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Managers are responsible for training and handling their employees (whom they should NOT treat like horses). A manager typically oversees a group of people in a company and is usually responsible for planning, directing, and overseeing operations among that group of people. Collectively, the managers in a company (especially the top ones) are called the management. A manager is often a boss, but a manager also often has a boss. (Such a person is often described as being part of middle management.)
When I had to fire someone for the first time, I had no idea what I was doing, and my manager was unavailable to help. He had been tasked with a lot of unrelated responsibility, so he was absent from my support system.
One person was great at roleplaying difficult conversations, so he helped me repeatedly practice what I wanted to say. One person gave solid advice based on their own experience. One person was a phenomenal listener, and he gave me quiet space to share and process how I was feeling. This experience taught me the value of having a diverse group of people to lean on when you encounter a management challenge.
By default, Django adds a Manager with the name objects to every Djangomodel class. However, if you want to use objects as a field name, or if youwant to use a name other than objects for the Manager, you can renameit on a per-model basis. To rename the Manager for a given class, define aclass attribute of type models.Manager() on that model. For example:
By default, Django uses an instance of the Model._base_manager managerclass when accessing related objects (i.e. choice.question), not the_default_manager on the related object. This is because Django needs to beable to retrieve the related object, even if it would otherwise be filtered out(and hence be inaccessible) by the default manager.
This manager is used to access objects that are related to from some othermodel. In those situations, Django has to be able to see all the objects forthe model it is fetching, so that anything which is referred to can beretrieved.
While most methods from the standard QuerySet are accessible directly fromthe Manager, this is only the case for the extra methods defined on acustom QuerySet if you also implement them on the Manager:
For advanced usage you might want both a custom Manager and a customQuerySet. You can do that by calling Manager.from_queryset() whichreturns a subclass of your base Manager with a copy of the customQuerySet methods:
These rules provide the necessary flexibility if you want to install acollection of custom managers on a group of models, via an abstract baseclass, but still customize the default manager. For example, suppose you havethis base class:
My manager was promoted to a vice president position from his prior director role. This promotion is an interim appointment since our C-level executive would like to do a formal recruitment for the VP position, but needs someone to fill it now for at least the next year. My manager is now doing two jobs, his new interim VP role, plus his director role. He told everyone on his team he has to operate in this dual-role fashion for the next year. I meet with him biweekly for our one-on-ones, and I see and hear the toll this is taking on him. He is visibly more tired and he shared with me that he feels inundated with the increased workload.
I sent him an email offering to serve in an interim capacity in his director role as he gets acclimated to his new position. I provided a proposal for how I could achieve this alongside my existing responsibilities. I also outlined how this works toward achieving my career aspirations and alleviating some of the load to allow him to focus on his new responsibilities.
My manager has been positive about my work and praises my progress. My teammates are all very kind and supportive and show no sign of being unhappy with me. But even if they are satisfied, I am not. I hate feeling like a dead weight. Every day I am reminded that I am the least competent and useful person around, and it really hurts my self-esteem.
Recently, she told me about a class where a know-it-all was in attendance. My friend would be in the middle of discussing a plant, when this person would divert the discussion to another plant nearby, and start talking about it. It happened repeatedly and was frustrating for my friend and probably for the other students who came to learn from my friend. My friend never experienced what felt like a hijacking of her class, and tried to handle it as graciously as she knew how, but ended up wishing she knew a better way of handling the situation. What might she do if she encounters such a weedy situation again?
I oversee almost everything operational here, though. I plan on giving a couple weeks notice and do my best to get everything prepared to hand-off to others, but I am sure I will get regular calls, texts, and emails with questions. I would like to set the boundary that I am willing to assist within reason and as a paid contractor/consultant. Would you suggest that be part of the resignation letter or how would you suggest going about that and what would the wording look like?
I am a military spouse job-hunting from across the country as we prepare to move from one coast to another. I recently had a bizarre interaction with a prospective employer and wanted to know what you think.
Finally, they called me again on Wednesday that week canceling the interview citing unforeseen circumstances; this was about 18 hours before my flight was set to leave. Thankfully, I was able to get everything refunded.
My then-boss, who was director-level at our organization. He went into the weekly directors meeting (held on Tuesdays), announced he was quitting (with nothing else lined up), and that his last day was the following Thursday (because our office is closed on Fridays in the summer).
He then took two vacation days (Wednesday, Thursday), we were closed Fridays, and he was off-site Monday and Tuesday for a pre-contracted thing. He came in on Wednesday to begin packing up his office and decided to peel all the tiny barcode labels off ALL his equipment (laptop, monitors, keyboard, docking station, etc.) and throw them away, then put his computer equipment in different drawers and cabinets in his office, all separate. I have no idea why he did this, because his beef was with the executive-level people and the people he screwed over with those actions were our help desk people, most of whom were summer (paid) interns.
I left the company about six months later. Jane left about a year later. My old coworker reached out to tell me: as a parting gift, he came in early and slipped the spoon back into her desk drawer all the way at the back. He said watching her empty out her desk just to discover it was priceless. He said she looked around surreptitiously, slid the spoon in her packed box of belongings, and never said a word.
My boss hosted a mandatory seven-hour meeting (SEVEN WHOLE HOURS) with the entire staff to discuss a flight time change to her upcoming trip. She was headed to a conference, and the airline changed her flight so she was traveling through a different connecting airport and arriving two hours later than originally planned.
Over the last month, our relationship has spiraled down. Prior to my applying, she never had any feedback, even if I directly asked. Now, she has feedback on everything. From her feedback, some of this might be coming from senior leadership and she just never passed it along to me before and some of it is coming from her.
Yesterday, two-thirds of my team had a meeting with HR letting us know that our FLSA status had changed and we were being moved from exempt to non-exempt status and would have to start clocking in and out for work and lunch.
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The best frontline eng managers in the world are the ones that are never more than 2-3 years removed from hands-on work, full time down in the trenches. The best individual contributors are the ones who have done time in management.
Promoting managers from within means you get those razor sharp skills from the people who just built the thing. That gives them credibility, while they struggle with their newly achieved incompetence in a different role.
So these tech leads usually spend more time in meetings than building things, and they will bitch about it but do it anyway, because writing code is not the best use of their time. Tech is the easy part, herding humans is the harder part.
Seriously, fuck that so hard. It is SUCH an insidious myth, and it leads to so many people managing even though they hate managing and have no business managing, and also starves the senior eng pool of the great mentors and elder wizards we need.
In association football, the manager is the person who has overall responsibility for the running of a football team. They have wide-ranging responsibilities, including selecting the team, choosing the tactics, recruiting and transferring players, negotiating player contracts, and speaking to the media. In professional football, a manager is usually appointed by and answerable to the club's board of directors, but at an amateur level the manager may have total responsibility for the running of a club.
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