Line 6 License Manager Download
Saara Leistiko
Bit of an off-topic question but keen to understand what works and doesn't work in other organisations. In some areas of our business, we have scrum masters who are also line managers to members of their scrum team. I wanted to get your view on this, is it a positive or negative thing? One part of me says positive as that line manager can see the outputs that person delivers, on the other hand, I think negative because that individual doesn't have an outlet or an unbiased person to lean on.
I'd suggest that anyone who isn't a Developer ought to care about the outcomes the team delivers. The Developers on that team ought to self-manage their work, with everything that implies about their empowerment. If this principle is applied well, there might not be much of a line left for others to manage at all.
A line manager inherently holds legitimate power over those being managed. By holding power, anything that the Scrum Master may say as a suggestion may very well be taken as an order or command. The ability to coach and advise the team becomes more difficult and the team will find it more difficult to self-organize and self-manage around the work to be done.
The "positive" in that the Scrum Master as a line manager can see the outputs of each person also isn't a positive. A Scrum Master doesn't have to care about outputs, for either the team or the individuals on the team. The Scrum Master should be in a position to help the team enable stakeholders to achieve their objectives.
The Scrum framework is dependent on having teams that can self-organize and self-manage themselves. There is no "lead" or "manager" in the framework. The focus of a Scrum Team is not individual output. It is delivery of incremental product value. No one, including those on the Scrum Teams, should care about individual efforts. Measure value delivery not activities.
However, at least in the United States, organizations predominantly want to judge and reward individuals not teams. That is why there are so many levels of management and hierarchies within job titles. As such "line managers" focus on the individuals within a group with the goal of improving the performance of each individual.
The Scrum purist in me wishes that there were no "managers". But the person that needs money to provide for my family understands that they will always be. In fact, my last 3 job titles included the word "Manager" in them.
If the individual that is considered the "manager" understands the essence of the Scrum framework, having them as the Scrum Master is not a bad thing. If they do understand the framework, they should be able to separate themselves from the managerial activities of performance reviews, approving vacation, budgeting, etc when they are fulfilling the Scrum Master responsibilities. I will admit that I do this constantly. I "out on my manager hat" when needed but I am predominantly a Scrum Master where I allow the team to self-organize and self-manage. However, when I am doing the manager job and helping to evaluate an individual's performance I still view it from how their performance has enabled the team's ability to be successful in self-organization, self-management and delivery of product value.
SM/LM hybrid could be much more harder to implement. First thing we did is to identify meetings/situation where manager's activity could take away possibility for self-managment/scrum/scrum values etc. In other words identfying situations where manager's activity somehow does not meet scrumguide requirements is the place where I would start.
Let us look at the definition of a line manager. According to the Cambridge dictionary, a line manager is a person directly in charge of workers, another interpretation is a line manager is the manager to whom teams or individuals directly reports to. Does everyone in the Scrum team reports to this line manager?
If the above is the accountability of the line manager within the context of your organisation then, this is not a Scrum Team as defined in the Scrum Guide. Scrum has rules, it is still very difficult for some organisations not be bend the rule and tailor their structure to suite them while some organisations have not fully adopted Scrum and Agility rather, there are still manifesting the traditional way of vertical management rather than horizontal management as prescribed in a Scrum environment.
As a Line Manager, you will be responsible for providing effective leadership and coordination for assigned production supervisors and operations. You will be responsible for upholding the plant policies and procedures and reporting on and maintaining safety, quality, and production standards. You will ensure the line production plan is fully achieved on time and in compliance with internal and external requirements meeting safety, quality, cost, delivery, and environmental needs, striving towards Manufacturing Excellence.
Security First Line Managers will be competent in supervising people and activities in line with regulatory requirements; undertaking security risk assessments; providing security advice to others; understanding threat, vulnerability and risk; security methods, operations and activities; incident management and planning; stakeholder management; business communications and data security management within role(s) such as Ministry of Defence, Transport & Border Security and Private Security Industry. Understanding the threat, vulnerability & risk on a local, national and international security basis, and how to respond accordingly, would offer candidates a significant advantage over others with general managerial skills.
Successful completion will require rigorous and substantial training. A typical apprenticeship will take 18 months to completion. This will vary for those with existing general team leader/managerial skills, and those roles with specific seasonal activities or operational requirements that may take place away from the designated workplace e.g. placements in another country, part of the business, or role.
The ability to interact with and manage people professionally and with integrity, whilst remaining compliant with all National and International Security regulations and guidelines, employment law and Human Rights Act. Providing coaching and guidance to instil confidence and competence within the workforce.
Line producers are ultimately responsible for all the crew and all the contracts. They hire crew, heads of department, caterers and studio facilities, over-seeing all the deals and paperwork. They understand the artistry of film-making, foresee pitfalls and disasters and never let the spend extend beyond the bottom line.
During production, line producers keep track of the budget and the filming process. They are on set and in the office, dealing with the unexpected and helping find creative solutions. At the end of the shoot, they oversee the wrap, or winding down, of the production and hand over to the post-production supervisor.
Production accountants are responsible for calculating finances, costing productions and controlling cash flow. They either report to the finance controller or the line producer, depending on the set-up of the production. See separate job profile: production accountant
Production coordinators run the production office when the line producer and production manager are on set. They are in charge of what goes on with the phones, photocopier and paper work. See separate profile: production coordinator
Secretaries provide administrative assistance to the line producer, production manager, and production coordinators. They organise travel, accommodation and supplies and assist with production paperwork such as contracts, documents and script changes.
Become a production account:
If you have a background in accountancy, try to become a production accountant or accounts trainee. It will be a very good route into line production.
Working in production management in commercials, music videos or animation. Build up your skills whatever way you can. Alternatively, you could consider being a line producer in the unscripted TV industry.
The expectations framework aims to enable leaders and managers to embed Our Leadership Way and the NHS People Promise with the ultimate goal of addressing the challenges set out in The NHS Long Term Workforce Plan.
We know from our own experience, and from what you have told us, that the role of the line manager is vital to how we feel at work, and to delivering patient services. They give direction, help clarify individual and team objectives, and are instrumental in ensuring colleagues feel valued, supported, and cared for at work.
Outstanding patient care relies on Trusts, hospitals and teams being managed well, and on individuals feeling supported by their manager so that they can contribute their best work. We can probably all think of examples of outstanding managers and the impact they had on our experience at work. Equally, where managers may have had a less than positive impact. Afterall, staff leave managers.
In this article, I will give you my top tips for making the most of your one-to-one meetings, whether you are the direct report or the line manager. You can also click on this link to download your free one-to-one meeting plan.
One-to-one meetings can be really valuable, for both the line manager and the direct report. Yet, in so many cases, I hear from both sides that the experience is less than ideal. There is too much focus on the immediate workload, and neither party does much preparation or planning for the meeting in advance. Plus, there is often very little guidance or training given by organizations on how to make the most from the potentially precious one-to-one meeting time.
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