Behind closed doors secrets of great management download

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You just don't know. And that's just not acceptable for a manager. We've written this book from the perspective of a talented mid-level manager, Sam. Why show a bad example? We have enough of those! We want to show you, our readers, how to coach people into performing management jobs, as well as show what a management job might look like. Some first-level managers may have more strategic work than Sam has; some mid-level managers may have less.

Either way, every management role is unique, and the boundaries depend on the individual and the organization. But all managers have similar operational work; we want to show both first- and mid-level managers performing that work.

We've chosen to show a functional organization, one where each manager has responsibility for a layer of the product and where it's necessary to organize across groups to deliver product—a common structure for a development organization. You may work as part of a matrixed group of managers where each function has a manager, and people from each function are assigned on a project basis.

Or you may work in an organization that's using self-organizing teams and Agile methods. Every organization has its own spin on how to organize, but much of the management work remains the same.

If you're not sure of that, ask yourself who's responsible for the coaching and career development and for the feedback to the technical staff in your organization.

And, ask yourself who monitors the development team as a system. The person who performs that work has a management role. We have a bias toward Agile project teams, because the team manages its own work—assigning responsibility for tasks, monitoring progress, solving problems—and frees the manager to work on removing obstacles that impede the team and solving broader problems.

But we've seen many functional teams and matrixed teams be successful when they have effective managers. And we believe that the practices described and shown in this book can be adapted and applied to most situations. You may notice one topic that often comes up in management books is missing in our book: leadership. You just don't know.

And that's just not acceptable for a manager. We've written this book from the perspective of a talented mid-level manager, Sam. Why show a bad example? We have enough of those! We want to show you, our readers, how to coach people into performing management jobs, as well as show what a management job might look like.

Some first-level managers may have more strategic work than Sam has; some mid-level managers may have less. Either way, every management role is unique, and the boundaries depend on the individual and the organization. But all managers have similar operational work; we want to show both first- and mid-level managers performing that work. We've chosen to show a functional organization, one where each manager has responsibility for a layer of the product and where it's necessary to organize across groups to deliver product—a common structure for a development organization.

You may work as part of a matrixed group of managers where each function has a manager, and people from each function are assigned on a project basis. Or you may work in an organization that's using self-organizing teams and Agile methods. Every organization has its own spin on how to organize, but much of the management work remains the same.

If you're not sure of that, ask yourself who's responsible for the coaching and career development and for the feedback to the technical staff in your organization. And, ask yourself who monitors the development team as a system. The person who performs that work has a management role. We have a bias toward Agile project teams, because the team manages its own work—assigning responsibility for tasks, monitoring progress, solving problems—and frees the manager to work on removing obstacles that impede the team and solving broader problems.

But we've seen many functional teams and matrixed teams be successful when they have effective managers. And we believe that the practices described and shown in this book can be adapted and applied to most situations. You may notice one topic that often comes up in management books is missing in our book: leadership. To be honest, we don't buy the argument that leadership is different from management.