Traditional and Modern Management

Traditional and Modern Management
Name: Mihai Enescu
Institution: Amerom Technology INC
Date: May 2, 2016

The trends in the workplace at times are normally out of fashion. The relentless need to change has translated into a number of employees opting to put on jeans each day to work and t-shirts and on the contrary the job industry becoming increasingly formal. Dressing aside, there are a number of factors that will be responsible for how employees work, how software engineers get their work done over the coming years. It is important to consider how the traditional workplace would compare with the modern workplace, and the main point of consideration is management.

The first place that needs consideration is the working hours. Traditionally, there are some hours that are set aside for work and a number of days as well as a given number of holidays each year. For instance, normally people go work from nine to five, and a number of organizations have the notion that they should have their employees stacked in one place. We report to work from nine to six and with only an hour break in between. The boss that we work with is constantly on us, and it is not appropriate having to go outside every other five ten minutes lest you are called aside to discuss the effects that you are adding to the group because of your countless breaks (Certo, 2015). As programmers, software engineers have to get to the office since it is mandatory that they work as a team. It might seem like the work is purely group work, yes, but at the office the team is always busy and engaged in their work, and there is literally no person that can provide you with assistance in case you are met with a difficulty, or maybe when you want to get answers to a question that has been disturbing you (Anderson, 2003). The experienced developers take this as a sign of only trying to save time rather than carrying out researches personally and keep the team’s work on course without being left behind.

It becomes a little difficult when I want to fit my work around several other commitments such as social life and family. I spent basically my entire day at work every day save for weekends. I cannot get to do some stuff that is done on normal weekdays because when am free, for instance, the banks are closed. Technologies such as the portable IT gadgets and developments in the mobile technology makes the traditional workplace kind of redundant and other than insisting that there has to need to have the flex time that is guaranteed to all the workers particularly when the developers can prove a good case for the opportunity.

Here is a case where am working with a team that is well organized and that which is very enthusiastic and have a passionate Technology Production Manager. Other than the attitude towards the hours for working, there is a need for a quite relaxed management where the workers are allowed longer micromanaged and are as well trusted to come up with their individual plans for the organizations and to work in ways that it is them who find to be more productive. As developers, we are working in a group of four, and that explains why we are constantly collaborating so as to ensure that the output of the group is sufficient and efficient in the eyes of the demand. The kind of management that we have at the moment is an example of a modern management technique other than the hierarchical management technique that was employed in the ancient times where it was the individuals who were valued and not the subjects to superiority or their inferiority irrespective of whether they are young or old (Aurum, et al. 2013). Working as a team is one kind of modern management where young and upcoming software engineers get mentorships from the experienced team members, they get to be directed on how things are done and not only being showed by mere talk.

Looking at my group, we are four, and we are so much concerned about collaboration where we review the codes that we are working with as we make sure that they are as clean as possible considering that a team can be perfect, but individuals cannot be. Every day at work, we need to spend four hours working together as a team and the other four hours we take as flexible where we can use them to complete individual portions and carry out the researches. We are motivated to maintain the attention to the details and to read the documents every other time since we are out to produce impressive work, deliver the work on time and quality is mandatory meaning we need to be careful not to rush in an attempt to beat time as Shaw (2000) portrays. The overall outlook is that the balance between personal life and the work life is perfect, and this makes the first reason of motivation that we have to stick to as an organization. Every software engineer is a committed individual. They like what they are doing, and that is why they are always available to commit the much they can with respect to the part that they are respected and their work too, other than the salary and the strict agreements of contracts.

The other aspect of modern management is the social network. The location of workers is increasingly becoming fragmented, and every other company is coming up with their own social network platforms so as to permit socialization among the employees, particularly members of a given team that hardly meets with the members of other teams (Gadgil & Berkes, 2001). It is such awareness that reduces the time among the colleagues as vital for establishing relationships as well as promoting collaboration among the employees. As thus, the aspect that companies are more concerned with the happiness of the employees comes into view, and it is this happiness that is key to productivity within the organization (Schreiber, 2000). These are the aspects that make the modern management different from the traditional management where little attention was given to the happiness of the employees.

