General > General Technical Chat
Education level required for employment as EE
setq:
It's not possible to thrive in corporate culture without treading on people I have found, books be damned. Being ridiculously accountable is the biggest weapon in your toolbox.
tggzzz:
The only book on management theory that I ever thought was worth a damn was "Up the Organisation" by Robert Townshend, who built Avis into the number 2 car hire company.
It is short, with most topic taking only one or two pages. A sample, in its entirety is "Personnel Department. Fire the lot".
tggzzz:
--- Quote from: setq on September 14, 2016, 04:30:45 pm ---It's not possible to thrive in corporate culture without treading on people I have found, books be damned. Being ridiculously accountable is the biggest weapon in your toolbox.
--- End quote ---
Depends on the corporation.
For example, in HP I saw one person depart quickly because she stated that <my HP entity> was lucky to be better than <other HP entities>. Nobody thought we were better, just different, with differing objectives advantages and disadvantages.
Other organisations are much less pleasant, of course.
EmmanuelFaure:
--- Quote from: rstofer on September 14, 2016, 04:21:52 pm ---One more masterpiece: "The Ropes To Skip And The Ropes To Know" The book is/was used at Santa Clara University (Silicon Gulch) and was given to me back in the late '70s. I can't find a free version but if you want to know how the game is played, this is the book to read.
--- End quote ---
Oh... Thanks you very much, I've never heard of it before. I had a look on the reviews on Amazon. Is it like a "Dilbert Principle", minus the sarcasm?
--- Quote from: tggzzz on September 14, 2016, 05:20:44 pm ---The only book on management theory that I ever thought was worth a damn was "Up the Organisation" by Robert Townshend, who built Avis into the number 2 car hire company.
It is short, with most topic taking only one or two pages. A sample, in its entirety is "Personnel Department. Fire the lot".
--- End quote ---
I've put this one on my read list too, thanks you! And I love the quote :D
I observed that >95% of books about management are utter crap (Lean, Team building, 6 sigma, HR... Append something to the list as you wish). The best book I've read on management up to date is Drucker's Management Tasks Responsibilities Practices. It's not really about what we're chatting about = "field operations", but top management. Nevertheless, very interresting read, would read again. One of my favorite quotes :
--- Quote from: "Peter Drucker ---When managers speak of marketing, they usually mean the organized performance of all selling functions. This is still selling. It still starts out with “our products.” It still looks for “our market.” True marketing starts out the way Sears starts out—with the customer, his demographics, his realities, his needs, his values. It does not ask, “What do we want to sell?” It asks, “What does the customer want to buy?” It does not say, “This is what our product or service does.” It says, “These are the satisfactions the customer looks for, values, and needs.”
Indeed, selling and marketing are antithetical rather than synonymous or even complementary. There will always, one can assume, be need for some selling. But the aim of marketing is to make selling superfluous. The aim of marketing is to know and understand the customer so well that the product or service fits him and sells itself. Ideally, marketing should result in a customer who is ready to buy. All that should be needed then is to make the product or service available, i.e., logistics rather than salesmanship, and statistical distribution rather than promotion.
--- End quote ---
The book distills the monumental author's wisdoms like this on every page.
tggzzz:
--- Quote from: EmmanuelFaure on September 15, 2016, 03:02:38 am ---
--- Quote from: "Peter Drucker ---When managers speak of marketing, they usually mean the organized performance of all selling functions. This is still selling. It still starts out with “our products.” It still looks for “our market.” True marketing starts out the way Sears starts out—with the customer, his demographics, his realities, his needs, his values. It does not ask, “What do we want to sell?” It asks, “What does the customer want to buy?” It does not say, “This is what our product or service does.” It says, “These are the satisfactions the customer looks for, values, and needs.”
Indeed, selling and marketing are antithetical rather than synonymous or even complementary. There will always, one can assume, be need for some selling. But the aim of marketing is to make selling superfluous. The aim of marketing is to know and understand the customer so well that the product or service fits him and sells itself. Ideally, marketing should result in a customer who is ready to buy. All that should be needed then is to make the product or service available, i.e., logistics rather than salesmanship, and statistical distribution rather than promotion.
--- End quote ---
The book distills the monumental author's wisdoms like this on every page.
--- End quote ---
Interesting. I asked an HP manager what he thought was the distinction between marketing and selling. He said "Selling represents the factory to the customer. Marketing represents the customer to the factory". That's the only answer I've ever been able to understand.
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