해커와 화가
- Posted at 2005/11/28 14:46
- Filed under Program/book
12. 평균을 뛰어넘기
이 글을 읽기 전에는 대부부의 고급 프로그래밍 언어가 유사하다고 생각했는데 잘못된 생각인 것 같다...
한번 확인해보기 위해 책에서 주장하는 LISP를 공부해볼 까 하는 생각도 있다.
13.공부벌레의 반격
내용 중에 pointy haired boss 라는 용어가 나오는데 인터넷에서 조금 찾아보니까 Dilbert라는 만화에 나오는 캐릭터 중의 한명인데 다음과 같은 성격을 가지고 있는 보스를 의미한다고 함.
이 글을 읽기 전에는 대부부의 고급 프로그래밍 언어가 유사하다고 생각했는데 잘못된 생각인 것 같다...
한번 확인해보기 위해 책에서 주장하는 LISP를 공부해볼 까 하는 생각도 있다.
13.공부벌레의 반격
내용 중에 pointy haired boss 라는 용어가 나오는데 인터넷에서 조금 찾아보니까 Dilbert라는 만화에 나오는 캐릭터 중의 한명인데 다음과 같은 성격을 가지고 있는 보스를 의미한다고 함.
Typical traits of a pointy haired boss :
- Does not understand what his employees do for a living.
- Enjoys using buzzwords such as synergy, leadership, accountability, evangelize, leverage, competency, collaboration, empowerment, quality, paradigm, team-enhancing, and culture-shift often to escape having to commit or be precise.
- Pretends to understand technology, but is really clueless. He often shifts towards buzzwords (see above) to compensate or change subject.
- Easily mesmerized by silver-tongued sales people peddling management or technology fads.
- Decisions seem random or capricious.
- Gross failures of logic, such as holding repeated long meetings to discuss why a project is behind schedule.
- Likes meetings because he/she does not know how to use email properly or does not want his/her bad decisions committed to writing.
- Uses his employees' ideas and presents them as his own, almost always to the same employees
- Is always right. Or at least, thinks he/she is.
- You warn him/her to do X or else Y will happen. He doesn't do X. Y happens. You somehow get the blame.
- Doesn't seem to remember anything beyond a month's range.
- Rewards employees based on how well they stroke his/her ego instead of how well they do their job.
- More focused on sounding important than being important.
- Does not understand what his employees do for a living.
- Enjoys using buzzwords such as synergy, leadership, accountability, evangelize, leverage, competency, collaboration, empowerment, quality, paradigm, team-enhancing, and culture-shift often to escape having to commit or be precise.
- Pretends to understand technology, but is really clueless. He often shifts towards buzzwords (see above) to compensate or change subject.
- Easily mesmerized by silver-tongued sales people peddling management or technology fads.
- Decisions seem random or capricious.
- Gross failures of logic, such as holding repeated long meetings to discuss why a project is behind schedule.
- Likes meetings because he/she does not know how to use email properly or does not want his/her bad decisions committed to writing.
- Uses his employees' ideas and presents them as his own, almost always to the same employees
- Is always right. Or at least, thinks he/she is.
- You warn him/her to do X or else Y will happen. He doesn't do X. Y happens. You somehow get the blame.
- Doesn't seem to remember anything beyond a month's range.
- Rewards employees based on how well they stroke his/her ego instead of how well they do their job.
- More focused on sounding important than being important.
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