With a shift towards a healthy work-life balance, the idea of having health employees has translated to content employees as well as the accomplishment of the office wellness systems is borne out by the efficiency proliferations as the days are continually lost as a result of absent workers who are out due to ill health (Kuhn, 2014). The employers are picking the trend looking set to come up with a company gym membership, they are setting up health insurance and even the in-house massage and coming up with fruit systems are being set up in the workplaces. It is these aspects that make my employers modern as they are concerned about our wellbeing. Considering that as developers, we are always working as a team, when a team member is out, the output of the group is greatly affected. In the traditional management systems, the employers were having little concerns in the lives of their employees as long as they were working and beating deadlines (Pressman, 2005). Leaves were granted to sick employees to seek medical attention but there were no fruit programs or workplace gyms that would help the workers stay fit and healthy. Looking at software engineers under traditional management, group work is not put into consideration as each developer is assigned tasks that they are to work on other than be members of a team of developers like in our case.

The other aspect is that the software engineers are not thrilled with the point of having to tirelessly keep working and there is little to show for the hard work in terms of wages earned. The good thing is that the developers are passionate about what they are doing and as thus are lesser concerned with the wages they are accorded as long as they get their things done. At the moment, I go to work as supposed and am adhering to all the requirements and expectations, but I still have a simple salary, what keeps me going? Developers work out of passion; they do not work to build interests, neither for themselves or the organization (Zmud, 2000). The developers are aware that they have to contribute, and their features are used with customers and when they are having more customers will mean that more money and they are not interested in this even if their wages remain stagnant at the low they are in. Wages is not what drives the developers.

Conclusively, the motivation that flows within the team is what promotes us, and we are always encouraged to do our best on every assignment that we are tackling. Managers are not to get frustrated over the lack of quality engineers. Indeed, the traditional management is a lot stricter on time where the employees have to be at work from nine to five and have fewer coffee breaks of not more that 2-3. It is this aspect of traditional management in my workplace that needs to be worked on. Looking for individuals who can keep time, in most cases time alone, translates to opting to have punctual monkeys at the workplace other than have creative individuals at the workplace considering the fields where there are needs for statisticians or even advanced programmers who are handling big data and problem-solving knowledge (O’Shannassy, 2003). Issues come up when the employers are not ready to exploit the talent that the developers are having and their magnificent knowledge and instead look at other somewhat irrelevant aspects as such as having as fewer coffee breaks as possible. There are numerous start-ups that are growing up rapidly since they are able to tap into the technical knowledge that the developers have in the name of employing a modern management other than the traditional management that pays a little attention to the employees.

References

Anderson, D. J. (2003). Agile management for software engineering: Applying the theory of constraints for business results. Prentice Hall Professional.

Aurum, A., Jeffery, R., Wohlin, C., & Handzic, M. (Eds.). (2013). Managing software engineering knowledge. Springer Science & Business Media.

Certo, S. (2015). Supervision: Concepts and skill-building. McGraw-Hill Higher Education.

Gadgil, M., & Berkes, F. (2001). Traditional resource management systems.Resource management and Optimization8(3-4), 127-141.

Kuhn, H. W. (2014). Nonlinear programming: a historical view. In Traces and Emergence of Nonlinear Programming (pp. 393-414). Springer Basel.

O’Shannassy, T. (2003). Modern strategic management: Balancing strategic thinking and strategic planning for internal and external stakeholders.Singapore Management Review25(1), 53.

Pressman, R. S. (2005). Software engineering: a practitioner’s approach. Palgrave Macmillan.

Schreiber, G. (2000). Knowledge engineering and management: the CommonKADS methodology. MIT press.

Shaw, M. (2000). Prospects for an engineering discipline of software. Software, IEEE7(6), 15-24.

Zmud, R. W. (2000). Management of large software development efforts. MIS quarterly, 45-55.

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