RE: Difference bet. Primary and Full procedural file.

I think the real answer is "it depends."  The department head here started
as an operator, became a programmer, and then a manager.  He's good at all
three.  He's well known for his ability to read tapes by passing them
between two fingers.  (It's OK, he doesn't read this list. If I want to
flatter him I'll have to do it to his face. <g>)

> -----Original Message-----
> From: Dan Bale [mailto:dbale@samsa.com]
> Sent: Friday, May 24, 2002 7:08 AM
> To: rpg400-l@midrange.com
> Subject: RE: Difference bet. Primary and Full procedural file.
>
>
> <can of worms opened and dumped...>
>
> Fer cryin' out loud!  Jeez, marketing dweebs are the WORST
> types to manage
> an IT department.  "You want an application to
> __fill-in-the-blank-some-pie-in-the-sky-project__?  Sure, we
> can do that!
> You want it next week?  Sure, no problem-o!"  IME, marketing
> dweebs don't
> know the word "no", or the phrase "let me find out if this is
> possible",
> only "Yes, yes, yes!"
>
> I once worked for an marketing/ad agency.  What a nightmare.
> Marketing
> types promising the world to high-falutin' clients, then coming to us
> telling (NOTE: *not* asking) us what needs to be done and
> when it will be
> ready.
>
> In general, I agree with Nelson, as long as its not a
> marketing dweeb!  Bean
> counters are iffy, too.  If you have a bean counter for a
> manager, s/he
> really has to have the long-term view and understand that IT
> is an asset to
> the company and not a necessary expense.
>
> - Dan Bale
> (I am *NOT* "Dale"
> http://archive.midrange.com/midrange-l/200105/msg00281.html )
> SAMSA, Inc.
> 989-790-0507
> DBale@SAMSA.com <mailto:DBale@SAMSA.com>
>   Quiquid latine dictum sit altum viditur.
>   (Whatever is said in Latin seems profound.)
>
> -----Original Message-----
> From: rpg400-l-admin@midrange.com
[mailto:rpg400-l-admin@midrange.com]On
Behalf Of alan shore
Sent: Friday, May 24, 2002 9:41 AM
To: rpg400-l@midrange.com
Subject: RE: Difference bet. Primary and Full procedural file.


Boy do I really disagree with you there. We just had a guy with a marketing
background. His personnel and organizational skills were fantastic, and
everyone really liked him as a person, but his technical knowledge (or lack
thereof) really hurt us badly. He would make decisions with users that when
he came back to inform us of the decisions, in most cases, we had to argue
against him, before he saw the light, and then had to return to the user
with the rectified plan. This made this very intelligent guy look a real
scmuck. He is now back in marketing, doing really good, and we have a new
manager, technically  knowledgable, but as a manager, leaves A LOT to be
desired.

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