J
Joe Gwinn
Guest
On Thu, 16 Jul 2020 15:54:54 +0100, Tom Gardner
<spamjunk@blueyonder.co.uk> wrote:
I have a similar story from the 1970s, but it turned out rather
better.
I was applying to a middle size defense contractor in the Baltimore
suburbs, and the hiring manager looked over my resume, and asked which
I preferred, hardware or software. I replied that it was very useful
to be bilingual, to be able to speak hardware to software and vice
versa.
I did get the job, worked there for seven years, leaving only when I
decided to move back to the Boston area.
I was an embedded realtime programmer, writing in assembly code on the
metal in those days. All the embedded realtime programmers at that
company had hardware degrees, which was necessary to do much of
anything. Computer science had not yet been invented.
Joe Gwinn
<spamjunk@blueyonder.co.uk> wrote:
On 16/07/20 15:32, jlarkin@highlandsniptechnology.com wrote:
On Thu, 16 Jul 2020 14:42:56 +0100, Tom Gardner
spamjunk@blueyonder.co.uk> wrote:
On 16/07/20 14:26, jlarkin@highlandsniptechnology.com wrote:
On Thu, 16 Jul 2020 07:28:17 +0100, Tom Gardner
spamjunk@blueyonder.co.uk> wrote:
On 16/07/20 06:32, dagmargoodboat@yahoo.com wrote:
E.g., why would someone on the dole ever work for something they
already get free? It doesn\'t make any sense.
True for some people, false for many more.
Many people feel defined by their work, and feel
pointless without it. Such people have a tendency
to \"give up and die\" relatively shortly after
retiring.
You seem to understand Theory X companies, but
have no clue about Theory Y companies, as described
by McGregor in the 1950s.
Long before McGregor, Hewlett and Packard knew the
difference instinctively, and created a rather
successful Theory Y company. You may have heard
of it.
\"Theory Y managers assume employees are internally
motivated, enjoy their job, and work to better
themselves without a direct reward in return. These
managers view their employees as one of the most
valuable assets to the company, driving the internal
workings of the corporation. Employees additionally
tend to take full responsibility for their work and
do not need close supervision to create a quality
product.\"
https://en.wikipedia.org/wiki/Theory_X_and_Theory_Y
Or, as famously noted at the time of Princess Fiorina,
http://www.satirewire.com/news/0105/loyal.shtml
Sure, but a company doesn\'t become a Y just with a policy statement.
It requires finding and hiring the right workers, treating them right,
and firing the ones that don\'t work out.
It didn\'t cross my mind anybody could think mere
policy statements could be sufficient.
In HP, the HP Way was continually reinforced and
re-explained by use of Bill and Dave anecdotes,
wheeled out to show how they thought and wanted
things to be done. Apparently when they were setting
up new sites the first hires became a little sick
and tired of them!
OTOH, Princess Fiorina made very animated policy
pronouncements, which nobody could understand.
That\'s one of the things that made me decide
to leave.
I have Packard\'s book, The HP Way. And I have Fiorina\'s book, The
Journey. The contrast is hilarious.
Not if you were in HP!
HP did that early on. By about 1980, not so well.
HP was /very/ careful about its hiring process, at least
until shortly before Fiorina ascended in 1999.
I interviewed at HP in about 1980. The guy was obnoxious. He would
have been my boss.
He looked at my resume and said \"The first thing you need to do is
decide if you are an engineer or a programmer.\"
What I decided to do was walk out.
Snap!
I had an interview at a GEC site in ~1981. After explaining
the hardware and software and systems I had designed, the
HRdroid asked me whether I was \"really a hardware of software
engineer\".
Somewhat surprisingly, I managed not to give him an earful.
I suspect the expression on my face and my answers becoming
terser might have alerted him to his faux pas. The idiot still
offered me a job.
I have a similar story from the 1970s, but it turned out rather
better.
I was applying to a middle size defense contractor in the Baltimore
suburbs, and the hiring manager looked over my resume, and asked which
I preferred, hardware or software. I replied that it was very useful
to be bilingual, to be able to speak hardware to software and vice
versa.
I did get the job, worked there for seven years, leaving only when I
decided to move back to the Boston area.
I was an embedded realtime programmer, writing in assembly code on the
metal in those days. All the embedded realtime programmers at that
company had hardware degrees, which was necessary to do much of
anything. Computer science had not yet been invented.
Joe Gwinn