Managers in the NOC, was Re: Redhat certification
Johnny Rebel wrote:[color=blue]
> I was responding to the 'rotating people in' to the Helpdesk. If that
> happened to me, I would quit, plain and simple. I am an SA, not a
> helpdesk person. It is like telling a brain surgeon to fix broken arms,
> it just shouldn't be done.[/color]
That was me. In a decent sized systems group, it's helpful to designate one
person the 'on-call' person, who handles all the incoming requests and passes
them along as needed. It's massively helpful for cross-training, and it lets
folks know where the bottlenecks that drive the users, or the helpdesk
personnel, nuts and need attention.
It's also massively helpful for the systems administrators, who can use what
happens on that workshift to tell their managers "do one cares about the funky
beautiful printer setups, because they don't use it".
> Sure, but if you have a *good* manager, they are approachable and will
> listen to what their people say. If a manager is not aware of any
> problems - I would suspect the people below them are doing their jobs.
> It is more up to employees to make sure management knows what the issues
> are, that is part of what being a good employee is. A good employee
> does not follow blindly or keep their mouth shut when they have a
> problem. A good manager can not be expected to know everything going on
> below - but, if it is a good manager, they will find and effective way
> to deal with an issue. Managers should stay out of the trenches in a
> technical environment. Typically, from what I have seen, managers in
> the trenches try to be one of the 'techies' and fit in - but by proxy
> then tend to micro-manage, which drives everyone nuts.[/color]
I'm saying 'occasional' visits to the trenches. Drawing Gant charts and
laborflows and org charts is useful, but sometimes it helps to get out there
and feel what your support personnel are going through.