this is something I'm currently experimenting with at my company. My theory is that most of the management role can be done by empowered secretaries. Keep track of shit. Kick our chairs, make sure we are actually working on what needs to be worked on and not distracted by shiny. Talk to people and make them feel better when there is social bullshit.
Now, traditionally, middle management has also made high-level technical decisions, which I think is just stupid. you should have technical people make those decisions, and /if required/ have the management types help interface with other stakeholders. Quite often the best people to make technical decisions don't have very good 'soft' management skills, and the people with the soft skills don't have the technical qualifications. (I mean, some people have both, but those people become very expensive, very quickly.)
Middle management does valuable work; the thing is, I think that the soft skills required to be a good middle manager are more common than the skills required to be a good front-line programmer, so really the management role should be done by someone who is paid less.
The question is, how do I carry this off? I mean, part of the managers toolbox is that they can get your ass fired... traditionally, management getting paid more has been part of the power dynamic that makes the programmer quit slacking off when management is nearby.
Some would say that a softer approach is better, anyhow; I mean, like it or not, you pretty much have to treat your programmers well; they have options.
Now, traditionally, middle management has also made high-level technical decisions, which I think is just stupid. you should have technical people make those decisions, and /if required/ have the management types help interface with other stakeholders. Quite often the best people to make technical decisions don't have very good 'soft' management skills, and the people with the soft skills don't have the technical qualifications. (I mean, some people have both, but those people become very expensive, very quickly.)
Middle management does valuable work; the thing is, I think that the soft skills required to be a good middle manager are more common than the skills required to be a good front-line programmer, so really the management role should be done by someone who is paid less.
The question is, how do I carry this off? I mean, part of the managers toolbox is that they can get your ass fired... traditionally, management getting paid more has been part of the power dynamic that makes the programmer quit slacking off when management is nearby.
Some would say that a softer approach is better, anyhow; I mean, like it or not, you pretty much have to treat your programmers well; they have options.