy who is asked to present case fatcs in his class. He keeps saying to him while he ta…