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.)
Several years ago, I worked for a company with a vacation policy I found truly bonkers. I worked at the corporate headquarters of a large regional chain. Everyone at the corporate office was salaried and exempt and worked a standard 40-hour work week, Monday through Friday. It was incredibly rare to work late (and no one worked on weekends). We got three weeks of PTO a year.
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But while there might be a state law out there that this would violate (California, is it you?), in most states this would be legal. No law requires your employer to give you vacation time, so companies can generally make up whatever weird rules they want to about it.
They have done exit interviews in the past, but not consistently, and I want to document my feedback in writing before leaving. I will not need them as references as I am quitting to work for my own business.
When applying to college, I asked my high school history teacher to write a letter of recommendation for me. Our school had a system in place where the teachers would submit letters through an online portal. The student cannot view the letter until after submission, and only then if they request a copy.
I got rejected or waitlisted by every school I applied to. It has been almost a decade now and I still wonder. How bad of a mistake was this? Is this enough to reject an applicant on its own? Would it be worse in a professional context, rather than academic?
I would contend that conference attendance is a perk and she is not an hourly employee, so this should really be an eight-hour day. What is a reasonable policy here? Is there a distinction between a conference (often at a desirable destination) and required travel to perform ordinary work tasks?
Cut to this week. I just got back from a two-week business trip with Petunia and several other coworkers. Petunia was a disaster on the trip: tons of drinking, verbal abuse, and lack of professionalism with customers. It was two of the of the most stressful and exhausting weeks of my life. As a group, we approached Bob (who was not with us) towards the end of the trip with these issues. He removed Petunia from the last few days of the trip and fired her the following week.
We are a small team of very silo-ed job types. Twice a year, for about a week each time, we have a meeting with lots of external stakeholders to review content for a textbook. The stakeholders are all subject matter experts (SMEs) and are focused on accuracy, completeness, etc. One of the roles in the review sessions is to serve as the note taker, capturing every edit the group of SMEs comes up with. This note taker is not an SME. There are a couple internal staff roles to whom this note taking has typically fallen. These are individuals who are not intimately involved with the crafting of content; they basically just come in and serve as the note taker these few times of year. I was one such person when I started in the role 10 years ago and I continue to do so now (although I am now in a leadership role).
18. At a nonprofit internship several years ago, I was tasked with receiving applications in the general mailbox and forwarding them to the relevant hiring managers, as there were many open positions in several countries overseas.
One applicant sent in a resume which had, in the lower left corner, a pretty big cartoon image of the genie from Aladdin coming out of his lamp. Then a blue speech bubble coming out of his mouth and filling the page. Inside the speech bubble was the actual resume (in smaller font, as the genie, lamp and bubble took up a fair amount of space on the page).
29. My three favorites of all time (hiring non-attorney positions in a midsize, fairly conservative business law firm). None were invited to interview, but number three was very close:
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.
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:
With cert-manager's Certificate resource, the private key and certificate are stored in a Kubernetes Secretwhich is mounted by an application Pod or used by an Ingress controller.With csi-driver, csi-driver-spiffe, or istio-csr ,the private key is generated on-demand, before the application starts up;the private key never leaves the node and it is not stored in a Kubernetes Secret.
Good product managers know the market, the product, the product line and the competition extremely well and operate from a strong basis of knowledge and confidence. A good product manager is the CEO of the product. A good product manager takes full responsibility and measures themselves in terms of the success of the product. The are responsible for right product/right time and all that entails. A good product manager knows the context going in (the company, our revenue funding, competition, etc.), and they take responsibility for devising and executing a winning plan (no excuses).
Good product managers think in terms of delivering superior value to the market place during inbound planning and achieving market share and revenue goals during outbound. Bad product managers get very confused about the differences amongst delivering value, matching competitive features, pricing, and ubiquity. Good product managers decompose problems. Bad product managers combine all problems into one.
Good product managers err on the side of clarity vs. explaining the obvious. Bad product managers never explain the obvious. Good product managers define their job and their success. Bad product managers constantly want to be told what to do.
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